2013-2014 Recommended Budget - County of Sonoma
2013-2014 Recommended Budget - County of Sonoma
2013-2014 Recommended Budget - County of Sonoma
You also want an ePaper? Increase the reach of your titles
YUMPU automatically turns print PDFs into web optimized ePapers that Google loves.
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, California<br />
RECOMMENDED BUDGET <strong>2013</strong>-<strong>2014</strong>
BLANK PAGE<br />
Back <strong>of</strong> cover page<br />
No county seal on this page
CALIFORNIA<br />
SONOMA<br />
COUNTY<br />
REPUBLIC<br />
AGRICULTURE<br />
INDUSTRY<br />
RECREATION<br />
<strong>Sonoma</strong> <strong>County</strong> <br />
miSSion <br />
to EnriCh thE<br />
Quality <strong>of</strong> lifE<br />
in <strong>Sonoma</strong> <strong>County</strong><br />
through SupErior<br />
publiC SErviCES
COUNTY OF SONOMA<br />
RECOMMENDED BUDGET<br />
Fiscal Year <strong>2013</strong>-<strong>2014</strong><br />
and<br />
Statistical Report<br />
2012-<strong>2013</strong><br />
2011-2012<br />
<strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors<br />
Supervisor Susan Gorin<br />
Supervisor David Rabbitt, Chair<br />
Supervisor Shirlee Zane<br />
Supervisor Mike McGuire<br />
Supervisor Efren Carrillo<br />
First District<br />
Second District<br />
Third District<br />
Fourth District<br />
Fifth District<br />
<strong>Budget</strong> <strong>Recommended</strong> by<br />
Veronica A. Ferguson<br />
<strong>County</strong> Administrator<br />
<strong>Budget</strong> Compiled by<br />
David E. Sundstrom<br />
Auditor-Controller-Treasurer-Tax Collector<br />
Cover Photo: Tolay Lake Regional Park<br />
<strong>Sonoma</strong> <strong>County</strong>, California<br />
Photo Courtesy <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> Regional Parks
Susan Gorin<br />
District 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
Board <strong>of</strong> Supervisors<br />
David Rabbitt<br />
District 2<br />
5th<br />
Efren Carrillo<br />
4th<br />
Mike McGuire<br />
3rd<br />
Shirlee Zane<br />
2nd<br />
David Rabbitt<br />
1st<br />
Susan Gorin<br />
Shirlee Zane<br />
District 3<br />
Mike M c Guire<br />
District 4<br />
575 Administration Drive, Room 100A<br />
Santa Rosa, California 95403<br />
(707) 565-2241<br />
www.sonoma-county.org<br />
You are welcome to attend the meetings <strong>of</strong> the Board<br />
<strong>of</strong> Supervisors, held most Tuesdays at 8:30 a.m.<br />
For specific dates and times <strong>of</strong> meetings<br />
please visit the Board’s Website at:<br />
http://supervisors.sonoma-county.org<br />
Efren Carrillo<br />
District 5
GOVERNMENT FINANCE OFFICERS ASSOCIATION<br />
Distinguished<br />
<strong>Budget</strong> Presentation<br />
Award<br />
PRESENTED TO<br />
<strong>Sonoma</strong> <strong>County</strong><br />
California<br />
For the Fiscal Year Beginning<br />
July 1, 2012<br />
President<br />
Executive Director<br />
The Government Finance Officers Association <strong>of</strong> the United States and Canada<br />
(GFOA) presented a Distinguished <strong>Budget</strong> Presentation Award to <strong>Sonoma</strong> <strong>County</strong>,<br />
California for its annual budget for the fiscal year beginning July 1, 2012.<br />
In order to receive this award, a governmental unit must publish a budget document<br />
that meets program criteria as a policy document, as an operations guide, as a<br />
financial plan, and as a communications device.<br />
This award is valid for a period <strong>of</strong> one year only. We believe our current budget<br />
continues to conform to program requirements, and we are submitting it to GFOA to<br />
determine its eligibility for another award.
COUNTY OF SONOMA<br />
RECOMMENDED BUDGET<br />
<strong>2013</strong>-<strong>2014</strong><br />
TABLE OF CONTENTS<br />
Page<br />
No.<br />
Page<br />
No.<br />
A Guide to Reading the <strong>Budget</strong><br />
i<br />
Executive Summary<br />
<strong>County</strong> Administrator’s Transmittal Letter<br />
Financial Policies for <strong>Budget</strong> Development<br />
<strong>County</strong> Overview<br />
Directory <strong>of</strong> Elective & Appointive Offices<br />
<strong>County</strong> Organization Chart<br />
Supervisorial Districts<br />
Citizen's Guide and Demographics<br />
1<br />
14<br />
23<br />
24<br />
25<br />
26<br />
Development Services<br />
Permit & Resource Management<br />
Community Development Commission<br />
Fire and Emergency Services<br />
Transportation and Public Works<br />
Water Agency<br />
Economic Development Department<br />
Regional Parks<br />
125<br />
129<br />
135<br />
139<br />
145<br />
153<br />
157<br />
Financial Summaries<br />
Introduction & Changes to Fund Balances<br />
<strong>County</strong> <strong>Budget</strong> Financing Sources and<br />
Uses Summary<br />
<strong>County</strong> Operating <strong>Budget</strong><br />
<strong>County</strong> Funding Sources - Total <strong>Budget</strong><br />
<strong>Recommended</strong> <strong>Budget</strong> By Function-All Funds<br />
General Fund Appropriations<br />
General Fund Financing Sources<br />
Administrative Support & Fiscal Services<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator<br />
<strong>County</strong> Counsel<br />
Human Resources<br />
General Services<br />
Information Systems<br />
Non-Departmental<br />
Auditor-Controller-Treasurer-Tax Collector<br />
<strong>County</strong> Clerk-Recorder-Assessor<br />
Justice Services<br />
Court Support Services & Grand Jury<br />
Probation<br />
District Attorney<br />
Public Defender<br />
Sheriff<br />
Health & Human Services<br />
Health Services<br />
Human Services<br />
IHSS Public Authority<br />
Child Support Services<br />
35<br />
36<br />
37<br />
38<br />
39<br />
40<br />
43<br />
47<br />
51<br />
55<br />
59<br />
65<br />
69<br />
73<br />
81<br />
83<br />
89<br />
93<br />
97<br />
103<br />
109<br />
115<br />
119<br />
Other <strong>County</strong> Services<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation<br />
& Open Space District<br />
Agricultural Commissioner-Sealer<br />
U.C. Cooperative Extension<br />
Library<br />
Fairgrounds<br />
Advertising<br />
Capital Projects<br />
Capital Projects<br />
165<br />
171<br />
175<br />
179<br />
183<br />
187<br />
193<br />
State Financial Schedules<br />
Introduction<br />
209<br />
<strong>Budget</strong> Summary-All Funds (1)<br />
211<br />
<strong>Budget</strong> Summary-Governmental Funds (2)<br />
212<br />
Fund Balances-Governmental Funds (3)<br />
213<br />
Reserves/Designations-Governmental Funds (4) 214<br />
Summary <strong>of</strong> Additional Financing Sources-<br />
218<br />
Governmental Funds (5)<br />
Detail <strong>of</strong> Additional Financing Sources- 220<br />
Governmental Funds (6)<br />
Summary <strong>of</strong> Financing Uses-Governmental Funds (7) 232<br />
Detail <strong>of</strong> Financing Uses-Governmental Funds (8) 234<br />
<strong>Budget</strong> Summary-Non Enterprise<br />
242<br />
Special Districts/Agencies (12)<br />
Fund Balances/Reserves/Designations &<br />
243<br />
Non-Enterprise Spec. Dist./Agencies (13)<br />
Detail <strong>of</strong> Fund Balances-Spec. Dist./Agencies (14) 244<br />
Cross Reference <strong>of</strong> <strong>County</strong> Services to<br />
247<br />
State Function Categories<br />
Position Listing<br />
Position Allocation<br />
Salary Schedule<br />
249<br />
299<br />
Index<br />
309
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
Guide to Reading the <strong>Budget</strong>
ABOUT THE BUDGET<br />
Welcome to the budget for the fiscal year <strong>2013</strong>-<strong>2014</strong>, which begins July 1, <strong>2013</strong>. This section <strong>of</strong> the budget document is<br />
designed to help readers understand the purpose and content <strong>of</strong> the budget, as well as to locate data and/or information they<br />
may be looking for.<br />
THE PURPOSE OF THE BUDGET<br />
The budget is an operating plan for the coming fiscal year that has been developed based upon policy direction given by the<br />
Board <strong>of</strong> Supervisors to provide services to the public within available resources. It is a vehicle for presenting plans and<br />
opportunities that will make <strong>Sonoma</strong> <strong>County</strong> an even better place to live and work. It includes a narrative from each <br />
department reporting program successes in the prior year, as well as goals for the next year. In the latter case, new<br />
approaches may be presented for more effective and relevant methods <strong>of</strong> delivering services to county residents.<br />
The <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> acts as an administrative agent for three sets <strong>of</strong> services: municipal type services; countywide local<br />
services; and countywide services provided on behalf <strong>of</strong> the state and federal governments. <br />
Municipal services pertain mainly to unincorporated areas <strong>of</strong> the county and include fire protection, emergency services and<br />
planning, Sheriff’s law enforcement, building and land use regulations, road maintenance, parks, lighting, water and sewer<br />
utilities.<br />
<strong>County</strong>wide local services are common to most counties in the state or country. These include services <strong>of</strong> the <strong>County</strong> Clerk, <br />
Elections, Assessor, Auditor-Controller/Tax Collector, as well as criminal prosecution, public defense, probation, and <br />
detention.<br />
Services provided on behalf <strong>of</strong> the state and federal governments, for the most part, impact all county residents and are <br />
generally related to health and human services. These efforts are funded primarily by state and federal revenues sources.<br />
DEVELOPING THE BUDGET<br />
Each year, the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> goes through a collaborative development process to ensure the preparation <strong>of</strong> a balanced<br />
budget for the coming fiscal year. All county departments compile and submit financial and program information to the<br />
<strong>County</strong> Administrator’s Office where it is reconciled with other factors that may impact county operations. Examples <strong>of</strong><br />
such factors are: Board <strong>of</strong> Supervisors’ policy direction, available financing, state and federal policies, changes in the cost <strong>of</strong><br />
doing business, and capital asset needs. When the <strong>County</strong> Administrator has prepared a comprehensive and sound plan,<br />
conforming to the constraints <strong>of</strong> available financing and policy, it is made available to the public and the Board <strong>of</strong><br />
Supervisors as the “<strong>Recommended</strong> <strong>Budget</strong>.” The budget document is provided at least two weeks before a series <strong>of</strong> hearings<br />
by the Board <strong>of</strong> Supervisors.<br />
The Board <strong>of</strong> Supervisors directs whatever modifications it sees fit to the <strong>Recommended</strong> <strong>Budget</strong> during their public<br />
hearings and approves the result as the Adopted <strong>Budget</strong>. Under state law, the Board <strong>of</strong> Supervisors has until October to<br />
adopt the budget.<br />
March/April<br />
New Year <strong>Budget</strong><br />
Requests <br />
Current Year Est. &<br />
Adjustments<br />
January/<br />
February<br />
BOS <strong>Budget</strong> CAO Review <strong>of</strong> March<br />
New <strong>Budget</strong> - <strong>Budget</strong> Requests through May<br />
Policy Direction Process<br />
Current Year Est.<br />
BOS <strong>Recommended</strong><br />
& <strong>Budget</strong> <strong>Budget</strong> Hearings & June<br />
Adjustments<br />
Adoption<br />
BOS<br />
Current Year<br />
<strong>Budget</strong> Adjustments<br />
Sept./October<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
Note: BOS = Board <strong>of</strong> Supervisors, CAO = <strong>County</strong> Administrator<br />
i<br />
Guide to Reading the <strong>Budget</strong>
A GUIDE TO READING THE BUDGET<br />
The budget document covers a wide range <strong>of</strong> financial and demographic information from general overviews <strong>of</strong> county wide data to<br />
specific departmental activities. It is divided into tabbed sections to help the reader navigate to specific areas <strong>of</strong> interest. The following<br />
summary provides general information about what is provided within each section <strong>of</strong> the budget.<br />
Executive Summary<br />
<strong>County</strong> Overview<br />
This section provides an introduction to the budget from the Board Chair (adopted budget only)<br />
and the <strong>County</strong> Administrator.<br />
The Letter from the Board Chair will briefly identify Board budget responsibilities and priorities<br />
for the new fiscal year.<br />
The letter from the <strong>County</strong> Administrator to the Board <strong>of</strong> Supervisors describes the budget and<br />
process and specifically includes:<br />
1. Financial summaries including several tables and charts that display county wide<br />
expenditures and financing by type and fund;<br />
2. <strong>Budget</strong> policies that helped guide the budget development;<br />
3. Staffing trends and total positions by county agency for the new fiscal year;<br />
4. Strategic Plan initiatives and Board Priorities;<br />
5. State budget impacts;<br />
6. Brief discussion <strong>of</strong> next steps for the budget process.<br />
7. Acknowledgements.<br />
This section contains <strong>County</strong> wide demographics including:<br />
1. Directory <strong>of</strong> elected and appointive <strong>of</strong>ficers;<br />
2. Chart showing <strong>County</strong> administrative reporting relationships;<br />
3. Supervisorial district map; and<br />
4. Citizens’ Guide to <strong>County</strong> Government, which includes general demographic and<br />
county infrastructure data.<br />
Financial Summaries<br />
Departmental <strong>Budget</strong>s<br />
Admin & Fiscal<br />
Justice<br />
Health & Human<br />
Development<br />
Other <strong>County</strong><br />
This section contains a number <strong>of</strong> different summary level presentations <strong>of</strong> total <strong>Budget</strong><br />
information.<br />
1. Fund balance for each <strong>of</strong> the major fund groups (such as the General Fund or Special<br />
Revenue Funds),<br />
2. Financing sources by type (such as taxes or monies from other governments),<br />
3. Financing uses by groups <strong>of</strong> functions or services (such as Administration and Fiscal<br />
Services or Justice Services), and<br />
4. Financing uses by types <strong>of</strong> expenditures (such as salaries and benefits or fixed assets).<br />
The departmental budgets are categorized by functional area as noted on each tab. The first page<br />
in each section provides gross expenditures, revenues/reimbursements, and net cost by<br />
department (adopted budget only) and in graph form the percent <strong>of</strong> expenditures the functional<br />
group makes up <strong>of</strong> the total budget (including Capital Projects).<br />
1. <strong>Budget</strong> at a Glance-Brief summary <strong>of</strong> expenditures, revenues/use <strong>of</strong> fund balance and<br />
the General Fund Contribution. Total Staff numbers are shown as well as the percent <strong>of</strong><br />
funding that is provided by the General Fund.<br />
2. Mission/Departmental Description-Provide the reader with a brief statement <strong>of</strong> the<br />
purpose and activities performed by the department.<br />
3. Program Organization Chart-This chart shows the major programs and divisions in a<br />
pictographic way. Due to the limited amount <strong>of</strong> space only the major program areas are<br />
shown. All departmental activities will fall within one <strong>of</strong> the program areas. Each<br />
program will also show the net expenditures required to operate the activities. (Internal<br />
transfers/Reimbursements are not included and therefore will not add up to the total<br />
expenditures shown in the <strong>Budget</strong> at a Glance Summary).<br />
4. Pie Charts-The pie charts show in graphic form the major program costs and major<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
ii Guide to Reading the <strong>Budget</strong>
Capital Projects<br />
Debt<br />
Financial Schedules<br />
Position Listing<br />
<strong>Budget</strong> Glossary<br />
(Adopted <strong>Budget</strong> Only)<br />
revenue sources that make up the total departmental costs and resources (revenues/use<br />
<strong>of</strong> fund balance and General Fund Contribution).<br />
5. Staffing Summary-The staffing summary provides the reader with the total number <strong>of</strong><br />
Full Time Equivalent (FTE) positions allocated to the department in the prior year<br />
adopted budget and reflected as approved the total FTE adjusted after budget adoption.<br />
The approved total is compared to the new recommended budget total FTE.<br />
6. Financial Summary-This table shows net expenditures by program area and revenues<br />
and other sources <strong>of</strong> funding used to support departmental activities. Included in the<br />
revenues or sources is the departmental share <strong>of</strong> the general fund (if any). Funding that<br />
is moved within the department from one program area to another is identified<br />
separately to allow the reader to see the net (true) program cost.<br />
7. <strong>Recommended</strong> <strong>Budget</strong>-This section describes major year to year changes both at the<br />
full departmental level and by program.<br />
8. Alignment with the <strong>County</strong> Strategic Plan-Departmental budget and activities are<br />
highlighted in this section that support and align with the <strong>County</strong>’s Strategic Plan.<br />
9. Outcome/Performance Measures-Some departments have developed and are tracking<br />
outcome or performance measures and for those departments statistics will be provided.<br />
If a department is in the early stages <strong>of</strong> development the narrative may provide<br />
information on the areas to be measured.<br />
10. Accomplishments/Objectives - Lists some <strong>of</strong> the department’s major<br />
accomplishments achieved in the prior year and priority activities to focus on in<br />
the upcoming fiscal year.<br />
This section includes the capital project budget and also provides estimated cost and a proposed<br />
schedule for Major improvements and/or repairs to county facilities costing $25,000 or more.<br />
This may include anything from parking lot improvements to construction <strong>of</strong> new buildings for<br />
county use.<br />
This section provides information regarding the <strong>County</strong>’s short term and long term debt, debt<br />
policies and credit rating information<br />
This section contains tables <strong>of</strong> data, as provided by the Auditor which cover financial<br />
information for the county budget as a whole and include total reserves, an analysis <strong>of</strong> financing<br />
sources, and funding requirements. The presentations <strong>of</strong> information included in this section<br />
meet state requirements for county budget documents.<br />
This section contains a list <strong>of</strong> full time equivalent (FTE) permanent positions by<br />
department. Details include classification (type <strong>of</strong> position), range (hourly rate for the<br />
classification at entry level), base number <strong>of</strong> FTEs (approved prior to the development<br />
<strong>of</strong> the new budget), number <strong>of</strong> FTEs requested, and number <strong>of</strong> FTEs recommended by<br />
the <strong>County</strong> Administrator or adopted by the Board <strong>of</strong> Supervisors (adopted budget).<br />
This section provides the reader with definitions <strong>of</strong> terms used in the budget document.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
iii Guide to Reading the <strong>Budget</strong>
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> iv Guide to Reading the <strong>Budget</strong>
VERONICA A. FERGUSON<br />
COUNTY OF SONOMA<br />
COUNTY ADMINISTRATOR<br />
OFFICE OF THE COUNTY ADMINISTRATOR<br />
CHRIS THOMAS<br />
575 ADMINISTRATION DRIVE – ROOM 104A ASSISTANT COUNTY ADMINISTRATOR<br />
SANTA ROSA, CALIFORNIA 95403-2888<br />
JIM LEDDY<br />
DEPUTY COUNTY ADMINISTRATOR<br />
TELEPHONE (707) 565-2431<br />
JENNIFER MURRAY<br />
FAX (707) 565-3778<br />
DEPUTY COUNTY ADMINISTRATOR<br />
LORI NORTON<br />
DEPUTY COUNTY ADMINISTRATOR<br />
DATE: May 24, <strong>2013</strong><br />
TO:<br />
FROM:<br />
SUBJECT:<br />
Members <strong>of</strong> the Board <strong>of</strong> Supervisors<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
<strong>Recommended</strong> Fiscal Year (FY) <strong>2013</strong>-14 <strong>Budget</strong><br />
On behalf <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> staff, I am pleased to deliver the FY <strong>2013</strong>-14 <strong>Recommended</strong> <strong>Budget</strong>. The<br />
budget implements the Board <strong>of</strong> Supervisors’ policy guidance, and works to achieve the Board’s Strategic Plan <br />
goals: Safe, Healthy & Sustainable Communities; Economic & Environmental Stewardship; Invest in the Future;<br />
and Civic Services & Engagement.<br />
The <strong>County</strong> governing board and staff have demonstrated strong financial management, by annually adjusting<br />
programs and implementing service delivery efficiencies to close a structural deficit between revenues and<br />
expenses. The efforts have resulted in year-end savings each <strong>of</strong> the last 5 years. Because <strong>of</strong> this consistent fiscal<br />
discipline and the county family willingness to work together by accepting some important sacrifices, we have <br />
been able to weather thus far the effects <strong>of</strong> the “Great Recession” without severely impacting our community.<br />
Many economic forecasts agree the economy is building steam, and <strong>Sonoma</strong> <strong>County</strong> is outpacing the state’s <br />
metropolitan areas in job growth. I am encouraged by the positive signs. Looking forward, I see FY <strong>2013</strong>-14 as an <br />
opportune year to capitalize on the lessons learned from the recession, develop focused investments guided by the <br />
Board’s Strategic Plan goals, address countywide unmet or deferred needs, and prepare for the future. <br />
The “Great Recession” has made us more fiscally disciplined and reinforced our ingenuity and innovation. <br />
The FY <strong>2013</strong>-14 <strong>Budget</strong> allows us to strengthen our infrastructure and deliver superior public services that enrich<br />
our residents’ quality <strong>of</strong> life. <br />
This memorandum provides a summary <strong>of</strong> the <strong>Recommended</strong> <strong>Budget</strong> through the following: <br />
I. <strong>Budget</strong> Financial Overview<br />
II. Significant Unmet/Deferred Needs<br />
III. Positions Summary<br />
IV. Strategic Plan, Outcomes, Measures, and Board Priorities<br />
V. State <strong>Budget</strong> Potential Impacts<br />
VI. Next Steps in <strong>Budget</strong> Process<br />
VII. Acknowledgements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
1<br />
Executive Summary
I. BUDGET FINANCIAL OVERVIEW<br />
The recommended <strong>County</strong> budget totals $1.3 billion, a $14.4 million increase from FY 12-13. This growth comes<br />
predominately from the special revenue funds which are increasing $23.8 million due to state and federal funding<br />
allocations primarily for state Realignment funding. The General Fund totals $382 million, which is a decrease <strong>of</strong><br />
$11.8 million. This is due to the prior year $8 million one-time contribution towards Roads Infrastructure and a<br />
reduction <strong>of</strong> $3.8 million mostly due to debt service reduction. Fortunately, despite the reduction, all general fund<br />
budgets were able to maintain funding levels similar to FY 12-13 and in some cases achieve an enhancement in<br />
services. As <strong>of</strong> this writing, additional FY 13-14 recommendations are under development, which will be included<br />
in final budget hearings materials. In anticipation <strong>of</strong> a long term Roads Infrastructure funding plan, Supplemental<br />
<strong>Budget</strong> recommendations will identify potential funding sources to continue one time support into the new year.<br />
The Enterprise funds budgets reflect $7 million in increased appropriations mainly associated with transit services<br />
equipment purchases. Lastly, Special District funds $16 million reduction is primarily due to completing Water<br />
Agency and Sanitation zones/districts common facilities projects in FY 12-13. The following table summarizes<br />
total expenditures in the <strong>Recommended</strong> <strong>Budget</strong>.<br />
<strong>Budget</strong> Expenditure Summary<br />
FY 12-13 FY 13-14 Change Adopted Percent<br />
Fund Adopted <strong>Recommended</strong> to Recomm. Change<br />
<strong>County</strong> General Funds $393,473,831 $381,673,150 ($11,800,681) -3.0%<br />
(most departments and replacement funds)<br />
Special Revenue Funds 476,788,270 500,549,892 23,761,622 5.0%<br />
(Health & Human Services, Roads, etc.)<br />
Debt Service Funds 11,727,974 11,695,856 (32,118) -0.3%<br />
Subtotal <strong>County</strong> Operating 881,990,075 893,918,898 11,928,823 1.4%<br />
<strong>County</strong> Capital Projects 32,939,841 32,381,841 (558,000) -1.7%<br />
Subtotal <strong>County</strong> Funds 914,929,916 926,300,739 11,370,823 1.2%<br />
Less Internal Transfers -95,138,047 -84,427,301 10,710,746 -11.3%<br />
Total <strong>County</strong> Funds 819,791,869 841,873,438 22,081,569 2.7%<br />
Enterprise Funds 134,980,555 142,136,162 7,155,607 5.3%<br />
(Refuse, Airport, etc.)<br />
Internal Service Funds 66,305,949 67,745,586 1,439,637 2.2%<br />
(Risk – Self Insurance)<br />
Special Districts 275,497,477 259,238,661 (16,258,816) -5.9%<br />
(Water Agency, Open Space, etc.)<br />
Total Requirements $1,296,575,850 $1,310,993,847 $14,417,997 1.1%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
2<br />
Executive Summary
Total Financing Summary<br />
The following table shows the changes in revenues and other financing sources from the Adopted FY 12-13<br />
<strong>Budget</strong> to the <strong>Recommended</strong> FY 13-14 <strong>Budget</strong> by type.<br />
Type<br />
FY 12-13<br />
Adopted<br />
FY 13-14<br />
<strong>Recommended</strong><br />
Change Adopted<br />
to <strong>Recommended</strong><br />
Percent<br />
Change<br />
Taxes<br />
Licenses/Permits/Franchises<br />
Fines/Forfeitures/Penalties<br />
Rents and Interest<br />
Intergovernmental Revenues<br />
Charges for Services<br />
Miscellaneous Revenues<br />
Operating Transfers<br />
Use <strong>of</strong> Fund Balances<br />
287,478,030<br />
18,970,016<br />
20,768,902<br />
24,619,738<br />
472,977,910<br />
132,653,199<br />
105,874,242<br />
72,799,629<br />
160,434,184<br />
296,785,777<br />
18,227,893<br />
12,393,983<br />
25,025,560<br />
502,879,835<br />
133,658,417<br />
104,868,166<br />
79,772,169<br />
137,382,047<br />
$9,307,747<br />
($742,123)<br />
(8,374,919)<br />
405,822<br />
29,901,925<br />
$1,005,218<br />
(1,006,076)<br />
$6,972,540<br />
(23,052,137)<br />
3.2%<br />
-3.9%<br />
-40.3%<br />
1.6%<br />
6.3%<br />
0.8%<br />
-1.0%<br />
9.6%<br />
-14.4%<br />
Total Financing $1,296,575,850 $1,310,993,847 $14,417,997 1.1%<br />
Notable changes in revenues and financing sources include:<br />
The most significant change is in Intergovernmental Revenues which is primarily due to a $9.4 million funding<br />
from improved 1991 and 2011 State Realignment Funds for Human Services Programs; $6.4 million increased<br />
allocation for Medi-Cal, CalFresh, and CalWORKS services; $6.6 increased allocation to Health Services from<br />
the 2011 Realignment Behavioral Health account; and $5.6 million AB 109 Public Safety Realignment<br />
augmentation to support criminal justice services in Probation and Sheriff’s Office.<br />
The following charts illustrate the relative proportions <strong>of</strong> funding sources and uses for the total <strong>Recommended</strong><br />
<strong>Budget</strong>, providing another view <strong>of</strong> the information from the tables above.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
3<br />
Executive Summary
Total <strong>County</strong> <strong>Budget</strong><br />
Other<br />
Financing<br />
Sources<br />
6.1%<br />
Miscellaneous<br />
Revenues<br />
8%<br />
Use <strong>of</strong> Fund<br />
Balance/Net<br />
Assets Taxes<br />
10.5% 22.6%<br />
Licenses/<br />
Permits/<br />
Franchises<br />
1.4%<br />
Fines/<br />
Forfeitures/<br />
Penalties<br />
1%<br />
The largest source <strong>of</strong> <strong>County</strong><br />
finances is intergovernmental<br />
revenues at $503 million,<br />
increasing $30 million from FY<br />
12-13. These are primarily from<br />
the state and federal<br />
government.<br />
The second largest source, taxes,<br />
at $297 million, is mostly<br />
property tax related, sales taxes,<br />
and transient occupancy taxes.<br />
Charges for<br />
Services<br />
10%<br />
Use <strong>of</strong> <br />
Money/<br />
Property<br />
2%<br />
More information on each <strong>of</strong><br />
these charts appears in the<br />
Financial Summaries section <strong>of</strong><br />
the budget.<br />
Intergovernmental<br />
Revenues<br />
38.4%<br />
Admin. &<br />
Fiscal Services<br />
13%<br />
Other <strong>County</strong><br />
Services<br />
Justice Services 6% Capital Projects<br />
17% 3%<br />
Dev. Services<br />
35%<br />
Health &<br />
Human<br />
Services<br />
26%<br />
The chart on the left displays<br />
the total budget by type <strong>of</strong><br />
service the <strong>County</strong> provides.<br />
These services are grouped into<br />
categories referred to in our<br />
budget as functional groups.<br />
Information on each<br />
department’s budget is<br />
presented within the functional<br />
tab sections <strong>of</strong> this document.<br />
The Development Services<br />
functional group is the largest<br />
portion <strong>of</strong> the total budget at<br />
$461 million or 35% <strong>of</strong> the<br />
total. The principal programs<br />
within this group are the<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency<br />
and the Department <strong>of</strong><br />
Transportation and Public<br />
Works at over $436 million in<br />
gross expenditures, including<br />
road infrastructure.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
4<br />
Executive Summary
<strong>County</strong> General Fund <strong>Budget</strong><br />
The <strong>County</strong> General Fund<br />
comprises about one third <strong>of</strong> the<br />
total budget. It includes financing<br />
sources that can be used for all<br />
departments and services but only<br />
about half <strong>of</strong> the fund’s total<br />
resources are available for the<br />
Board <strong>of</strong> Supervisors’ complete<br />
discretion.<br />
Other*<br />
10.2%<br />
Charges for<br />
Services<br />
11.1%<br />
General Fund taxes ($199 million,<br />
53% <strong>of</strong> the total fund) provide the<br />
majority <strong>of</strong> this discretionary<br />
funding. Most state and federal<br />
dollars, charges for services, and<br />
fee revenues can only be spent for<br />
specified purposes. In addition,<br />
about $50 million <strong>of</strong> discretionary<br />
funds must also be committed to<br />
certain expenditures either as a<br />
match in order to receive other<br />
funds from the state or as a matter<br />
<strong>of</strong> law.<br />
State/Federal<br />
23.2%<br />
Use <strong>of</strong> PY<br />
Fund Balance<br />
2.9%<br />
Taxes<br />
52.6%<br />
The funding uses chart shows the<br />
recommended expenditures in the<br />
<strong>County</strong> General Fund by<br />
functional group <strong>of</strong> services.<br />
Justice Services ($197 million,<br />
52% <strong>of</strong> the total expenditures)<br />
accounts for the biggest portion <strong>of</strong><br />
expenditures and includes budgets<br />
for the Sheriff ($72 million),<br />
Probation ($30 million), District<br />
Attorney, and Public Defender as<br />
well as required <strong>County</strong><br />
contributions to the State Court<br />
System.<br />
Justice<br />
Services<br />
52%<br />
Other*<br />
3%<br />
Capital<br />
Projects<br />
1% Health &<br />
Human<br />
Services<br />
12%<br />
Dev.<br />
Services<br />
8.4%<br />
Administration and Fiscal<br />
Services includes the budgets <strong>of</strong><br />
the Board <strong>of</strong> Supervisors, the<br />
Auditor-Controller-Treasurer-Tax<br />
Collector and the Clerk-Recorder-<br />
Assessor as well as the budgets<br />
for departments that serve all<br />
others (e.g. <strong>County</strong> Counsel,<br />
Information Systems, General<br />
Services, and Human Resources).<br />
Admin. &<br />
Fiscal <br />
Services<br />
23.6%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
5<br />
Executive Summary
<strong>Budget</strong> Policies:<br />
The <strong>Budget</strong> is balanced using existing financial policies <strong>of</strong> the Board <strong>of</strong> Supervisors. These policies are provided<br />
in more detail in the attached Financial Policies for FY 13-14 <strong>Budget</strong> Development document. Importantly, the<br />
budget was developed without use <strong>of</strong> one-time funds to support on-going costs, and maintaining discretionary<br />
reserves and one-time costs at prior year levels. The budget also relies on departments pursuing full cost recovery<br />
and new revenue opportunities to the extent possible.<br />
General Fund Reserves & Estimated Fund Balances<br />
Below is a table which outlines the <strong>County</strong>’s current reserves. More information on these can be seen in<br />
Schedules 3 and 4 <strong>of</strong> the State Financial Schedules Section <strong>of</strong> this document.<br />
Below are June 30, <strong>2014</strong> estimated General Fund and other non-General Fund balances not recommended for use<br />
in the budget at this time. Consistent with Board policy, the General Fund discretionary reserves is 11% ($38<br />
million) <strong>of</strong> total general fund revenue dollars. This is $16 million less than the desired 15 % reserve <strong>of</strong> $54<br />
million, but improved from FY 2012-13 adopted budget amount <strong>of</strong> $33.7 million.<br />
General Fund Balances Estimated as <strong>of</strong> 6/30/14<br />
Discretionary:<br />
General Reserve<br />
Available PY Balance<br />
Accumulated Leave Liquidation<br />
Nonspendable:<br />
Inventory<br />
Retirement Deposits<br />
P.W.-Water Systems-Advances<br />
Tobacco De-allocation-LT Receivables<br />
Subtotal - Nonspendable<br />
$28,869,186<br />
1,098,470<br />
8,294,981<br />
$38,262,637<br />
$42,756<br />
1,749,211<br />
62,808<br />
200,000<br />
$2,054,775<br />
Designated Use:<br />
Replacement Funds $8,056,797<br />
So Co Energy Watch 147,437<br />
Aggregate Material -Mitigation 244,164<br />
OPEB 3,000,000<br />
State Mandates 782,215<br />
Jail Mgmt System 500,000<br />
P.W.-District Formation 122,628<br />
P.W.-Water Systems 555,716<br />
Tribal Mitigation (Graton & Dry Creek) 3,776,000<br />
Tobacco De-allocation 724,786<br />
Refuse Franchise Fees 600,443<br />
Other 113,811<br />
$18,623,997<br />
Total GF Balances Estimated as <strong>of</strong> 6/30/14 $58,941,409<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
6<br />
Executive Summary
Discretionary Non-General Fund Estimated Balances as <strong>of</strong> 6/30/14<br />
Estimated Tax Loss Reserve Fund (Teeter) Balance<br />
(Less 2% <strong>of</strong> levy reserve requirement)<br />
Estimated Available<br />
Tobacco Securitization (primarily for capital projects)<br />
Contingencies (in budget to start, 4/5 th vote to use during year)<br />
$15,000,000<br />
-$14,200,000<br />
$800,000<br />
$8,900,000<br />
$3,500,000<br />
II. SIGNIFICANT UNMET/DEFFERRED NEEDS<br />
The FY 13-14 <strong>Recommended</strong> <strong>Budget</strong> maintains core services, but it does not completely address countywide<br />
needs deferred because <strong>of</strong> lackluster resources and/or recent focus to first finance core county services. On<br />
February 5, <strong>2013</strong>, staff projected a $1-2 million annual deficit from FY 14-15 through 17-18, and introduced a list<br />
<strong>of</strong> priorities yet to be funded, which will help implement the Board’s priorities and achieve the <strong>County</strong>’s strategic<br />
goals. The following is the list <strong>of</strong> priority items with estimated costs not included in the <strong>Recommended</strong> <strong>Budget</strong><br />
and/or yet to have a funding path in place. The focused investments are important foundation pieces necessary to<br />
support the countywide infrastructure to deliver public services.<br />
(In Millions) FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18<br />
Roads 8.0 8.0 8.0 8.0 8.0<br />
Build Reserves to 15% <strong>of</strong> GF 2.9 2.9 2.5 2.2 2.0<br />
Revenues<br />
Career/Succession 1.0 1.0 1.0 1.0<br />
Case Mgmt System 1.6<br />
Co. Facilities Comprehensive<br />
? ? ? ? ?<br />
Plan<br />
Financial System (1X) 7.0 5.2<br />
Fin. System (ongoing) 1.2 1.3 2.6 2.5<br />
Fac. Maint.& Impvts 2.0 2.0 2.0 2.0 2.0<br />
Health Care Reform 2.0<br />
Jail Mgmt System 3.0<br />
Pension Liability Buy Down 10.3 16.0 18.2 20.7 23.8<br />
PRMD Permit System 1.0<br />
Voter Ballot Counting System 3.8<br />
Total Unfunded 31.8 44.1 33.0 36.5 41.3<br />
The list <strong>of</strong> unmet needs is NOT exhaustive. Another upcoming major <strong>County</strong> funding effort is the General Plan<br />
update for 2020 for which estimates have yet to be developed. In addition, increased operational costs associated<br />
with future criminal justice needs are anticipated.<br />
III. POSITIONS SUMMARY<br />
The table below illustrates the change since FY 11-12 in full-time equivalent (FTE) positions by department. The<br />
<strong>Recommended</strong> <strong>Budget</strong> increases allocations by 43 FTE from the currently approved positions due to mid-year FY<br />
12-13 position allocation adjustments. Total positions increased 170 FTE from the FY 12-13 Adopted <strong>Budget</strong> to a<br />
total <strong>of</strong> 3,898.6 FTE as a result <strong>of</strong> increased positions primarily in health and human services and criminal justice.<br />
During FY 12-13, Health and Human Services added positions driven by caseload increases and along with<br />
Criminal Justice departments also added staff to address the increased responsibilities from Public Safety<br />
Realignment from the state.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
7<br />
Executive Summary
Change<br />
from<br />
FY 12-13<br />
Adopted<br />
Change<br />
from<br />
FY 12-13<br />
Currently<br />
Allocated<br />
Department<br />
FY 11-12<br />
Adopted<br />
FY 12-13<br />
Adopted<br />
FY 13-14<br />
Recomm<br />
BOS/CAO 27.6 30.6 32.6 2.0 0.0<br />
<strong>County</strong> Counsel 36.1 36.1 38.0 2.0 0.0<br />
Human Resources 46.5 48.5 55.0 6.5 5.0<br />
Information Systems 105.5 106.5 106.5 0.0 0.0<br />
General Services 112.2 113.1 115.5 2.4 1.4<br />
Clerk-Recorder-Assessor 104.7 106.7 107.7 1.0 1.0<br />
Auditor-Controller-Treasurer-Tax<br />
Collector 91.0 94.0 93.0 -1.0 -1.0<br />
Permit and Resource Mgmt 101.0 102.0 101.5 -0.5 -0.5<br />
Economic Develop Board 4.5 8.0 9.0 1.0 1.0<br />
Regional Parks 81.6 76.0 77.0 1.0 1.0<br />
Transport & Public Works 184.8 186.0 186.0 0.0 0.0<br />
Sheriff/Adult Detention 607.0 614.0 627.0 13.0 2.0<br />
District Attorney 111.8 111.8 115.8 4.0 2.0<br />
Probation 264.6 263.1 272.1 9.0 3.0<br />
Public Defender 47.0 49.0 49.0 0.0 0.0<br />
Human Services 656.9 688.1 770.3 82.2 15.5<br />
Health Services 468.6 511.5 548.4 36.8 8.8<br />
Child Support Services 107.5 101.5 98.5 -3.0 -3.0<br />
Agricultural Commissioner 33.8 30.2 30.2 0.0 0.0<br />
UC Cooperative Extension 4.7 4.7 5.3 0.6 0.0<br />
Fire and Emergency Services 19.6 21.9 22.3 0.4 0.4<br />
Ag Pres/Open Space District 26.5 24.8 25.5 0.8 0.5<br />
Water Agency 195.5 194.5 207.5 13.0 6.0<br />
Community Development 43.0 34.0 33.0 -1.0 0.0<br />
Fairgrounds 36.8 33.8 33.8 0.0 0.0<br />
Library 138.3 138.3 138.3 0.0 0.0<br />
TOTALS (FTE) 3,656.7 3,728.5 3,898.6 170.1 43.1<br />
IV. STRATEGIC PLAN, OUTCOME, MEASURES, AND BOARD PRIORITIES<br />
This year’s budget document reflects continued investments in the <strong>County</strong>’s Strategic Plan and Board priorities.<br />
The four Strategic Plan Goal Areas are: Safe, Healthy and Caring Community; Economic and Environmental<br />
Stewardship; Investment in the Future; and Civic Services and Engagement. The outcomes we are trying to<br />
achieve in each <strong>of</strong> these areas are shown briefly below.<br />
Departments are doing more to establish and maintain measures to assess how the fiscal investment reflected in<br />
the budget moves progress in tangible ways to support the Strategic Plan Goals and Board’s priorities. The<br />
outcomes listed below are examples <strong>of</strong> outcome or performance measures in use by departments or agencies.<br />
Additional information about departmental outcome measures can be found within each specific department<br />
budget narrative.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
8<br />
Executive Summary
Safe, Healthy, and Caring Community<br />
• Community members are safe in their homes and communities; are sheltered and socially supported; and<br />
have access to clean air, water, and safe, reliable solid and liquid waste management systems.<br />
• Community development and planning promote improved health, safety, and quality <strong>of</strong> life.<br />
• Community is prepared and responds appropriately to emergencies and natural hazards; and supports<br />
overall heath beginning with the healthy development <strong>of</strong> children.<br />
OUTCOME MEASURES<br />
Decrease number <strong>of</strong> Meet 15 minute from Increase the number <strong>of</strong> Increase the number <strong>of</strong><br />
<strong>Sonoma</strong> <strong>County</strong> renters dispatch to response time residents accessing residents with Medi-Cal<br />
spending 30% or more <strong>of</strong> for Fire and Emergency CalFresh from 33,695 to from 63,235 to 76,034.<br />
household income on rent, Services Response 85% 38,723 (13%).<br />
from 54% to 45%. <strong>of</strong> the time, a 1%<br />
increase.<br />
Increase the number <strong>of</strong> 7 th<br />
graders passing California<br />
Physical Fitness Test from<br />
28% to 70% by 2020.<br />
Maintain ratio <strong>of</strong> sworn<br />
peace <strong>of</strong>ficers at 1.08 per<br />
1,000 population for<br />
adequate public safety<br />
presence in the<br />
community.<br />
Increase Regional Parks<br />
visitation from 5.5 to 5.7<br />
million (4% increase).<br />
Increase percentage <strong>of</strong><br />
successful adult<br />
probation supervision<br />
terminations from 52%<br />
to 56%.<br />
Decrease obesity in adults<br />
from 19% to 15% by<br />
2020.<br />
Increase percentage <strong>of</strong><br />
successful juvenile<br />
delinquency supervision<br />
terminations from 64% to<br />
68%.<br />
Adjudicate up to 600<br />
parole revocation hearings<br />
resulting from Public<br />
Safety Realignment.<br />
Economic and Environmental Stewardship<br />
• Protect, maintain and manage parks, public lands and open space systems that promote recreation, health,<br />
agricultural viability and protect watersheds, promote biodiversity and contribute to the economic vitality.<br />
• A strong, diverse, and sustainable economy that supports job retention and job growth for all residents.<br />
• Agricultural resources are preserved, valued for food and for maintaining links to our <strong>County</strong>’s heritage.<br />
• A water and energy plan that maximizes renewable energy, reduces water use and green house gas<br />
production and supports the economy.<br />
• A growing diversification and enrichment <strong>of</strong> economic base.<br />
OUTCOME MEASURES<br />
Increase acres <strong>of</strong> land Reduce acreage under Increase Regional Parks Certify 10 businesses as<br />
protected through quarantine for European membership sales from healthy businesses<br />
conservation easements Grapevine Moth from $18.6K to $19.5K (5% through a voluntary<br />
from 106,100 to 111,100 5,600 to 1,000 acres (82% increase), contributing to certification program<br />
acres (4.6% increase). reduction). the improved health <strong>of</strong> the<br />
community and the<br />
economic stewardship <strong>of</strong><br />
parks.<br />
recognizing exceptional<br />
employee wellness<br />
programs.<br />
Increase educational farm Increase 4-H membership Increase Pesticide Use Increase direct business<br />
consultations for specialty by 10% and adult leaders Enforcement Inspections assistance clients<br />
crops by 20%. by 5%. from 65 to 85 in FY 13-14. including business<br />
retention visits, business<br />
hotline calls, and<br />
business development<br />
tools services by 10%.<br />
Increase green business<br />
certifications by 25%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
9<br />
Executive Summary
Invest in the Future<br />
• A community that is proactive in mitigating and adapting to the causes and impacts <strong>of</strong> climate change to<br />
safeguard the environment, human health, and the economy.<br />
• A well maintained transportation and facility network that promotes mobility, health and safety,<br />
connectivity and convenience.<br />
• Sustainably managed local resources.<br />
• Strategic investment in prevention-focused policies and interventions that reduce poverty and increase<br />
equal opportunity for quality education and good health in nurturing home and community environments.<br />
Expand completion <strong>of</strong><br />
Carbon Sequestration<br />
Analysis <strong>of</strong> forests and<br />
open space lands from<br />
25% to 75%.<br />
Maintain technical<br />
assistance on “Upstream”<br />
principles and practices to<br />
85 agencies.<br />
Maintain road condition<br />
index at no lower than 60<br />
(Good condition) for 90%<br />
<strong>of</strong> primary high use road<br />
network sections.<br />
Support increased high<br />
school completion rates<br />
from 82.5% to 90% by<br />
2020.<br />
OUTCOME MEASURES<br />
Increase airline passengers<br />
from 205,000 to 211,150<br />
(3% increase).<br />
Increase % <strong>of</strong> youth who<br />
safely walk, hike or skate<br />
to/from schools from<br />
34.5% to 50% by 2020.<br />
Increase level <strong>of</strong> GHG<br />
and energy use<br />
reductions from baseline<br />
goal by 10% in county<br />
facilities and fleet<br />
operations.<br />
Civic Services and Engagement<br />
• Increased access and greater citizen participation in <strong>County</strong> government.<br />
• A community that understands and supports the services provided by the <strong>County</strong>.<br />
• Increased or enhanced community based partnerships.<br />
• A pr<strong>of</strong>essionally managed <strong>County</strong> organization that is accessible, transparent, fiscally responsible, and<br />
accountable to the public.<br />
Increase the number <strong>of</strong><br />
retained Volunteer<br />
Firefighters with 2 or more<br />
years <strong>of</strong> experience from<br />
92% to 94%.<br />
Increase youth<br />
participation in<br />
competitive exhibits and<br />
special contests at the<br />
<strong>Sonoma</strong> <strong>County</strong> Fair by<br />
5% (from 6,862 juniors to<br />
7,205 juniors).<br />
Increase registered voters<br />
from 263,000 to 280,000<br />
(6% increase).<br />
Increase number <strong>of</strong> trained<br />
volunteers supporting the<br />
Ag. and Open Space<br />
District from 500 to 750.<br />
Increase property value<br />
reassessment reviews from<br />
58,000 to 60,000 (3%<br />
increase) for more<br />
equitable tax assessment.<br />
OUTCOME MEASURES<br />
On-line service<br />
availability: accessible<br />
99% <strong>of</strong> the time or better.<br />
Increase voter access by<br />
increasing polling place<br />
locations from 200 to<br />
220 (10% increase).<br />
Increase the amount <strong>of</strong><br />
support Regional Parks<br />
receives from volunteers<br />
from 40,000 to 42,000<br />
hours.<br />
Complete 100% <strong>of</strong><br />
scheduled audits by the<br />
end <strong>of</strong> the fiscal year to<br />
provide timely and fiscally<br />
responsible information<br />
for decision makers and<br />
the public.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
10<br />
Executive Summary
Board Priorities<br />
The Board <strong>of</strong> Supervisors has identified priorities for <strong>2013</strong> which are summarized below. These priorities align<br />
with the <strong>County</strong> Strategic Plan Goal areas. Identified expenditures included in this budget in support <strong>of</strong> the<br />
Board’s <strong>2013</strong> Priorities and other Priority Projects are displayed below in relation to the four Goal Areas.<br />
Strategic<br />
Plan Focus<br />
Areas<br />
FY <strong>2013</strong>-14 RECOMMENDED BUDGET<br />
Safe, Healthy & Caring<br />
Community<br />
Affordable Health Care<br />
Act Study Session<br />
(Completed)<br />
Integration <strong>of</strong> Health<br />
and Human Services to<br />
support implementation<br />
<strong>of</strong> Affordable Health<br />
Care Act<br />
Human Svcs $3M<br />
Health Svcs $1.7M<br />
Strengthen Safety Net<br />
DA FJC $650,000<br />
Health $255M<br />
Human Svcs $265M<br />
Co. Counsel $566,000<br />
Focus on Immigrant<br />
Related Issues and<br />
Services<br />
Addressed within<br />
multiple operating<br />
budgets<br />
Secure Communities<br />
Impacts<br />
Addressed within<br />
multiple operating<br />
budgets<br />
Economic &<br />
Environmental<br />
Stewardship<br />
Roads Funding Plan<br />
TPW $475,000<br />
Current Year Project<br />
Investments $26.3M<br />
Energy & Water<br />
Sustainability<br />
Climate Adaptation<br />
Ag & Open Space $3M<br />
PRMD $1.0M<br />
TPW-NSCAPD $2.7M<br />
Comprehensive <strong>County</strong><br />
Facilities Plan<br />
Capital Projects $133,000<br />
Agricultural Stewardship<br />
Ag Comm. $3.7M<br />
Advertising $150,000<br />
<strong>County</strong> Fair $2.9M<br />
Ag & Open Space $4.6M<br />
UCCE $757,000<br />
Co. Counsel $230,000<br />
Supporting small farmers<br />
& producers through<br />
permit streamlining<br />
No Cost - Scoping<br />
Underway<br />
Invest in the Future<br />
Expand Community Engagement<br />
BOS/CAO $200,000<br />
Capital Projects $1M<br />
Energy Pgm $8.6M<br />
Water Agency $2M<br />
Co. Counsel $450,000<br />
Build General Fund<br />
Reserves<br />
(Annual <strong>Budget</strong><br />
Review)<br />
Continue Pension<br />
Reform<br />
Implementation<br />
HR Staff & Services<br />
$1.1 million<br />
Enterprise Fin. System<br />
ACTTC $10M<br />
BOS/CAO $170,000<br />
Civic Services &<br />
Engagement<br />
SWSR Annexation<br />
No Cost - Scoping<br />
Underway<br />
Fire Service Delivery<br />
Analysis<br />
No Cost - Scoping<br />
Underway<br />
Library JPA Review<br />
BOS/CAO $87,000<br />
Animal Care &<br />
Control<br />
Shared Services<br />
Model<br />
Health Svcs $150,000<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
11<br />
Executive Summary
V. STATE BUDGET POTENTIAL IMPACTS<br />
State <strong>Budget</strong><br />
On January 10, Governor Brown released his proposed <strong>2013</strong>-14 budget. The proposed budget reflects significant<br />
improvement in the state’s finances as a result <strong>of</strong> continued economic recovery and voters’ approval <strong>of</strong><br />
Propositions 30 (temporary income and sales tax increase) and 39 (single-sales tax factor method for multi-state<br />
corporations) in the November 2012 statewide elections.<br />
State General Fund spending is projected to increase by 5 percent, from $93 billion in FY 2012-13 to $97.7 billion<br />
in FY <strong>2013</strong>-14, with a majority <strong>of</strong> the increased spending occurring in education and health. General Fund<br />
revenue is also anticipated to increase from $95 billion in FY 2012-13 to $98.5 billion in FY <strong>2013</strong>-14. Although<br />
positive overall, the Governor does identify some economic risks, including federal fiscal challenges, rising health<br />
care costs, and the impact <strong>of</strong> court decisions, that could negatively impact the proposed <strong>Budget</strong>.<br />
For the past several years, the State <strong>Budget</strong> has included significant reductions in funding for <strong>County</strong> programs<br />
and services. The proposed <strong>2013</strong>-14 <strong>Budget</strong> generally supports the same level <strong>of</strong> program funding and service<br />
levels as established in FY 2012-13. This is good news, tempered by the reality that state programs have and will<br />
continue to be underfunded. The level <strong>of</strong> need far exceeds available resources.<br />
Based on the <strong>County</strong>’s initial review <strong>of</strong> the proposed state budget, some Health and Human Services programs<br />
may receive increased funding in <strong>2013</strong>-14. Human Services estimates they will receive $1.9 million in increased<br />
funding for 1991 and 2011 Realignment. Health Services also anticipates an increase <strong>of</strong> $400K in 2011<br />
Realignment funding for Mental and Behavioral Health programs. Other Human Service programs for which we<br />
anticipate increased funding include: CalWORKs ($1.75 million) to support programmatic changes in<br />
employment services for clients involved in Welfare to Work activities; CalFresh ($1.2 million) to reflect<br />
caseload growth; and Healthy Families ($598,000) for transition related to Health Care Reform. Public Safety<br />
Realignment assumes the continuation <strong>of</strong> funding, which is dependent on the actual revenues received from a<br />
state special fund sales tax (1.0625 percent) and vehicle license fees. Counties are currently working with the<br />
State Department <strong>of</strong> Finance on the allocation <strong>of</strong> any Public Safety Realignment growth funds that may be<br />
available.<br />
Health Care Reform<br />
The Governor’s proposed budget commits to implementing the Affordable Care Act (ACA). The Governor’s<br />
budget raises significant fiscal issues related to the source <strong>of</strong> funding and county versus state roles in the optional<br />
expansion <strong>of</strong> Medi-Cal for individuals between 100% and 138% <strong>of</strong> the federal poverty level. For this population,<br />
the budget proposes two options to expand coverage: a “State-Based Approach” and a “<strong>County</strong>-Based Approach”.<br />
The “State-Based Approach” is built on the existing state administered Medicaid program and managed care<br />
delivery system (Partnership Health Plan in <strong>Sonoma</strong> <strong>County</strong>). Under this approach the State would <strong>of</strong>fer a<br />
standardized benefit similar to Medi-Cal and would remain fiscally and programmatically responsible for the<br />
“newly eligible” individuals covered under the Medicaid expansion provisions <strong>of</strong> the ACA. Expansion under this<br />
option would be funded through the state redirecting 1991 health realignment that currently funds county health<br />
programs to other programs.<br />
The budget also describes a “<strong>County</strong>-Based Approach” that is built on existing county Low Income Health<br />
Programs (LIHP). <strong>County</strong> LIHP programs would have to adjust their programs to meet statewide Medi-Cal<br />
eligibility and minimum benefit requirements. In <strong>Sonoma</strong> <strong>County</strong>, the LIHP is <strong>of</strong>fered through the <strong>County</strong><br />
Medical Services Program’s (CMSP) Path2Health initiative.<br />
The fiscal implications <strong>of</strong> the “State-Based Approach” and the “<strong>County</strong>-Based Approach,” as well as alternate<br />
proposals, are currently being explored at the local, regional, and state levels.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
12<br />
Executive Summary
VI.<br />
BUDGET PROCESS – NEXT STEPS<br />
This budget is being provided on May 24, <strong>2013</strong> in order for the public to review the document in advance <strong>of</strong> the<br />
<strong>Budget</strong> Hearings. The hearings are scheduled to begin on June 10, <strong>2013</strong> at 8:30 a.m. and may be continued from<br />
day to day as needed for a maximum <strong>of</strong> 14 calendar days per state law. The Board will adopt the budget,<br />
containing such revisions as the Board <strong>of</strong> Supervisors determines at the conclusion <strong>of</strong> the hearings.<br />
At the beginning <strong>of</strong> the public hearings, the Board will be presented with a supplemental package containing<br />
additional information and recommendations as necessary to provide up to date FY 13-14 budget programming<br />
needs, which were not included in the main recommended budget document given the information was not<br />
available at the time. At the conclusion <strong>of</strong> the public hearings, the Board <strong>of</strong> Supervisors will be asked to adopt the<br />
budget as modified per the Board’s direction and the budget will serve as the operating plan for Fiscal Year <strong>2013</strong><br />
14.<br />
After the State <strong>of</strong> California adopts its budget and/or as needs arise after the close <strong>of</strong> the property tax roll and the<br />
<strong>County</strong>’s Fiscal 2012-13 books, staff will return with a collection <strong>of</strong> budget adjustments for the Board <strong>of</strong><br />
Supervisors’ consideration.<br />
VII.<br />
ACKNOWLEDGEMENTS AND THANK YOUS<br />
The <strong>2013</strong>-14 <strong>Recommended</strong> <strong>Budget</strong> plan will not be possible without the input and collaboration <strong>of</strong> extremely<br />
pr<strong>of</strong>essional department and agency heads and their respective talented staff. Department Heads and fiscal staff<br />
have spent months scrutinizing programming needs, reviewing available resources, and developing thoughtful<br />
budget recommendations to construct a balanced budget, which operationalizes the Board’s priorities and carries<br />
out our <strong>County</strong>’s Strategic Plan.<br />
In particular, David Sundstrom, the Auditor-Controller-Treasurer-Tax Collector, and his staff, many <strong>of</strong> whom<br />
(once again) took on new roles this year, provided great support in developing the budget document. Information<br />
Systems, including John Hartwig and his staff, <strong>of</strong>fered technical assistance and systems support to maximize<br />
capacity features from the Human Resources Management System and, as always, Reprographics provided<br />
excellent customer service in a timely fashion.<br />
Most notably, I want to appreciate the dedicated pr<strong>of</strong>essionals working in <strong>County</strong> Administrator’s Office who put<br />
this document together. Those individuals include Mike Gossman, Jim Leddy, Joanna Lutman, Lori Norton,<br />
Jennifer Milligan, Jennifer M. Murray, Joe Plaugher, Christina Rivera, Terri Saunders, Don Schwartz, Karen<br />
Spitler, Chris Thomas, and Christine Williams. They all contributed their particular expertise to build the <strong>2013</strong>-14<br />
<strong>Recommended</strong> <strong>Budget</strong>. To each and every one I <strong>of</strong>fer my gratitude for their excellent work.<br />
It is the employees <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> organization, who bring the budget to life by doing the work <strong>of</strong> the<br />
<strong>County</strong> day in and day out, and achieving positive results for our community. Without them, the <strong>Recommended</strong><br />
<strong>Budget</strong> would not have significance. I wish to thank them for their commitment to making this a great place to<br />
live, learn, work, and play. I look forward to a working with them this budget year to implement the programs and<br />
services that will truly enrich the quality <strong>of</strong> life in <strong>Sonoma</strong> <strong>County</strong>.<br />
Finally, the work <strong>of</strong> the budget could not be done without the support <strong>of</strong> the Board <strong>of</strong> Supervisors. It is their<br />
vision, mission, goals, and work plan that establish the framework <strong>of</strong> the budget. It is due to their leadership that<br />
this document takes shape and can be easily implemented throughout the <strong>2013</strong>-14 fiscal year.<br />
Attachment: <strong>2013</strong>-14 Financial Policies for <strong>Budget</strong> Development<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
13<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
Annually, the Board <strong>of</strong> Supervisors/Board <strong>of</strong> Directors provide policy direction to guide the <strong>County</strong> Administrator in the<br />
development <strong>of</strong> the <strong>Recommended</strong> <strong>Budget</strong>. The policy document is organized into basic fiscal principles and general<br />
government accounting standards.<br />
BASIC FISCAL PRINCIPLES<br />
Balanced <strong>Budget</strong> and Fiscal Discipline<br />
• The budget must balance resources with expenditure appropriations. The <strong>County</strong> must live within its own means and<br />
avoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from a<br />
balanced budget is not permitted by the California State Government Code, which states: “In the recommended,<br />
adopted, and final budgets the funding sources shall equal the financing uses.” (Government Code §29009).<br />
• All <strong>County</strong> departments/agencies must, when directed by the <strong>County</strong> Administrator, submit recommended options for<br />
reducing their net county costs as part <strong>of</strong> their annual budget submittal. These reduction options will be the primary<br />
source for balancing the <strong>County</strong> Administrator’s recommended budget as submitted to the Board <strong>of</strong> Supervisors during<br />
difficult financial times. Reduction options will be accompanied by each department’s analysis <strong>of</strong> the impact on<br />
services. Depending upon state budgetary impacts on <strong>Sonoma</strong> <strong>County</strong>, additional reductions may be requested from the<br />
<strong>County</strong> departments.<br />
• Mid-year and third quarter reports <strong>of</strong> actual revenues and expenditures, with projections for the remainder <strong>of</strong> the year<br />
compared to revised budget, will be submitted by departments to the <strong>County</strong> Administrator, and on to the Board <strong>of</strong><br />
Supervisors with recommendations, if necessary, for current year budget adjustments.<br />
• In response to declining property tax and other revenues resulting from the “Great Recession”, the <strong>County</strong> had been<br />
operating under a Board <strong>of</strong> Supervisors approved hiring freeze. The approved policy requires the <strong>County</strong><br />
Administrator’s approval for filling any permanent or extra-help vacant management positions. In addition, all positions<br />
held vacant for 12 months or more will be deleted as part <strong>of</strong> the annual recommended budget.<br />
Long Range Planning<br />
• Recognizing cyclical economic downturns will occur in the future, and to maintain fiscal sustainability, program<br />
budgets will not be automatically restored as a result <strong>of</strong> fiscal recovery and/or discretionary revenue growth. Instead a<br />
review <strong>of</strong> the current public needs compared to efficiencies implemented must be completed before program and/or<br />
service expansion is considered.<br />
• Annual budgets will not be increased or changed to the point that ongoing operating costs become overly reliant on<br />
one-time or cyclical, unreliable revenues.<br />
• Annual budgets will be compiled with long-term sustainability in mind to operate within available ongoing revenues,<br />
except as part <strong>of</strong> a Board <strong>of</strong> Supervisors approved plan in response to unilateral state budgeting actions that may<br />
include reducing costs over a specified number <strong>of</strong> years.<br />
• Proposed new services, public facilities, significant infrastructure and system changes, and major strategy changes<br />
should/will be analyzed for their long term impacts on operations, funding, liability and maintenance before seeking<br />
Board <strong>of</strong> Supervisors approval. New programs or services will generally not be recommended unless they further<br />
Strategic Plan goals, objectives, or strategies; are provided with a reliable funding stream sufficient to finance their<br />
costs; and the Board <strong>of</strong> Supervisors can be assured the <strong>County</strong> can control both the quality and level <strong>of</strong> services<br />
provided.<br />
• The <strong>County</strong> Administrator, in conjunction with the <strong>County</strong> Auditor-Controller, will submit a 5 year, multi-year<br />
financial projection and solicit budget policy direction prior to compiling the <strong>Recommended</strong> <strong>Budget</strong>.<br />
• One-time funding sources (i.e. fund balance, cyclical increases to revenues, grants) will be used to fund one-time<br />
expenditures (i.e. fixed assets, infrastructure, grant programs, Economic Uncertainty Reserves, and special one-time<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
14<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
needs programs). An exception to this policy will be when reducing ongoing costs in accordance with a Board <strong>of</strong><br />
Supervisors approved multi-year plan to reach a new reduced ongoing financing base as a result <strong>of</strong> state budgetary<br />
action. This plan will be called out separately in the budget message.<br />
Expenditure Management and Control<br />
• <strong>Sonoma</strong> <strong>County</strong>, in conjunction with employee groups, will consider temporary salary and benefit cost saving programs<br />
(e.g. Mandatory Time Off, Voluntary Time Off) in lieu <strong>of</strong> service reductions or lay<strong>of</strong>fs when the fiscal problem is <strong>of</strong> a<br />
temporary nature where one can reasonably predict when the fiscal problem will end.<br />
• Federal and state program reductions will not be backfilled with <strong>County</strong> discretionary revenues except by Board <strong>of</strong><br />
Supervisors direction. The Board <strong>of</strong> Supervisors typically does not backfill these programs due to their sheer size and<br />
magnitude on the <strong>County</strong>’s financial position.<br />
• Board policy direction is required prior to changing one-time expenses into ongoing expenses. In addition, departments<br />
will not engage in internal cost shifting to the <strong>County</strong> General Fund.<br />
Treasury Management<br />
• Other than amounts held with trustees under bond indenture or other restrictive agreements, the <strong>County</strong>’s cash and<br />
investments shall be invested by the <strong>County</strong> Treasurer. The Treasury Oversight Committee has regulatory oversight for<br />
all monies deposited in the Treasury Pool. Such amounts are invested in accordance with investment policy guidelines<br />
established by the <strong>County</strong> Treasurer and reviewed by the Board <strong>of</strong> Supervisors. The objectives <strong>of</strong> the policy are, in<br />
order <strong>of</strong> priority, safety <strong>of</strong> principal, liquidity, and yield. The policy addresses the soundness <strong>of</strong> financial institutions in<br />
which the <strong>County</strong> will deposit funds, types <strong>of</strong> investment instruments as permitted by the California Government Code,<br />
and the percentage <strong>of</strong> the portfolio that may be invested in certain instruments with longer terms to maturity.<br />
• Debt is incurred for the purpose <strong>of</strong> spreading capital project costs to the years in which the improvement will benefit.<br />
Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds,<br />
certificates <strong>of</strong> participation) at lower interest rates.<br />
• <strong>Sonoma</strong> <strong>County</strong> will not exceed its legal maximum debt amount. This amount calculated annually based on 2% <strong>of</strong> the<br />
<strong>County</strong>’s total assessed valuation. <strong>Sonoma</strong> <strong>County</strong> currently has no debt applicable to the legal maximum debt, leaving<br />
a 100% debt margin.<br />
• Debt issuance and management is also subject to a separate set <strong>of</strong> policies established by the Board <strong>of</strong> Supervisors and<br />
available from the Auditor-Controller-Treasurer-Tax Collector’s <strong>of</strong>fice.<br />
Revenue Management<br />
• <strong>Sonoma</strong> <strong>County</strong> will continue to advocate for more discretion over its revenue sources and to diversify and maximize<br />
discretionary revenue sources in order to resist state erosion to local revenues and improve the <strong>County</strong>’s ability to<br />
manage individual revenue fluctuations.<br />
• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fair<br />
share <strong>of</strong> all direct and indirect costs to the extent feasible and legally permitted. Including cost recovery towards future<br />
assets and/or system replacement.<br />
• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests to<br />
the Board <strong>of</strong> Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shall<br />
include annual service improvement plans to identify efficiency and productivity measures taken or planned to<br />
minimize the level <strong>of</strong> rate increases, while improving customer service. If permissible by law, fees and charges should<br />
cover all costs <strong>of</strong> the services provided, unless otherwise directed by the Board <strong>of</strong> Supervisors, to provide for public<br />
benefit.<br />
• Staff will use conservative but defensible estimates for major revenue sources and not unduly anticipate changes in<br />
revenue trends.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
15<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
Minimum Fund Balance Policies<br />
• <strong>Sonoma</strong> <strong>County</strong> will create and maintain a prudent level <strong>of</strong> financial resources to protect against the need to reduce<br />
service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Funds<br />
will be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allow<br />
time for the <strong>County</strong> to respond to major actions <strong>of</strong> the State <strong>of</strong> California that materially affect the <strong>County</strong>’s financial<br />
position. Periodic review and updates <strong>of</strong> the <strong>County</strong>’s Directory <strong>of</strong> Funds balances in excess <strong>of</strong> $5 million, as <strong>of</strong> prior<br />
fiscal year end, will be incorporated as part <strong>of</strong> the Board <strong>of</strong> Supervisors <strong>Budget</strong> Policy workshop. Also, disposition <strong>of</strong><br />
accumulated year-end fund balances will occur when there has been no activity in the past year and the <strong>County</strong><br />
Administrator and Auditor-Controller-Treasurer-Tax Collector have identified them as no longer needed for their<br />
original purpose.<br />
• Consistent with best practice recommendations from the Government Finance Officers Association <strong>of</strong> the United<br />
States and Canada, the <strong>County</strong> will strive to maintain total General Fund discretionary reserves equal to 5%-15% <strong>of</strong><br />
annual General Fund operating revenues. This range will be further subdivided into “traffic light” increments as<br />
follows:<br />
5-10% represents the red light signaling that no further use <strong>of</strong> reserves should be made except in dire emergencies or<br />
where almost immediate replenishment is assured. Further, priority should be given to increase reserve levels.<br />
The 10-15% increment <strong>of</strong> the range represents the yellow light signaling that caution should be exercised in the use <strong>of</strong><br />
reserves and only for one-time costs. In addition, consideration should be given to increase reserve levels should<br />
resources become available.<br />
Above 15%, a green light is given, adequate reserve levels have been achieved. Additional resources need not be set<br />
aside at this time for economic uncertainties but used to further other Board <strong>of</strong> Supervisors goals.<br />
• Fund balance, created as a result <strong>of</strong> actual revenue and expenditure deviations from the budget, will be used to achieve<br />
and maintain the <strong>County</strong>’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budget<br />
balancing will be managed judiciously, taking into account its volatility and past actual activity.<br />
• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% <strong>of</strong> the levy. The<br />
<strong>County</strong> Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use <strong>of</strong><br />
funds in excess <strong>of</strong> the established reserve to the Board <strong>of</strong> Supervisors for the purpose <strong>of</strong> balancing the budget.<br />
• Tobacco Securitization proceeds shall be maintained in two separate funds. The first shall contain the portion <strong>of</strong> the<br />
proceeds to be used only for capital improvements and shall be used for those improvements that exceed the normal<br />
level <strong>of</strong> repair and replacement needed to maintain <strong>County</strong> facilities with priority funding for planned criminal justice<br />
services projects and the completion <strong>of</strong> the Americans with Disabilities Act Transition projects. On the latter, funding<br />
will be available only AFTER all other funding sources have been exhausted. The second shall contain the portion <strong>of</strong><br />
the proceeds that, once de-allocated, can be used for general government purposes. Given the one-time nature <strong>of</strong> these<br />
funds, the latter shall only be used for one-time investments as opposed to financing any on-going operating costs.<br />
• Refuse Franchise Fees shall be accounted for in the same manner as other franchise fees in the <strong>County</strong> General Fund<br />
revenues. They shall be recorded in a separate account in order to ensure that any fund balance does not roll into<br />
<strong>County</strong> General Fund carryover balance at year-end so that the <strong>County</strong> can designate use <strong>of</strong> the funds for solid waste<br />
obligations, roads infrastructure preservation, and other Board <strong>of</strong> Supervisors priorities. If used for road infrastructure<br />
preservation, these funds are not intended to supplant on-going <strong>County</strong> General Fund contributions nor are they<br />
intended to increase any external maintenance <strong>of</strong> effort requirements imposed by outside funding sources, but may be<br />
used to satisfy previously established maintenance <strong>of</strong> effort levels.<br />
• Tribal Development Impact Mitigation Funds shall be accounted for separately, so that when budgeting, only those<br />
monies received in the current year shall be relied upon for financing costs in the coming budget. The Board <strong>of</strong><br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
16<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
Supervisors shall make a determination, as new tribal developments occur, on the best uses <strong>of</strong> these funds to mitigate<br />
impacts and maintain the high quality <strong>of</strong> life in surrounding or affected communities.<br />
• Health Services-Medical System Expansion funds minimum reserve level is established at $1 million. The Board <strong>of</strong><br />
Supervisors recognized and confirmed the remainder <strong>of</strong> the fund balance will be spent in accordance with the<br />
Partnership Health Plan <strong>of</strong> California Memorandum <strong>of</strong> Understanding spending plan agreement. Health Services staff<br />
will coordinate with the <strong>County</strong> Administrator’s Office and the Partnership Health Plan to review and update the<br />
spending plan as a part <strong>of</strong> the annual budget.<br />
• <strong>County</strong> Health Plan-Economic Uncertainty Reserve is established based on actuarial valuation to cover unforeseen<br />
changes in expenditures and/or revenues. In light <strong>of</strong> the upcoming implementation <strong>of</strong> the federal Affordable Care Act,<br />
the Board <strong>of</strong> Supervisors directed the Human Resources Director to bring forward in FY 13-14 a report laying out the<br />
scope and timing <strong>of</strong> the <strong>County</strong>’s responsibilities with respect to the self-insured <strong>County</strong> Health Plan. In addition,<br />
Human Resources staff will provide fund balance use recommendations as part <strong>of</strong> the annual recommended budget<br />
while maintaining a minimum level <strong>of</strong> economic uncertainty reserve consistent with Actuary’s valuation and as<br />
recommended by the <strong>County</strong> Administrator.<br />
• Water Agency - Flood Zone 2A (Petaluma) will maintain a minimum <strong>of</strong> 6 months <strong>of</strong> operating expenditures. Funds in<br />
excess <strong>of</strong> the minimum required may accumulate to address future capital needs as approved by the Board <strong>of</strong> Directors<br />
in the annual Capital Project Plan.<br />
• Water Agency - Water Transmission System is to maintain a minimum <strong>of</strong> 3-4 months <strong>of</strong> operating expenditures. Funds<br />
in excess <strong>of</strong> the minimum required may accumulate to address future capital needs as approved by the Board <strong>of</strong><br />
Directors in the annual Capital Project Plan.<br />
• Reinvest and Revitalization funds accumulated from dissolved redevelopment project areas residual funds and asset<br />
liquidation distribution proceeds are segregated into a separate committed fund for specific investment purposes guided<br />
by the Reinvest & Revitalization Funds Use Policy pending approval. Accumulated use <strong>of</strong> resources will be presented<br />
as part <strong>of</strong> the annual <strong>Recommended</strong> <strong>Budget</strong>. Funding should be considered first to continue or complete the public<br />
benefit originally intended by the former redevelopment project, second to benefit the community where the former<br />
project area was located, and third for economic development investments.<br />
GOVERNMENT ACCOUNTING STANDARDS<br />
Fund Balance Classifications<br />
• Government Accounting Standards Board (GASB) Statement #54 was issued to improve the usefulness and<br />
understandability <strong>of</strong> governmental fund balance information. The statement provides more clearly defined categories to<br />
make the nature and extent <strong>of</strong> the constraints placed on a government’s fund balance more transparent. The statement<br />
only impacts governmental fund types (General, Special Revenue, Capital Projects and Debt Service). The following<br />
more clearly defines the new fund balance classifications and examples <strong>of</strong> fund balance amounts that would generally<br />
be reported within these classifications.<br />
‣ Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form or<br />
legally or contractually required to be maintained intact. Examples include inventory, prepaid amounts, long-term<br />
accounts receivable, and any other amounts that are not expected to be converted to cash.<br />
‣ Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors or<br />
laws/regulations <strong>of</strong> other governments) or restricted by law through constitutional provisions or enabling<br />
legislation. The majority <strong>of</strong> the <strong>County</strong>’s Special Revenue Funds (i.e. Health & Human Services, Child Support<br />
Services, Road Fund, etc.) and Debt Service Funds have restricted fund balances.<br />
‣ Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposed<br />
by formal action <strong>of</strong> the government’s highest level <strong>of</strong> decision making authority. An example <strong>of</strong> committed fund<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
17<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
balance is the Board <strong>of</strong> Supervisors’ commitment to use 75% <strong>of</strong> Transient Occupancy Tax (TOT) revenues to<br />
provide funding to promote county economic development and tourism.<br />
‣ Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes that<br />
are neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetary<br />
deficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body or<br />
<strong>of</strong>ficial to which the governing body has delegated the authority. General Fund carryover fund balance,<br />
Accumulated Capital Outlay (ACO) funds, and Capital Project Funds are examples <strong>of</strong> balances that can be<br />
assigned for specific purposes.<br />
‣ Unassigned Fund Balance – a residual classification for the General Fund. The total fund balance, less restricted,<br />
committed or assigned funds, equals unassigned fund balance. The general fund is the only fund that should report<br />
a positive unassigned fund balance amount. A negative fund balance is possible in other governmental funds.<br />
Examples <strong>of</strong> unassigned fund balance include the general reserve fund and other discretionary general fund<br />
economic uncertainty funds.<br />
Asset Inventory/Protection<br />
<strong>Sonoma</strong> <strong>County</strong> will regularly assess the condition <strong>of</strong> its assets that support delivery <strong>of</strong> <strong>County</strong> services (i.e. public<br />
facilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement.<br />
• Assets with an initial cost <strong>of</strong> more than $5,000 to $100,000 will be capitalized as summarized in the table below:<br />
Capital Asset Type Capitalization Threshold Depreciation/Amortization Period<br />
Land All costs Non-Depreciable<br />
Buildings $25,000 50 years<br />
Building Improvements $25,000 50 years<br />
Infrastructure $100,000 30-50 years<br />
S<strong>of</strong>tware $100,000 7 years<br />
Non-Amortizable Intangibles $5,000 Non-Amortizable<br />
Machinery and Equipment $5,000 5 years<br />
• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available.<br />
Capital assets used in operations will be depreciated or amortized using the straight-line method over the lesser <strong>of</strong> the<br />
capital lease period or their estimated useful lives.<br />
• The Board <strong>of</strong> Supervisors requires all departments to certify a detailed listing <strong>of</strong> all fixed asset inventory within their<br />
possession no later than December 15 <strong>of</strong> every other year.<br />
• Capital replacement funds will be used to accumulate financial resources for future replacement <strong>of</strong> assets that will be<br />
retired from service. In addition, when feasible, replacement funding contributions will be included in applicable<br />
service charges from all system users. Specifically, the policy covers the following major system categories:<br />
• Building & Fixed Facilities<br />
As part <strong>of</strong> the annual Capital Project Plan and no less than every 5 years, and guided by Comprehensive <strong>County</strong><br />
Facilities Plan, the General Services Director will regularly assess and adjust funding requests for each facility. The<br />
funding contributions would be placed in separate funds for each set <strong>of</strong> facilities and managed by the assigned<br />
department or agency director in conjunction with the <strong>County</strong> Administrator. Contributions for these funds will be<br />
included in service charge rates (including outside partner agencies) and grant costs where feasible and would be<br />
prioritized for available discretionary funding in the annual budget process. Consideration will always be given to<br />
annual operational maintenance funding (as opposed to contributions for future major repairs) necessary to preserve<br />
health and safety and overall asset life. Project funding recommendations will follow the priority criteria in the current<br />
Administrative Policy 5-2 which includes:<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
18<br />
Executive Summary
FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT<br />
a. Required to meet compelling health, safety, legal or code compliance, a mandate <strong>of</strong> the Board <strong>of</strong> Supervisors, or<br />
a court order.<br />
b. Previously approved phases <strong>of</strong> a project, which are integral to completing its initial scope.<br />
c. Required to keep an existing building, facility, or complex operational. Provides measurable economic benefit<br />
or avoids economic loss to the <strong>County</strong>. Serves to maintain or improve infrastructure <strong>of</strong> the <strong>County</strong> as a general<br />
benefit to <strong>County</strong> operations and services.<br />
d. Alleviates constraints and impediments to effective public access and service such as improvements regarding<br />
space limitations or inefficient layout <strong>of</strong> space in <strong>County</strong> buildings or facilities, provisions for expanded or<br />
changed programs or services, or improvements to heating, ventilation or other work environment conditions.<br />
e. Improves the environmental quality or aesthetics <strong>of</strong> <strong>County</strong> facilities and complexes.<br />
• Information Technology Assets<br />
The policy directs the Director <strong>of</strong> Information Systems in conjunction with the <strong>County</strong> Administrator’s <strong>of</strong>fice to<br />
develop a plan to replace system components with the infrastructure contribution funding stream and potential one-time<br />
contributions within the remaining useful life <strong>of</strong> each component. The policy also directs a full infrastructure valuation<br />
<strong>of</strong> the computer and telephone communication systems every 5 years.<br />
The Public Safety radio infrastructure replacement review and funding request is the responsibility <strong>of</strong> the Sheriff’s<br />
Office in conjunction with General Services, Information Systems, and the <strong>County</strong> Administrator.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
19<br />
Executive Summary
OTHER POLICIES AND METHODOLOGIES<br />
Other policies and methodologies that may be helpful for understanding the <strong>County</strong>’s budget:<br />
<strong>Budget</strong>ary Amendments<br />
After the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have the<br />
authority to amend budgets for changes within a category (e.g., Services & Supplies). <strong>County</strong> Administrator approval is<br />
required for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets within<br />
the department.<br />
<strong>Budget</strong>ary amendments that change total revenues or appropriations for a department require Board <strong>of</strong> Supervisors approval.<br />
These include: (1) the appropriation <strong>of</strong> revenues not included in the adopted budget, (2) reductions to estimated revenues<br />
and related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supported<br />
by use <strong>of</strong> available fund balance or Appropriations for Contingencies, and (4) the transfer <strong>of</strong> monies or appropriations from<br />
one fund or department to another.<br />
The Accounting Basis Used in the <strong>Budget</strong><br />
The budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds,<br />
Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrances<br />
are included and appropriations for expenditures against prior year encumbrances are excluded.<br />
Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues are<br />
recognized when they become both measurable and available to finance current year obligations. Proprietary fund types<br />
(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, but<br />
revenues are also recognized when they are incurred or owed to the <strong>County</strong>.<br />
The government-wide, proprietary and investment trust fund financial statements are reported using the economic resources<br />
measurement focus and the accrual basis <strong>of</strong> accounting. Revenues are recorded when earned and expenses are recorded<br />
when liabilities are incurred, regardless <strong>of</strong> when the related cash flows take place. Non-exchange transactions, in which the<br />
<strong>County</strong> gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and sales<br />
taxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year for<br />
which the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenues<br />
from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been<br />
satisfied.<br />
For business-type activities and enterprise funds, the <strong>County</strong> has elected under GASB Statement No. 20, Accounting and<br />
Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply<br />
applicable GASB pronouncements as well as any applicable pronouncements <strong>of</strong> the Financial Accounting Standards Board,<br />
the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless<br />
those pronouncements conflict with or contradict GASB pronouncements.<br />
Fund Types Used by the <strong>County</strong><br />
Governmental Fund Types:<br />
• General Fund: The General Fund is the general operating fund <strong>of</strong> the <strong>County</strong>. All financial resources except for those<br />
required to be accounted for in other funds are included in the General Fund.<br />
• Special Revenue Funds: Special Revenue Funds account for the proceeds <strong>of</strong> specific revenue sources that are restricted<br />
or committed to expenditure for specified purposes other than debt service or capital projects. <strong>Sonoma</strong> <strong>County</strong> Special<br />
Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and various other<br />
restricted and committed funds.<br />
• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, or<br />
assigned to expenditure for principal and interest.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
20<br />
Executive Summary
• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, or<br />
assigned to expenditure for capital outlays, including the acquisition or construction <strong>of</strong> capital facilities and other<br />
capital assets (other than those in Proprietary Fund Types).<br />
Proprietary Fund Types<br />
• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to<br />
private business enterprises, where the intent <strong>of</strong> the Board is that the costs (expenses, including depreciation) <strong>of</strong><br />
providing goods or services to the general public on a continuing basis are financed primarily through user charges or<br />
(b) where the Board has decided that periodic determination <strong>of</strong> revenues earned, expenses incurred, and net income or<br />
loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.<br />
Internal Service Funds<br />
• Internal Service Funds: Internal Service Funds (ISF) account for the financing <strong>of</strong> goods or services provided by one<br />
department or agency to other departments or agencies <strong>of</strong> the <strong>County</strong> or other governmental units on a cost<br />
reimbursement basis. A common use <strong>of</strong> these fund types is to account for the <strong>County</strong>’s self-insurance programs. The<br />
following describes the funding and budgeting methodologies the <strong>County</strong> uses for some <strong>of</strong> the self-insurance programs.<br />
The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish<br />
charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary.<br />
The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with<br />
the intent <strong>of</strong> maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity<br />
and to cover expenses in excess <strong>of</strong> projected levels due to unexpected increases in the number <strong>of</strong> size <strong>of</strong> claims. For<br />
workers’ compensation and liability insurance programs, cash reserves above and below the 70% confidence levels for<br />
outstanding liabilities for individual insurance funds are amortized on a rolling three-year basis, by decreasing or increasing<br />
rates by one-third <strong>of</strong> the difference, in accordance with Board policy. The rolling three-year amortization policy was<br />
implemented to: 1) alleviate large fluctuations in rates caused by changes in actuarial estimates or funding status; 2)<br />
facilitate long-term rate planning; and 3) provide consistent financial policy for the internal service funds.<br />
For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’s<br />
estimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficient<br />
appropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expense<br />
for the Health ISF is based on the actuary’s estimated loss for the budget year.<br />
At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When this<br />
information becomes available from the actuary during the budget year, the change in the total outstanding liability is<br />
recorded to the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This<br />
budgetary figure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash<br />
revenue or expenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% <strong>of</strong> the<br />
total liability. The accrued benefit adjustment for the <strong>County</strong> Health Plan is budgeted using the most recent 1-year trend and<br />
10% <strong>of</strong> the total liability. The total liability is based on the prior year estimate <strong>of</strong> total liability projected forward using the<br />
most recent claims expense trend.<br />
Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basis<br />
because expenditures and use <strong>of</strong> cash reserves are related to past years’ claims experience, as well as the fiscal year for<br />
which the budget is presented. Claims payments fluctuate depending on year <strong>of</strong> settlement, rather than occurrence <strong>of</strong> the<br />
claim, so payments may be made in excess <strong>of</strong> a current year's expected claims costs. In addition, actuarial estimates <strong>of</strong> total<br />
liability may vary substantially from year to year, depending on claims history, population changes, legislation, and other<br />
factors.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
21<br />
Executive Summary
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
22<br />
Executive Summary
DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS<br />
ELECTIVE OFFICERS<br />
Auditor-Controller-Treasurer-Tax Collector............................................... David E. Sundstrom<br />
Board <strong>of</strong> Supervisors....................................................................................... Susan Gorin, District One<br />
David Rabbitt, District Two<br />
Shirlee Zane, District Three<br />
Mike McGuire, District Four<br />
Efren Carrillo, District Five<br />
<strong>County</strong> Clerk-Recorder-Assessor .................................................................. William F. Rousseau<br />
District Attorney.............................................................................................. Jill Ravitch<br />
Sheriff-Coroner ............................................................................................... Steve Freitas<br />
APPOINTIVE OFFICERS & DEPARTMENT HEADS<br />
Agricultural Commissioner-Sealer <strong>of</strong> Weights & Measures ....................... Tony Linegar<br />
Agricultural Preservation &<br />
Open Space District General Manager............................................. Bill Keene<br />
Child Support Services Director .................................................................... Julie Paik<br />
Community Development Commission Director.......................................... Kathleen Kane<br />
<strong>County</strong> Administrator..................................................................................... Veronica A. Ferguson<br />
<strong>County</strong> Counsel................................................................................................ Bruce Goldstein<br />
Economic Development Director ................................................................... Ben Stone<br />
Fair Manager ................................................................................................... Tawny Tesconi<br />
Fire & Emergency Services Director............................................................. Mark Aston<br />
General Services Director............................................................................... Jose Obregon<br />
Health Services Director ................................................................................. Rita Scardaci<br />
Human Resources Director ............................................................................ Wendy Macy<br />
Human Services Director................................................................................ Jerry Dunn <br />
Information Systems Director........................................................................ John Hartwig<br />
Permit & Resource Management Director ................................................... Pete Parkinson<br />
Chief Probation Officer .................................................................................. Robert Ochs<br />
Public Defender ............................................................................................... Kathleen Pozzi<br />
Regional Parks Director ................................................................................. Caryl Hart<br />
<strong>Sonoma</strong> <strong>County</strong> Library Director.................................................................. Sandra Cooper<br />
Transportation & Public Works Director..................................................... Susan Klassen<br />
U.C. Cooperative Extension Director ............................................................ Stephanie Larson<br />
Water Agency General Manager ................................................................... Grant Davis<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
23<br />
<strong>County</strong> Overview
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 24<br />
<strong>County</strong> Overview<br />
IHSS PUBLIC<br />
AUTHORITY<br />
MANAGER*<br />
Legend<br />
ELECTED<br />
APPOINTED<br />
Commission or Board with<br />
Separate Appointing Authority<br />
Administrative Coordination<br />
COUNTY OF SONOMA<br />
CHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS<br />
AUDITOR-CONTROLLER<br />
TREASURER-TAX COLLECTOR<br />
DIRECTOR<br />
HUMAN<br />
SERVICES<br />
Administrative Reporting Relationships<br />
Civil Service<br />
Commission<br />
INFORMATION<br />
SYSTEMS<br />
DIRECTOR<br />
DIRECTOR<br />
HEALTH<br />
SERVICES<br />
HUMAN<br />
RESOURCES<br />
DIRECTOR<br />
Library<br />
Joint Powers Agency<br />
Commission<br />
GENERAL<br />
SERVICES<br />
DIRECTOR<br />
DIRECTOR<br />
CHILD SUPPORT<br />
SERVICES<br />
COUNTY CLERK<br />
RECORDER-ASSESSOR<br />
COUNTY<br />
COUNSEL<br />
LIBRARY<br />
DIRECTOR<br />
E L E C T O R A T E<br />
BOARD OF<br />
SUPERVISORS*<br />
(Five Supervisors)<br />
COUNTY<br />
ADMINISTRATOR<br />
(CLERK OF THE BOARD)<br />
DIRECTOR FIRE &<br />
EMERGENCY<br />
SERVICES<br />
COMMUNITY<br />
DEVELOPMENT<br />
DIRECTOR*<br />
DIRECTOR<br />
REGIONAL<br />
PARKS<br />
DISTRICT<br />
ATTORNEY<br />
PUBLIC<br />
DEFENDER<br />
DIRECTOR OF<br />
TRANSPORTATION<br />
& PUBLIC WORKS<br />
Local Agency<br />
Formation<br />
Commission<br />
LAFCO<br />
Exec. Officer<br />
GENERAL MGR.<br />
AGRICULTURE PRES.<br />
& OPEN SPACE*<br />
COUNTY<br />
FAIR<br />
MANAGER<br />
SHERIFF <br />
CORONER<br />
CHIEF<br />
PROBATION<br />
OFFICER<br />
GENERAL MGR.<br />
SONOMA COUNTY<br />
WATER AGENCY*<br />
AGRICULTURAL<br />
COMMISSIONER<br />
SEALER<br />
Fair<br />
Board<br />
SUPERIOR<br />
COURT JUDGES<br />
COURT<br />
EXECUTIVE<br />
OFFICER<br />
RETIREMENT<br />
ADMINISTRATOR<br />
STATE<br />
JUDICIAL<br />
COUNCIL<br />
GRAND<br />
JURY<br />
DIR. OF PERMIT<br />
& RESOURCE<br />
MANAGEMENT<br />
UC COOPERATIVE<br />
EXTENSION<br />
DIRECTOR<br />
*Board <strong>of</strong> Supervisors sit as Board <strong>of</strong> Directors for the Water Agency, Ag Pres Open Space District, and IHSS Public Authority and also Commissioners <strong>of</strong> the Community Development Commission .<br />
Board <strong>of</strong><br />
Retirement<br />
ECONOMIC<br />
DEVELOPMENT<br />
DIRECTOR<br />
University <strong>of</strong><br />
California
<strong>Sonoma</strong> <strong>County</strong>, California<br />
Board <strong>of</strong> Supervisors<br />
Efren Carrillo<br />
Fifth District<br />
Shirlee Zane<br />
Third District<br />
Susan Gorin David Rabbitt Mike McGuire<br />
First District Second District Fourth District<br />
You are welcome to attend the meetings <strong>of</strong> the Board <strong>of</strong> Supervisors, held most Tuesdays at 8:30 a.m. For<br />
specific dates and times <strong>of</strong> meetings please visit the Board’s Website.<br />
Supervisors’ Chambers<br />
<strong>Sonoma</strong> <strong>County</strong> Administration Building<br />
575 Administration Drive, Room 102A<br />
Santa Rosa, CA 95403<br />
Citizen’s Guide to <strong>County</strong> Government<br />
Phone (707) 565-2241<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
25<br />
2<br />
<strong>County</strong> Overview
Citizens Guide to <strong>County</strong> Government<br />
<strong>County</strong> Overview<br />
<strong>Sonoma</strong> <strong>County</strong>, California, is a special place.<br />
This informational brochure <strong>of</strong>fers an overview on the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, including population <br />
characteristics, environment, and the various services and facilities provided to citizens. <br />
<strong>Sonoma</strong> <strong>County</strong> is located at the threshold between the commerce-driven San Francisco Bay Area<br />
and the spectacular beauty <strong>of</strong> northern California. The county extends over 1,500 square miles with a<br />
diverse economy that includes a world class wine region, stunning natural resources, and dozens <strong>of</strong><br />
tourist destinations. <strong>Sonoma</strong> <strong>County</strong> is home to 493,285 people, with approximately 33 percent <strong>of</strong><br />
the population residing in Santa Rosa. That city was also recently named as one <strong>of</strong> the nation’s “most<br />
livable communities” by Partners for Livable Communities. Residents all over <strong>Sonoma</strong> county enjoy<br />
a unique quality <strong>of</strong> life with access to cultural events, an academic community via CSU <strong>Sonoma</strong><br />
State, economic opportunity, and low crime rates.<br />
Governance<br />
<strong>Sonoma</strong> <strong>County</strong> plays a dual role to residents, providing<br />
municipal services such as law enforcement and fire<br />
protection to unincorporated areas and providing the dayto-day<br />
operation <strong>of</strong> state and federally mandated programs.<br />
As a general-law county, <strong>Sonoma</strong> <strong>County</strong> abides by state<br />
laws that determine the number and duties <strong>of</strong> county<br />
elected <strong>of</strong>ficials. The county is divided into five districts<br />
that are approximately equal in population size. Each<br />
district has an elected Supervisor. District boundaries are<br />
adjusted every ten years following the release <strong>of</strong> federal<br />
census data.<br />
Hood Mountain Regional Park<br />
The Board <strong>of</strong> Supervisors is comprised <strong>of</strong> five members, one from each<br />
<strong>of</strong> the five districts, elected to four-year terms. The Board establishes<br />
policies concerning growth and development, and sets priorities for all<br />
activities within the county. In addition, they oversee the many<br />
departments and agencies <strong>of</strong> county government that provide countywide<br />
services, health and welfare programs, elections, and public safety<br />
programs. The Board <strong>of</strong> Supervisors is also the governing body that<br />
provides municipal services to those unincorporated areas outside <strong>of</strong><br />
cities.<br />
The Board <strong>of</strong> Supervisors appoints <strong>County</strong> Administrator who assists the<br />
Board in managing, directing and coordinating the operations <strong>of</strong> all<br />
county departments. The <strong>County</strong> Administrator also prepares the county<br />
budget and makes recommendations to the Board to promote economy<br />
and efficiency within the county.<br />
The Board <strong>of</strong><br />
Supervisors<br />
The <strong>County</strong><br />
Administrator<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
26<br />
<strong>County</strong> Overview
Population<br />
Population Growth<br />
Fueled by job growth and attractive quality <strong>of</strong> life, the<br />
population <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> has steadily increased over<br />
the last 10 years. Between 2000 and 2010, the population<br />
increased by 34,671 people, or 7.6 percent. Today there are<br />
493,285 <strong>Sonoma</strong> <strong>County</strong> residents. The majority <strong>of</strong> new<br />
residents, 69 percent, live within the boundaries <strong>of</strong> <strong>Sonoma</strong><br />
<strong>County</strong>’s nine cities. The City <strong>of</strong> Santa Rosa has led this<br />
growth in total population, adding 15,841 residents, or 10.7<br />
percent, over ten years to attain its current population <strong>of</strong><br />
163,436 people.<br />
Between 1990 and 2000,<br />
<strong>Sonoma</strong> <strong>County</strong>’s population<br />
increased by 70,392 persons,<br />
with an average annual growth<br />
rate <strong>of</strong> 1.9 percent. From 2000 to<br />
2010, population in <strong>Sonoma</strong><br />
<strong>County</strong> at an average annual rate<br />
<strong>of</strong> 0.7 percent. In 2015 the<br />
population is projected to be<br />
519,042 residents. 1<br />
Population Characteristics<br />
Race/Ethnicity % <strong>of</strong> Total ( 2011)<br />
White* 65.7%<br />
Hispanic 25.4%<br />
Asian 4.1%<br />
Black 1.9%<br />
American Indian 2.2%<br />
Other 1.0%<br />
Total 100.0%<br />
Source: US Census Bureau, Population Estimates Program<br />
1 Source: California Department <strong>of</strong> Finance (DOF) and the US Census<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
27<br />
<strong>County</strong> Overview
Age Groups % <strong>of</strong> Total (2011)<br />
Projected % <strong>of</strong> Total<br />
(2015)<br />
0-9 yrs. 11.9% 14.0%<br />
10-19 yrs. 13.5% 13.5%<br />
20-34 yrs. 18.9% 21.6%<br />
35-44 yrs. 13.3% 10.2%<br />
45-54 yrs. 15.6% 12.1%<br />
55-59 yrs. 7.3% 6.9%<br />
60-74 yrs. 12.8% 16.3%<br />
75+ yrs. 6.7% 5.5%<br />
Total 100% * 100%*<br />
Source: California Department <strong>of</strong> Finance and the US Census, Demographic Research Unit<br />
Education Completed % <strong>of</strong> Total<br />
(25+ Years) (2011)<br />
Less than 9 th grade 7.8%<br />
9 th -12 th grade, no diploma 6.6%<br />
High school diploma/GED 21.0%<br />
Some college, no degree 25.2%<br />
Associates degree 8.5%<br />
Bachelor’s degree 20.4%<br />
Graduate or pr<strong>of</strong>essional 11.1%<br />
degree<br />
Total<br />
100.0%<br />
Source: US Census, American Community Survey 2011<br />
The percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents<br />
over the age <strong>of</strong> 25 with college degrees<br />
has risen over the past five years.<br />
According to the US Census, more than<br />
31 percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents<br />
over the age <strong>of</strong> 25 possessed a bachelor’s<br />
degree or higher education in 2011,<br />
compared to the state average <strong>of</strong> 29<br />
percent.<br />
Economics and Employment<br />
Projections from the State <strong>of</strong> California’s Employment Development Department show that the<br />
Pr<strong>of</strong>essional and Business Services industries will grow more than any other industries in the county<br />
between 2008 and 2018, with approximately 16,700 new jobs over ten years. This sector includes<br />
administrative and support services, management <strong>of</strong> companies and enterprises, and scientific/technical<br />
services. Total employment is expected to increase 9.0 percent during this time. 2 In addition, the county<br />
remains an attractive option for small and medium sized businesses and corporations looking for new or<br />
expansion sites.<br />
2 Source: Employment Development Department<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
28<br />
<strong>County</strong> Overview
The Trade, Transportation,<br />
and Utilities sector currently<br />
the largest employing sector<br />
in the county, followed by<br />
Government and Education &<br />
Health Services. Trade,<br />
Transportation, and Utilities<br />
industrys include wholesale<br />
trade, grocery stores, and<br />
more. This industry will<br />
continue to increase total<br />
employment through 2018,<br />
along with all other major<br />
industries in <strong>Sonoma</strong> <strong>County</strong>.<br />
Median Household Income<br />
1979 (from 1980 Census) $20,607<br />
1989 (from 1990 Census) $36,299<br />
1999 (from 2000 Census) $53,076<br />
2009 (from 2010 Census) $63,274<br />
Source: US Census, American Community Survey 2009<br />
The median household income for <strong>Sonoma</strong> <strong>County</strong><br />
residents has consistently been higher than the averages<br />
for California or the United States over the past 10<br />
years. 3<br />
The number <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents living below<br />
the poverty line was lower than both state and national<br />
averages. The U.S. Census reports that 10.3 percent <strong>of</strong><br />
all families in <strong>Sonoma</strong> <strong>County</strong> lived below poverty line<br />
in 2010.<br />
3 Source: US Census, American Community Survey 2009<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
29<br />
<strong>County</strong> Overview
Percent Below Poverty Line<br />
<strong>Sonoma</strong> Co. California<br />
2004 8.1% 13.3%<br />
2005 9.1% 13.3%<br />
2006 9.9% 13.1%<br />
2007 8.9% 12.4%<br />
2008 10.9% 13.3%<br />
2009 9.3% 14.2%<br />
2010 10.3% 15.8%<br />
Source: US Census, American Community Survey 2010<br />
Recent data provided by the US Census reveals that the<br />
percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents who live below the<br />
poverty line increased in 2010, following the general<br />
statewide trend, but fell 1.6 percent in 2009. Official<br />
poverty calculations assume that a family earning a<br />
given income is equally well-<strong>of</strong>f anywhere in the<br />
country; however, due to the above-average costs <strong>of</strong><br />
living in <strong>Sonoma</strong> <strong>County</strong>, the Public Policy Institute <strong>of</strong><br />
California estimates the adjusted poverty rate for<br />
<strong>Sonoma</strong> <strong>County</strong> is significantly higher.<br />
Per Capita Personal Income<br />
<strong>Sonoma</strong> Co.<br />
California<br />
2004 $40,400 $36,904<br />
2005 $42,345 $38,767<br />
2006 $45,960 $41,567<br />
2007 $47,929 $43,402<br />
2008 $47,755 $43,852<br />
2010 $45,020 $43,647<br />
Source: US Department <strong>of</strong> Commerce, Bureau <strong>of</strong> Economic<br />
Analysis<br />
The per capita income in <strong>Sonoma</strong> <strong>County</strong> was $45,020<br />
in 2010. This was 3 percent higher than the California<br />
average <strong>of</strong> $43,647, and 19 percent higher than the<br />
national per capita income <strong>of</strong> $40,166. <strong>Sonoma</strong><br />
<strong>County</strong>’s per capita income is the 12th highest <strong>of</strong><br />
California’s 58 counties. 4<br />
Unemployment Rates<br />
<strong>Sonoma</strong> Co. California<br />
2003 5.50% 6.80%<br />
2004 5.00% 6.20%<br />
2005 4.50% 5.40%<br />
2006 4.00% 4.90%<br />
2007 4.30% 5.30%<br />
2008 5.70% 7.20%<br />
2009 9.70% 11.40%<br />
2010 10.3% 12.4%<br />
2011 9.8% 10.6%<br />
Source: Bureau <strong>of</strong> Labor Statistics<br />
While unemployment rates for <strong>Sonoma</strong> <strong>County</strong> have<br />
increased over the past few years, <strong>County</strong><br />
unemployment rates have stayed below average<br />
unemployment rates for the state. Since 2010,<br />
unemployment levels have decreased, and the county<br />
has recovered over 17,000 <strong>of</strong> the 25,000 jobs lost since<br />
2008. Statewide unemployment increased 4.6 percent,<br />
representing a total <strong>of</strong> 774,000 jobs. Despite job losses,<br />
<strong>Sonoma</strong> <strong>County</strong> boosted its total number <strong>of</strong> firms by<br />
4.6 percent in 2008.<br />
4 Source: U.S. Department <strong>of</strong> Commerce<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
30<br />
<strong>County</strong> Overview
Agriculture and Tourism<br />
Agriculture and tourism are two major drivers<br />
<strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>’s economy. Agricultural<br />
production was $581 million in 2011, with the<br />
two largest categories being wine grapes<br />
($347.1 million) and livestock and poultry<br />
products ($138.7 million). Total grape tonnage<br />
was 166,619 tons. 5 Demographic trends<br />
suggest healthy long-term prospects for the<br />
<strong>Sonoma</strong> <strong>County</strong> wine industry.<br />
More than 7 million visitors come to the<br />
county each year to taste the wine and<br />
experience the natural beauty and recreation<br />
opportunities in <strong>Sonoma</strong> <strong>County</strong>. The tourism<br />
industry generates over $1.3 billion annually,<br />
which translates into approximately 17,000<br />
jobs from visitor spending. As California’s<br />
economic situation worsened, however, fewer<br />
people came to <strong>Sonoma</strong> <strong>County</strong>. Hotel<br />
occupancy rates in fell 56 percent during 2009,<br />
but have since rebounded. 6 Tourism marketing<br />
is supported by a non-pr<strong>of</strong>it agency formed in<br />
2005, the <strong>Sonoma</strong> <strong>County</strong> Tourism Bureau.<br />
5 Source: Employment Development Department<br />
6 <strong>Sonoma</strong> <strong>County</strong> Agricultural Crop Report 2011<br />
7 <strong>Sonoma</strong> <strong>County</strong> Economic Development Board, Wine Industry Insider 2010<br />
8 California Travel & Tourism Commission<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
31<br />
<strong>County</strong> Overview
The Environment<br />
Efforts to conserve and recycle water have<br />
been intensified in recent years, and over the<br />
past 12 years total water usage has increased<br />
by just 6 percent, while the county<br />
population increased by 13.5 percent in the<br />
same period. From 1998 to 2010, water<br />
conservation and recycling increased from<br />
3.7 percent to 25 percent, and usage per<br />
person has continued to drop. 23,696,000<br />
gallons <strong>of</strong> water per year are being saved by<br />
local businesses through sustained reduction<br />
programs where rebates are provided for<br />
implementing process changes and<br />
equipment upgrades resulting in<br />
measurable water use efficiencies. 7<br />
Ranking third lowest in non-residential<br />
consumption per capita among similar<br />
counties, <strong>Sonoma</strong> <strong>County</strong> continues to<br />
perform well in energy conservation. The<br />
advent <strong>of</strong> several incentive programs, begun<br />
in January 2010, and revised building codes<br />
should expedite reductions in coming years.<br />
<strong>Sonoma</strong> <strong>County</strong> remains a leader in<br />
renewable energy, boasting 33 Megawatts <strong>of</strong><br />
capacity which includes solar, wind,<br />
geothermal and biogas generation sources.<br />
According to Solar <strong>Sonoma</strong> <strong>County</strong>, <strong>Sonoma</strong><br />
<strong>County</strong> installed 19 solar energy systems per<br />
100,000 residents in August 2010, over five<br />
times more than the statewide average <strong>of</strong> 3.6.<br />
7 SCWA Saving Water Partnership<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
32<br />
<strong>County</strong> Overview
<strong>Sonoma</strong> <strong>County</strong> continues to lead the way in<br />
renewable energy, demonstrating more<br />
capacity than many nearby and comparable<br />
counties. Unique incentive programs in<br />
<strong>Sonoma</strong> <strong>County</strong>, such as the <strong>Sonoma</strong> <strong>County</strong><br />
Energy Independence Program (SCEIP),<br />
have helped bolster the existing California<br />
Solar Incentive and Self-Generation<br />
Incentive Program rebates. Additionally,<br />
PG&E has a plan to develop and purchase<br />
power from up to 500MW <strong>of</strong> solar PV<br />
facilities. PG&E currently estimates that it<br />
met approximately 19.4% <strong>of</strong> its 2011 retail<br />
sales from approved renewable sources.<br />
Air quality levels (2001) by days:<br />
Good 326<br />
Moderate 39<br />
Unhealthy for<br />
sensitive groups<br />
Unhealthy 0<br />
0<br />
The Environmental Protection Agency<br />
monitors air quality across the country,<br />
assigning one <strong>of</strong> four ratings to each day.<br />
The EPA reported on 365 days in <strong>Sonoma</strong><br />
for 2011. Overall, <strong>Sonoma</strong> <strong>County</strong>’s air<br />
quality was healthy, with 326 days <strong>of</strong> “good”<br />
air quality and 39 days classified as<br />
“moderate.” <strong>Sonoma</strong> <strong>County</strong> had zero days<br />
where the air quality was classified as<br />
unhealthy. In a 2010 Bay Area Pollution<br />
Summary, <strong>Sonoma</strong> <strong>County</strong> had zero days<br />
where pollution levels exceeded the state<br />
standard, a result that was much lower than<br />
the Bay Area average. 8<br />
<strong>Sonoma</strong> <strong>County</strong> Regional Parks<br />
Number <strong>of</strong> Parks 52<br />
Developed Acreage 777<br />
Undeveloped Acreage 57,203<br />
Trails (miles) 175<br />
Park Users (annual) 5,603,743<br />
Vet/Community Bldgs. 8<br />
Events (annual) 4,788<br />
Attendance 312,570<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Regional Parks<br />
West <strong>County</strong>/Joe Rodota Regional Trail<br />
8 Environmental Protection Agency, BAAQMD<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
33<br />
<strong>County</strong> Overview
Land Use<br />
<strong>Sonoma</strong> <strong>County</strong> encompasses more than 1 million acres <strong>of</strong> land and water,<br />
rich in scenic beauty, and with an array <strong>of</strong> parks, recreational facilities,<br />
campsites and lakes. Open space and agricultural land accounts for a great<br />
majority <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> acreage. The county has approximately<br />
123,070 acres <strong>of</strong> surface water area, <strong>of</strong> which 8,580 are bay waters.<br />
Type <strong>of</strong> Use<br />
% <strong>of</strong> Total Acres<br />
Commercial & Industrial 5.05%<br />
Residential 25.84%<br />
Agricultural* 60.96%<br />
Government 8.00%<br />
Recreation 0.02%<br />
Other 0.13%<br />
*Includes active and inactive agricultural lands, agricultural preserves and open space contracts.<br />
Roadways in <strong>Sonoma</strong><br />
<strong>County</strong><br />
Maintained by Bridges Road/Highway Miles<br />
City 111 955<br />
<strong>County</strong> 351 1,382<br />
State 113 592<br />
(342 within State Parks)<br />
Federal 0 10.5<br />
Source: <strong>Sonoma</strong> <strong>County</strong> Transportation and Public Works, CalTrans<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
34<br />
<strong>County</strong> Overview
FINANCIAL SUMMARIES<br />
This section contains a number <strong>of</strong> different summary level presentations <strong>of</strong> the total <strong>Recommended</strong> <strong>Budget</strong> information. It<br />
shows the use <strong>of</strong> fund balance for each <strong>of</strong> the major fund groups (such as the General Fund or Special Revenue Funds), total<br />
financing sources by type (such as taxes or monies from other governments), total financing uses by groups <strong>of</strong> functions or<br />
services (such as Administration and Fiscal Services or Justice Services), and total financing uses by types <strong>of</strong> expenditures<br />
(such as salaries and benefits or fixed assets).<br />
In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget.<br />
For more information on individual departmental budgets, see the following sections <strong>of</strong> this budget document which are<br />
grouped according to similar functions or types <strong>of</strong> services.<br />
For financial summaries presented in the required State <strong>of</strong> California schedule format, see the section labeled "State<br />
Financial Schedules" toward the end <strong>of</strong> the document.<br />
CHANGES IN FUND BALANCES<br />
Description<br />
Estimated Total <strong>Recommended</strong> Estimated<br />
Available Fund Total <strong>Recommended</strong> Financing Uses Available Fund<br />
Balance/Retained Financing Sources (Expenditures & Balance/Retained<br />
Earnings (Revenues & Use <strong>of</strong> Contributions to Reserves Earnings<br />
June 30, <strong>2013</strong> Fund Balances*) or Designations) June 30, <strong>2014</strong><br />
General Funds<br />
Special Revenue Funds<br />
Debt Service Funds<br />
70,977,045<br />
180,848,087<br />
22,386,941<br />
369,637,514<br />
440,426,411<br />
12,187,656<br />
381,673,150<br />
500,549,892<br />
11,695,856<br />
58,941,409<br />
120,724,606<br />
22,878,741<br />
Subtotal - <strong>County</strong> Operating 274,212,073 822,251,581 893,918,898 202,544,756<br />
Capital Projects 7,520,904 29,969,238 32,381,841 5,108,301<br />
Subtotal <strong>County</strong> Funds 281,732,977 852,220,819 926,300,739 207,653,057<br />
Less: Operating Transfers 0 (84,427,301) (84,427,301) 0<br />
Total <strong>County</strong> Funds 281,732,977 767,793,518 841,873,438 207,653,057<br />
Enterprise Funds 33,440,632 131,419,211 142,136,162 22,723,681<br />
Internal Service Funds 37,392,147 52,382,123 67,745,586 22,028,684<br />
Special Districts 147,842,216 223,533,227 259,238,661 112,136,782<br />
Grand Total 500,407,972 1,175,128,079 1,310,993,847 364,542,204<br />
*Use <strong>of</strong> fund balance included in this column is limited to the amount needed to finance increases to reserves/designations.<br />
All other uses <strong>of</strong> fund balance are determined based on the excess <strong>of</strong> Financing Uses over Financing Sources and reflected<br />
as a decrease to the estimated ending fund balance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
35<br />
Financial Summaries
COUNTY OF SONOMA<br />
COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY<br />
FY 2011-12 THROUGH FY <strong>2013</strong>-14<br />
Actual Adopted <strong>Recommended</strong><br />
Description 2011-12 2012-13 <strong>2013</strong>-14<br />
Financing Sources:<br />
Taxes 297,326,957 287,478,030 296,785,777<br />
Licenses/Permits/Franchises 16,997,838 18,970,016 18,227,893<br />
Fines/Forfeitures/Penalties 16,134,827 20,768,902 12,393,983<br />
Use <strong>of</strong> Money/Property 36,022,456 24,619,738 25,025,560<br />
Intergovernmental Revenues 438,602,708 472,977,910 502,879,835<br />
Charges for Services 209,500,756 132,653,199 133,658,417<br />
Miscellaneous Revenues 78,166,664 105,874,242 104,868,166<br />
Other Financing Sources 60,780,684 72,799,629 79,772,169<br />
Use <strong>of</strong> Fund Balance/Net Assets 39,693,679 160,434,184 137,382,047<br />
Total Financing Sources 1,193,226,569 1,296,575,850 1,310,993,847<br />
Uses <strong>of</strong> Financing by Function:<br />
Administrative & Fiscal Services 206,261,759 172,643,619 169,714,352<br />
Justice Services 203,158,622 218,062,035 226,044,093<br />
Health & Human Services 297,793,292 320,848,358 339,608,587<br />
Development Services 362,445,673 476,875,093 461,491,413<br />
Other <strong>County</strong> Services 51,477,182 69,989,490 80,237,282<br />
Capital Projects 13,699,552 32,932,530 32,381,841<br />
Increase to Fund Balance/Net Assets 58,390,489 5,224,725 1,516,279<br />
Total Financing Uses 1,193,226,569 1,296,575,850 1,310,993,847<br />
Uses <strong>of</strong> Financing by Type:<br />
Salaries & Benefits* 461,440,147 492,180,656 516,702,179<br />
Services & Supplies 460,393,300 513,961,896 544,819,719<br />
Other Charges 341,172,018 305,829,065 302,710,840<br />
Fixed Assets 49,622,581 161,531,858 168,274,049<br />
Operating Transfers 59,531,810 74,313,075 68,647,361<br />
Reimbursements (237,323,776) (259,171,068) (296,044,611)<br />
Appropriations for Contingencies 0 2,705,643 4,368,031<br />
Increase to Fund Balance/Net Assets 58,390,489 5,224,725 1,516,279<br />
Total Financing Uses 1,193,226,569 1,296,575,850 1,310,993,847<br />
*Total Permanent Positions (FTE) 3,657 3,729 3,899<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
36<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> Funding Sources<br />
Use <strong>of</strong> Fund<br />
Other Financing<br />
Taxes<br />
Balance/Net Assets<br />
Sources 10.5%<br />
22.6% Licenses/Permits/<br />
6.1% Franchises<br />
1.4%<br />
Fines/<br />
Miscellaneous<br />
Forfeitures/<br />
Revenues<br />
Penalties<br />
8% 1%<br />
Charges for<br />
Use <strong>of</strong> Money/<br />
Services<br />
Property<br />
10% 2%<br />
Intergovernmental<br />
Revenues<br />
38.4%<br />
Total <strong>Budget</strong> $1.3 Billion<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
37<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> - All Funds<br />
$1.3 Billion<br />
These Functions correspond to the groups <strong>of</strong> departmental budgets located in<br />
the tabbed sections <strong>of</strong> this document. This total includes all budgets<br />
recommended by the <strong>County</strong> Administrator.<br />
Administrative &<br />
Fiscal Services<br />
13%<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Development<br />
Services<br />
35%<br />
*Administrative Support & Fiscal Services also includes Non-Departmental, which<br />
contains revenues and expenditures not allocated directly to departments, and Risk<br />
Management, the <strong>County</strong>'s self-insurance funds, which are already reflected in<br />
department charges. Without these budget units, Administrative & Fiscal Services<br />
would represent 6.5% <strong>of</strong> the total.<br />
The next few pages provide a closer look at the county General Fund only. The<br />
General Fund accounts for a little under a third <strong>of</strong> the total budget recommended<br />
by the <strong>County</strong> Administrator.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
38<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> General Fund Appropriations<br />
(In Millions)<br />
Justice Services<br />
52%<br />
Other*<br />
3%<br />
Capital Projects<br />
1% Health & Human<br />
Services<br />
12%<br />
Development<br />
Services<br />
8.4%<br />
Administration &<br />
Fiscal Services<br />
23.6%*<br />
Total Adopted <strong>Budget</strong> $378.5 Million<br />
(Excludes General Reserve Fund and<br />
Accumulated Capital Outlay (ACO) Funds)<br />
*Other - Includes General Government Transfers ($5.5 million), Other <strong>County</strong><br />
Services ($5.6 million), and Increases to Fund Balance ($0.25 million)<br />
*Administration and Fiscal Services - Includes all expenditures for departments<br />
that serve all others like Auditor-Controller/Treasurer-Tax Collector, Human<br />
Resources, and Information Systems, as well as expenditures serving the entire<br />
organization but budgeted centrally as opposed to included in individual<br />
departmental budgets. Without the latter the total share <strong>of</strong> General Fund would be<br />
23.1%.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
39<br />
Financial Summaries
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> General Fund Financing Sources<br />
(In Millions)<br />
Charges for Services<br />
11.1%<br />
Other*<br />
10.2%<br />
Taxes<br />
52.6%<br />
State/Federal<br />
23.2%<br />
Use <strong>of</strong> Prior Year*<br />
Fund Balance<br />
2.9%<br />
Total <strong>Recommended</strong> <strong>Budget</strong> $378.5 Million<br />
(Excludes General Reserve Fund and<br />
Accumulated Capital Outlay (ACO) Funds)<br />
*Other - Includes Licenses/Permits/Franchises ($10.7 million),<br />
Fines/Forfeitures/Penalties ($8.1 million),<br />
Use <strong>of</strong> Money/Property ($6.7 million), Miscellaneous Revenues ($5.1 <br />
million), and Other Financing Sources ($8 million).<br />
*Use <strong>of</strong> Prior Year Fund Balance - Includes $8.9 million carryover fund<br />
balance and rebudgets <strong>of</strong> Tobacco Settlement Funding for projects<br />
approved in prior years.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 40 Financial Summaries
ADMINISTRATIVE SUPPORT<br />
& FISCAL SERVICES<br />
Administrative Support and Fiscal Services contains the<br />
following departmental budgets:<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator<br />
<strong>County</strong> Counsel<br />
Human Resources<br />
General Services<br />
Information Systems<br />
Non-Departmental<br />
Auditor-Controller/Treasurer-Tax Collector<br />
<strong>County</strong> Clerk-Recorder-Assessor<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
41<br />
Adminstrative Support & Fiscal Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
42<br />
Adminstrative Support & Fiscal Services
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures $6,215,539<br />
The department’s mission is to enrich the quality <strong>of</strong> life in <strong>Sonoma</strong> <strong>County</strong><br />
through superior public service by investing in beautiful, thriving and<br />
Total Revenues/Use <strong>of</strong> Fund Balance $2,408,166<br />
sustainable communities for all.<br />
DEPARTMENT DESCRIPTION<br />
The Board <strong>of</strong> Supervisors is the elected legislative and executive body <strong>of</strong><br />
<strong>Sonoma</strong> <strong>County</strong>, and also the governing body for special districts, such as the<br />
Total General Fund Contribution<br />
Total Staff<br />
% Funded by General Fund<br />
$3,807,373<br />
32.55<br />
61.26%<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency, Community Development Commission, <strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space<br />
District, Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution Control District, and <strong>Sonoma</strong> <strong>County</strong> Public Finance Authority. The <strong>County</strong><br />
Administrator’s Office carries out the policy direction <strong>of</strong> the Board and serves the public by collaboratively leading and supporting the<br />
county organization. In partnership with the community the Board and <strong>County</strong> Administrator’s Office are actively implementing the<br />
<strong>County</strong>’s Strategic Plan goals which are as follows: Economic & Environmental Stewardship, Safe Healthy & Caring Communities,<br />
Investing in the Future, and Civic Services & Engagement.<br />
Major activities include: direct Supervisorial District services; overall county budget/policy development and strategic plan<br />
implementation; Board Clerk functions such as record keeping and meeting coordination (including Assessment Appeals); and<br />
community engagement through legislative advocacy, public information and community outreach. The CAO also oversees the Capital<br />
Project program, which is included under a separate tab.<br />
Board <strong>of</strong> Supervisors<br />
<strong>County</strong> Administrator<br />
Veronica A. Ferguson<br />
District<br />
Services<br />
$2.1 M<br />
<strong>Budget</strong> &<br />
Policy<br />
$2.9 M<br />
Clerk <strong>of</strong> the<br />
Board<br />
$980 K<br />
Community<br />
Engagement<br />
$200 K<br />
Funding Sources<br />
$30,741<br />
General Fund Contribution<br />
Funding Uses<br />
$200,319<br />
$30,741<br />
District Services<br />
$2,377,425<br />
$978,286<br />
<strong>Budget</strong> & Policy<br />
Charges for Service/Other<br />
$2,070,299<br />
Board Clerk<br />
$3,807,373<br />
Community Engagement<br />
Internal Transfers<br />
/Reimbursements<br />
$2,935,894<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
43<br />
Adminstrative Support & Fiscal Services
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions* 30.55 32.55 32.55 0.00 0.00<br />
Notes: positions include 2.6 positions fully funded by the Local Agency Formation Commission<br />
(LAFCO) - an independent agency established by state law.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
District Services<br />
Adopted<br />
1,957,100<br />
<strong>Recommended</strong><br />
2,070,299<br />
Change<br />
113,199<br />
Change<br />
5.8<br />
<strong>Budget</strong> & Policy 2,846,536 2,935,894 89,358 3.1<br />
Board Clerk 1,023,079 978,286 (44,793) (4.4)<br />
Community Engagement 200,319 200,319 0 -<br />
Internal Transfers /Reimbursements 81,590 30,741 (50,849) (62.3)<br />
Total Expenditures 6,108,624 6,215,539 106,915 1.8<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 3,821,994 3,807,373 (14,621) (0.4)<br />
Charges for Service/Other 2,205,040 2,377,425 172,385 7.8<br />
Internal Transfers /Reimbursements 81,590 30,741 (50,849) (62.3)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 6,108,624 6,215,539 106,915 1.8<br />
Notes: Revenues and Expenditures inlcude $31,000 in internal transfers and reimbursements, for a net<br />
budget <strong>of</strong> $6,185,000.<br />
RECOMMENDED BUDGET<br />
<strong>Recommended</strong> budget includes $6.4 million in expenditures; $2.6 million in revenues/reimbursements; and same as prior year $3.8<br />
million General Fund contribution.<br />
Board Staffing<br />
The recommended budget increases by $113,200 or 6% increase over the FY 12-13 reflecting for the most part additional extra help<br />
resources approved during FY 12-13 to ensure continuity <strong>of</strong> services. Extra help <strong>of</strong> 16-20 hours per week per district was approved to<br />
provide much needed administrative support and <strong>of</strong>fice coverage for District staff.<br />
<strong>Budget</strong> & Policy<br />
An increase <strong>of</strong> $89,000 or 3% is reflected as 1.0 Administrative Aide and 1.0 Administrative Analyst to support the Board’s annual work<br />
plan were approved in April <strong>2013</strong>. The FY 12-13 mid-year position adjustments added capacity to support key initiatives already<br />
underway such as the implementation <strong>of</strong> Pension Reform, Road Infrastructure Funding, and implementation <strong>of</strong> the new Enterprise<br />
Financial System, without reducing resources for core operations in the <strong>of</strong>fice.<br />
FY 13-14 recommended budget assumes $172,400 or 8% increase in Charges for Services/Other primarily due to increased<br />
reimbursement for staff assigned to priority projects such as the Enterprise Financial System implementation.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Under the Board <strong>of</strong> Supervisors’ guidance all county programs support the four Strategic Plan focus areas: Safe, Healthy & Caring<br />
Communities; Economic & Environmental Stewardship; Investments in the Future; and Civic Services & Engagement.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
44<br />
Adminstrative Support & Fiscal Services
BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
The recommended budget will support the Board’s Work plan, which currently includes the following priorities: Roads Infrastructure<br />
Funding, Economic Development and Jobs Creation, Energy and Water Sustainability, Agricultural and Environment Stewardship,<br />
Healthiest <strong>County</strong> by 2020, and Support Youth.<br />
In addition, the Community Engagement program, included in the recommended budget at $200,000; aims at keeping the community<br />
informed on local government affairs; encouraging communication between the citizens and all local government <strong>of</strong>ficers; fostering and<br />
maintaining local, state, and federal relationships to benefit and support public services for the residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Strengthened investments in local roads. In 2012, and for the first time in over a decade, the Board increased the amount <strong>of</strong> local<br />
dollars being spent to repair the <strong>County</strong> road network. The Board agreed to a one-time allocation <strong>of</strong> $8 million from the General<br />
Fund directed at road repair efforts.<br />
• Staff continued implementation <strong>of</strong> the Economic Development and Jobs Plan including a $120,000 designation to support a<br />
mentorship program and the Cradle-to-Career countywide initiative.<br />
• Led focused Leadership and Effective Advocacy Efforts. To ensure <strong>Sonoma</strong> <strong>County</strong> has access to the state and federal decision<br />
making, Board members and key executive management staff have are representing <strong>Sonoma</strong> <strong>County</strong>’s community interest and<br />
protecting services by maintaining key leadership positions in the California State Association <strong>of</strong> Counties and the National<br />
Association <strong>of</strong> Counties.<br />
• Built a stronger budget built on transparency and accountability. The Board and CAO strengthened the organizational and fiscal<br />
stability by increasing budget information to policy makers and making all decisions more accessible to the public. In addition, the<br />
Board continued the implementation <strong>of</strong> Pension Reform.<br />
• Grew the hospitality industry. The Board’s active support for increasing tourism support has increased visitors and dollars spent in<br />
2012. Occupancy rates were up 6.2% in 2012. In 2012 tourism generated more than $1.35 billion in destination spending which<br />
meant more than $87 million in state and local government revenue.<br />
• Augmented Property Value Appeals Services. Increased the number <strong>of</strong> Assessment Appeals Board hearings from 10 to 20; revised<br />
all assessment appeals materials for better clarity; increased education to constituents about the appeals process; increased<br />
communication and coordination with the Assessor’s <strong>of</strong>fice; expanded the use <strong>of</strong> technology; and optimized Board staffing<br />
resources.<br />
• Reached labor agreement with the largest county union while implementing the Board’s pension reform efforts and reducing<br />
compensation costs, thereby moving the county forward towards greater fiscal sustainability.<br />
FY 13-14 OBJECTIVES<br />
• Continue to develop long and short term funding to address Roads infrastructure and implement measures to reduce pension<br />
liability while augmenting General Fund reserves. Carry out measures towards Energy & Water Sustainability, Climate Adaption,<br />
Agricultural Stewardship, and a stronger Community’s Safety Net.<br />
• Implement phase one <strong>of</strong> new finance system for greater accountability to taxpayers. In collaboration with the Auditor-Controller-<br />
Treasurer-Tax Collector and the Information Systems departments the county will complete Phase 1 implementation <strong>of</strong> core<br />
financial components <strong>of</strong> the new financial system.<br />
• Coordinate with Health Services and Human Resources departments to implement the first year <strong>of</strong> the Affordable Care Act both as<br />
an employer and with the community to meet Board goals.<br />
• Participate and communicate with criminal justice departments and county partners to ensure integrated coordination <strong>of</strong> AB 109<br />
Public Safety Realignment, including facilitation <strong>of</strong> understanding <strong>of</strong> system criminal justice system impacts and <strong>of</strong>fender<br />
outcomes to assist long range planning for criminal justice system needs and resources.<br />
• Coordinate efforts to update the <strong>Sonoma</strong> <strong>County</strong> Criminal Justice Master Plan due to changes in a lower trend in jail population,<br />
expanded justice system programming and due to impacts on the criminal justice system from AB 109 implementation.<br />
• Lead efforts to advance the <strong>County</strong> Strategic Plan through the use <strong>of</strong> outcome and performance measures, and through integration<br />
<strong>of</strong> strategic initiatives with county fiscal practices.<br />
• Lead effort to provide a review <strong>of</strong> funding structures for some internally focused services to promote cost effective service delivery<br />
and more equitable funding distribution.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
45<br />
Adminstrative Support & Fiscal Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
46<br />
Adminstrative Support & Fiscal Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> Counsel’s <strong>of</strong>fice is committed to providing the highest<br />
quality legal representation and advice, in a timely and responsive manner,<br />
to assist the county, its governing Board <strong>of</strong> Supervisors, and other <strong>of</strong>fice<br />
clients, to promote the public interest, achieve programmatic and strategic<br />
goals, and protect financial resources.<br />
DEPARTMENT DESCRIPTION<br />
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $7,534,095<br />
Total Revenues/Use <strong>of</strong> Fund Balance $5,939,859<br />
Total General Fund Contribution $1,594,236<br />
Total Staff 38.00<br />
% Funded by General Fund 21.16%<br />
The <strong>Sonoma</strong> <strong>County</strong> Counsel is the primary provider <strong>of</strong> legal services to county departments, over 25 special districts, as well as the<br />
Board <strong>of</strong> Supervisors, Grand Jury, Agricultural Preservation and Open Space District, <strong>Sonoma</strong> Marin Area Rail Transit District, <strong>Sonoma</strong><br />
<strong>County</strong> Water Agency, Local Agency Formation Commission, and the <strong>Sonoma</strong> <strong>County</strong> Transportation Authority. In addition to legally<br />
mandated services, <strong>County</strong> Counsel works proactively with client departments to minimize risk, address emerging legal issues, and<br />
achieve policy objectives. Within each <strong>of</strong> the three program areas: Litigation/Labor Law/Justice, Land Use, and<br />
Infrastructure/Public Resources, <strong>County</strong> Counsel either directly handles or coordinates outside counsel in the defense <strong>of</strong> all claims<br />
filed against the county, and proactively works to minimize risk and assist in policy development and implementation. In addition to<br />
providing daily advice on issues such as contract compliance, employment conditions, and land use planning, <strong>County</strong> Counsel attorneys<br />
regularly represent <strong>County</strong> departments and agencies in various court proceedings and hearings. <strong>County</strong> Counsel also manages the<br />
criminal defense conflict counsel contract.<br />
Bruce Goldstein<br />
<strong>County</strong> Counsel<br />
Litigation/ Labor Law<br />
/Justice<br />
$2.6 M<br />
Land Use<br />
$2.0 M<br />
Infrastructure<br />
/Public Resources<br />
$2.9 M<br />
Funding Sources<br />
$150,000<br />
General Fund<br />
Contribution<br />
Funding Uses<br />
Litigation, Labor Law,<br />
& Justice<br />
$2,804,504<br />
$2,973,985<br />
Charges for Services<br />
$1,594,236<br />
$2,577,454<br />
Land Use<br />
Cost Reimbursement<br />
$2,985,355<br />
Miscellaneous<br />
Revenue<br />
$1,982,656<br />
Infrastructure & Public<br />
Resources<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
47<br />
Adminstrative Support & Fiscal Services
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 36.05 38.00 38.00 0.00 -<br />
Note: Positions increased in FY 12-13 by 1.0 FTE Deputy Counsel, the additional .95 FTE<br />
repesents rounding <strong>of</strong> existing partial positions to full FTEs.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Litigation, Labor Law, & Justice<br />
Adopted<br />
2,439,778<br />
<strong>Recommended</strong><br />
2,577,454<br />
Change<br />
137,676<br />
Change<br />
5.6<br />
Land Use 1,876,755 1,982,656 105,901 5.6<br />
Infrastructure & Public Resources 2,815,125 2,973,985 158,860 5.6<br />
Total Expenditures 7,131,658 7,534,095 402,437 5.6<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 1,708,236 1,594,236 (114,000) (6.7)<br />
Charges for Services 2,777,411 2,985,355 207,944 7.5<br />
Cost Reimbursement 2,493,444 2,804,504 311,060 12.5<br />
Miscellaneous Revenue 152,567 150,000 (2,567) (1.7)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 7,131,658 7,534,095 402,437 5.6<br />
RECOMMENDED BUDGET<br />
Expenditures for the <strong>County</strong> Counsel’s Office are increasing by $396,000 (5.6%) over FY 12-13, primarily due to incremental salary and<br />
benefit cost increases for existing staff, and the addition <strong>of</strong> 1.0 FTE Deputy <strong>County</strong> Counsel to provide billable services, noted above<br />
spread equally over all program areas.<br />
The anticipated revenue is funded primarily by an increase to hourly rates resulting in an increase in Charges for Service ($196,000) and<br />
Cost Reimbursement ($317,000) including new revenue from the Criminal Justice Realignment fund to provide legal advice and support<br />
<strong>of</strong> realigned programs. This is <strong>of</strong>fset by a decrease in one-time General Fund support <strong>of</strong> $114,000 (6.7%) from FY 12-13, which was<br />
added to fund code enforcement activities initiated by the Permit and Resources Management Department (PRMD). In FY 13-14, the<br />
Office will continue to provide representation in code enforcement actions at the estimated cost <strong>of</strong> $114,000, which will be reimbursed<br />
directly by PRMD deferred revenue.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
<strong>County</strong> Counsel concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
<strong>County</strong> Counsel provides legal support to virtually every significant project undertaken to advance the <strong>County</strong> Strategic Plan, as well as<br />
the Board’s <strong>2013</strong> Work Plan. Litigation, Labor Law & Justice ($2.6 million) is most closely aligned with “Safe, Healthy and Caring<br />
Communities” by supporting Criminal Justice departments and safeguarding children and others in need. Land Use ($2.0 million) aligns<br />
with “Economic & Environmental Stewardship” by advising the Board on zoning and land use matters which impact the quality <strong>of</strong> life<br />
<strong>of</strong> the community, and serves to protect local resource management. The Infrastructure & Public Resources division ($2.9 million) also<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
48<br />
Adminstrative Support & Fiscal Services
COUNTY COUNSEL<br />
Bruce Goldstein, <strong>County</strong> Counsel<br />
supports “Economic & Environmental Stewardship” by advising the Board on water, energy, and climate protection projects, as well as<br />
providing legal advice related to the protection and maintenance <strong>of</strong> public lands and open space.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Provided legal assistance in identifying and attempting to mitigate the adverse impacts <strong>of</strong> various proposed tribal development<br />
projects, including negotiating an Intergovernmental Mitigation Agreement with the Federated Indians <strong>of</strong> Graton Rancheria.<br />
• Provided legal assistance to the Board in its consideration and defense <strong>of</strong> land use decisions, including Sequoia Gardens Park mobile<br />
home park conversion, Bodega Bay Public Utilities District clean water well, Cornell Winery Project, Syar Alexander Valley<br />
Instream Mining Project, and Best Family Winery Project.<br />
• Provided legal assistance to the <strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space District in negotiating transfer <strong>of</strong> fee<br />
properties to park entities, including Fitch Mountain to the City <strong>of</strong> Healdsburg, Taylor Mountain to <strong>County</strong> Regional Parks, and the<br />
Montini Open Space Preserve to the City <strong>of</strong> <strong>Sonoma</strong>.<br />
• Provided legal assistance regarding the dissolution <strong>of</strong> nineteen lighting districts and consolidating the management <strong>of</strong> existing lighting<br />
services into CSA 41.<br />
• Worked closely with Water Agency staff and consultants to develop the “<strong>Sonoma</strong> Clean Power” community choice aggregation<br />
program Joint Powers Agreement.<br />
• Assisted Community Development Commission staff to interpret and comply with the provisions <strong>of</strong> the redevelopment Dissolution<br />
Act and filed suit against California Department <strong>of</strong> Finance to protect use <strong>of</strong> redevelopment funds for Highway 12 and Roseland Plaza<br />
projects.<br />
• Provided legal support for <strong>Sonoma</strong> <strong>County</strong> Airport Runway Improvement project acquisition, mitigation and construction.<br />
• Provided legal support for real property acquisitions and construction <strong>of</strong> <strong>Sonoma</strong> Marin Area Rail Transit District (SMART) regional<br />
commuter rail system.<br />
• Provided legal assistance to the Board on pension reform issues, including interpreting impacts <strong>of</strong> statewide pension reforms.<br />
• Represented the Human Services Department in all phases <strong>of</strong> over 3,000 juvenile dependency cases, making court appearances and<br />
successfully representing the Department in numerous appeals.<br />
FY 13-14 OBJECTIVES<br />
• Provide legal assistance to the Board and PRMD on new regulations and initiatives, including the Development Code and renewable<br />
energy code amendments.<br />
• Continue providing assistance to the <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program (SCEIP) to resolve pending issues with the<br />
Federal Housing Finance Agency, and promote a growing, dynamic program.<br />
• Continue legal support to Caltrans and SCTA for Highway 101 improvement project right <strong>of</strong> way acquisitions.<br />
• Provide legal support to LAFCO and <strong>County</strong> to address legal and governance issues related to fire and other special districts.<br />
• Assist the Department <strong>of</strong> Health Service and the Human Resources Department in implementation <strong>of</strong> the Affordable Care Act.<br />
• Negotiate agreements with tribes to fully mitigate local impacts <strong>of</strong> tribal development projects.<br />
• Work with Risk Management and Information Systems Department to develop an improved litigation case management program to<br />
reduce overall litigation costs and risk exposure.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
49<br />
Adminstrative Support & Fiscal Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
50<br />
Adminstrative Support & Fiscal Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the Human Resources Department is to provide<br />
comprehensive leadership and guidance by recruiting, developing and<br />
retaining an outstanding workforce that provides quality public services to<br />
the citizens <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENTAL DESCRIPTION<br />
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $63,620,216<br />
Total Revenues/Use <strong>of</strong> Fund Balance $58,241,883<br />
Total General Fund Contribution $5,378,333<br />
Total Staff 55.00<br />
% Funded by General Fund 8.45%<br />
The Human Resources Department provides a wide variety <strong>of</strong> human resources and risk management services for the <strong>County</strong> and is<br />
organized into two divisions, Human Resources and Risk Management. Within Human Resources the primary functions are<br />
Recruitment, Classification, and Labor Relations, Training, managing the Human Resources Management System (HRMS), and<br />
Commissions. The primary functions <strong>of</strong> Risk Management are Employee Benefits, Liability and Insurance Administration, Equal<br />
Employment and Opportunity (EEO) and Americans with Disabilities Act (ADA) compliance, and Employee Disability and Safety<br />
Administration.<br />
Wendy Macy<br />
Director<br />
Human<br />
Resources<br />
Risk<br />
Management<br />
Recruitment/Class/<br />
Labor Relations<br />
$2.9 M<br />
Training/HRMS/<br />
Commissions<br />
$1.2 M<br />
Employee<br />
Benefits<br />
$27.4 M<br />
Liability &<br />
Ins. Admin.<br />
EEO/ADA<br />
$9.7 M<br />
Disability &<br />
Safety Admin.<br />
$16.9 M<br />
Funding Sources<br />
$14,196,547<br />
$5,378,333<br />
General Fund<br />
Contribution<br />
Premiums<br />
Funding Uses<br />
$5,436,793<br />
$16,933,523<br />
$2,940,755<br />
$1,206,560<br />
Recruitment<br />
/Classification /<br />
Labor Relations<br />
Training /HRMS/<br />
Commissions<br />
Interest<br />
Employee Benefits<br />
$5,436,793<br />
$2,768,260<br />
$419,984<br />
$35,420,299<br />
Charges for Services<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$9,677,487<br />
$27,425,098<br />
Liability /Insurance<br />
Administration /EEO<br />
/ADA<br />
Disability & Safety<br />
Administration<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
51<br />
Adminstrative Support & Fiscal Services
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Human Resources 24.00 25.50 29.50 4.00 15.7<br />
Risk Management 24.50 24.50 25.50 1.00 4.1<br />
Total Permanent Positions 48.50 50.00 55.00 5.00 10.0<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Human Resources<br />
Recruitment /Classification /Labor Relations<br />
Adopted<br />
2,580,941<br />
<strong>Recommended</strong><br />
2,940,755<br />
Change<br />
359,814<br />
Change<br />
13.9<br />
Training /HRMS /Commissions 763,249 1,206,560 443,311 58.1<br />
Internal Transfers /Reimbursements 715,760 690,873 (24,887) (3.5)<br />
Risk Management<br />
Employee Benefits 30,752,338 27,425,098 (3,327,240) (10.8)<br />
Liability /Insurance Administration /EEO /ADA 10,517,058 9,677,487 (839,571) (8.0)<br />
Disability & Safety Administration 15,420,662 16,933,523 1,512,861 9.8<br />
Internal Transfers /Reimbursements 4,252,442 4,745,920 493,478 11.6<br />
Total Expenditures 65,002,450 63,620,216 (1,382,234) (2.1)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 4,294,946 5,378,333 1,083,387 25.2<br />
Premiums 37,467,207 35,420,299 (2,046,908) (5.5)<br />
Interest 542,710 419,984 (122,726) (22.6)<br />
Reimbursements from other Departments 2,957,057 2,768,260 (188,797) (6.4)<br />
Internal Transfers /Reimbursements 4,968,202 5,436,793 468,591 9.4<br />
Use <strong>of</strong> Fund Balance 14,772,328 14,196,547 (575,781) (3.9)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 65,002,450 63,620,216 (1,382,234) (2.1)<br />
Notes: Expenses and Revenues include $5.4 million in internal transfers and reimbursements, thus resulting<br />
in a total net budget <strong>of</strong> $58.2 million.<br />
RECOMMENDED BUDGET<br />
Expenditures for the Human Resources Department are decreasing by $1.4 million or 2.1%. This is primarily due to the decrease in<br />
claims in the <strong>County</strong> Health Plan and General Liability, <strong>of</strong>fset by increases in Workers’ Compensation claims, reinstatement <strong>of</strong> the<br />
<strong>County</strong>’s Training Division, and additional positions in Recruitment/Classification and Labor Relations.<br />
Recruitment/Classification/Labor Relations<br />
The expenditure increase <strong>of</strong> $360,000 is largely to fund 1.5 FTE Human Resources Analyst positions approved in October, 2012 to meet<br />
<strong>County</strong>-wide recruitment and classification needs ($213,000), and a 1.0 FTE Human Resource Analyst in Employee Relations for<br />
projects such as compensation surveys, meet and confer sessions with labor organizations, and labor negotiations ($147,000). The<br />
Department expects this position to reduce the need for outside negotiators during future negotiations.<br />
Training/HRMS/Commissions Division<br />
Most ($388,000) <strong>of</strong> the increased expense for this Division is to reinstate the <strong>County</strong>’s Training unit, eliminated in FY 09-10 due to<br />
budget cuts. This includes adding two positions (1.0 FTE Training Manager and 1.0 FTE Senior Office Assistant) and funding for<br />
contract trainers. In a recent survey over half <strong>of</strong> the <strong>County</strong>’s employees expressed interest in advancing their careers. This Division will<br />
provide training to strengthen the skills staff use in their current roles as well as help prepare staff for promotional opportunities,<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
52<br />
Adminstrative Support & Fiscal Services
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
including leadership development as part <strong>of</strong> succession planning. An additional $55,000 will fully fund a position the Department had<br />
loaned to the HRMS project.<br />
The Division is also adding a 1.0 FTE Department Information Systems Specialist II to properly support HRMS; funding for this<br />
position is budgeted in the HRMS-Enterprise Resource Planning Internal Services fund managed by the ACTTC.<br />
Employee Benefits<br />
The costs for the Employee Benefits Unit are decreasing by $3.3 million due to lower claims and administrative expenses as a result <strong>of</strong><br />
fewer enrollees in the <strong>County</strong> Health Plan.<br />
The budget adds 1.0 FTE Department Analyst at a cost <strong>of</strong> $126,000 with the costs allocated across the Risk Management Division. This<br />
position will focus on data analysis and contract management. Due to elimination <strong>of</strong> a position in FY 11-12, these tasks have been<br />
performed by accounting staff who will now be able to more closely manage trust funds established in 2010 for health insurance and life<br />
insurance premiums, with $65 million in annual responsibility, as well as improve tracking and reconciliation <strong>of</strong> the <strong>County</strong>’s selfinsured<br />
programs in health, workers compensation, and liability.<br />
Liability and Insurance Administration<br />
There is a decrease in expenditures <strong>of</strong> $840,000 with reduced legal and claims expense for General Liability due to favorable claims<br />
experience ($565,000), a reduced share <strong>of</strong> the department’s administrative costs ($84,000), a reduced amount to adjust the program’s<br />
liability ($66,000), and reduced premiums and property insurance deductible amounts ($116,000) in General Insurance.<br />
Disability and Safety Administration<br />
There is an increase in expenditures <strong>of</strong> $1.5 million due to a $1.0 million estimated increase in claims expense for Workers’<br />
Compensation, an increase <strong>of</strong> $400,000 in short and long term liability based on actuarial projections, and a $50,000 increase to provide<br />
additional safety consulting and training. The rates charged to departments to finance these costs have been increased accordingly.<br />
Also, <strong>County</strong>-wide funds from a settlement <strong>of</strong> tobacco-related claims are decreasing. Thus, this budget replaces $400,000 in those funds<br />
allocated to the Department to support compliance with the Americans with Disabilities Act with an equivalent amount <strong>of</strong> General Fund<br />
support.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Human Resources Department supports all departments in serving <strong>Sonoma</strong> <strong>County</strong>. This role and the Department’s $63 million<br />
budget are most closely aligned with the Strategic Plan goal <strong>of</strong> Civic Services and Engagement, and more particularly the outcome <strong>of</strong><br />
having a pr<strong>of</strong>essionally managed, responsible <strong>County</strong> organization.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Developed the first phase <strong>of</strong> a <strong>County</strong> Career Path and Pr<strong>of</strong>essional Development program, including identification <strong>of</strong> key<br />
competencies and an assessment <strong>of</strong> current capacity in those competencies.<br />
• Developed training courses for managers and supervisors on departmental human resource functions.<br />
• Analyzed the span <strong>of</strong> control <strong>of</strong> management and supervisory positions.<br />
• Developed labor negotiations strategy to resolve the <strong>County</strong>’s structural budget deficit by permanently reducing costs, particularly<br />
for pensions. Reached agreement with Service Employees International Union (SEIU), the <strong>County</strong>’s largest employee organization,<br />
and also reduced compensation for the Board <strong>of</strong> Supervisors, Department Heads, and most management positions. These changes<br />
will save the <strong>County</strong> $19.7 million from March, <strong>2013</strong> through October, 2015, and save $115 million in pension costs over ten<br />
years.<br />
• Continued development <strong>of</strong> HRMS functionality, including implementation <strong>of</strong> Benefits Self Service, Leave Administration, tracking<br />
department safety activities; an organization chart builder; and improved EEO reporting.<br />
• Completed first phase <strong>of</strong> a <strong>County</strong> Enterprise Risk Management strategic plan - assessed Risk Management’s role within <strong>County</strong><br />
organization, evaluated service delivery expectations, and identified opportunities to better meet the needs <strong>of</strong> our customers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
53<br />
Adminstrative Support & Fiscal Services
HUMAN RESOURCES<br />
Wendy Macy, Director<br />
• As part <strong>of</strong> the <strong>County</strong>’s Employee Wellness Program, held a two day Health and Wellness Fair for employees and retirees, and<br />
promoted participation in the Healthy Habits program sponsored by health care providers.<br />
• Completed development <strong>of</strong> a comprehensive Military Leave Policy and Drug and Alcohol Policy, incorporating current guidelines,<br />
industry best practices, and applicable law.<br />
• Developed and implemented basic elements <strong>of</strong> Aerosol Transmissible Disease Program to comply with Cal-OSHA standards.<br />
• Completed insurance toolkit, an online insurance resource for <strong>County</strong> departments, and automated insurance certificate generation<br />
procedure.<br />
• In cooperation with General Services, completed <strong>County</strong>-wide appraisal <strong>of</strong> <strong>County</strong> owned structures for property and earthquake<br />
insurance program.<br />
• Provided enhanced support <strong>of</strong> continuing education, and improved training tracking, for compliance with State mandated<br />
Preventing Sexual Harassment for supervisors and managers (AB1825).<br />
FY 13-14 OBJECTIVES<br />
• Evaluate alignment <strong>of</strong> <strong>County</strong>-sponsored medical plans to Federal Health Care Reform Initiatives.<br />
• Incorporate and train employees on new Health Reimbursement Arrangement (HRA) and other benefit services agreed to through<br />
contract negotiations.<br />
• Revise 2005 Temporary Transitional Duty Policy, to be consistent with industry best practices and current law, and incorporate into<br />
comprehensive Leave Management Program.<br />
• Continue accessibility enhancements and advance an online county complex map identifying accessible parking and electric<br />
vehicle charging stations, and ensure content published to <strong>County</strong> web sites is compliant with the <strong>County</strong>’s Web Site Accessibility<br />
Policy.<br />
• Continue development <strong>of</strong> a <strong>County</strong> Enterprise Risk Management (ERM) strategic plan to better integrate risk prevention into<br />
<strong>County</strong> programs, based on feedback from User Group meetings.<br />
• Continue to support <strong>County</strong>’s Cradle to Career initiative with partners in education and employment to maintain a strong presence<br />
as an employer <strong>of</strong> choice, and to enhance the <strong>County</strong>’s internship program to build a path to <strong>County</strong> careers.<br />
• Complete negotiations with ten remaining labor organizations.<br />
• Establish a robust training program that supports empowering <strong>County</strong> staff.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
54<br />
Adminstrative Support & Fiscal Services
GENERAL SERVICES<br />
Jose Obregon, Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$37,828,942<br />
The mission <strong>of</strong> the General Services Department is to efficiently plan,<br />
provide, and manage quality facilities, vehicle and equipment procurement,<br />
Total Revenues/Use <strong>of</strong> Fund Balance $21,704,605<br />
and energy and sustainability services to support <strong>Sonoma</strong> <strong>County</strong><br />
Total General Fund Contribution $16,124,337<br />
departments and agencies in the accomplishment <strong>of</strong> their goals. Total Staff 115.50<br />
DEPARTMENTAL DESCRIPTION % Funded by General Fund 42.62%<br />
The General Services Department provides a variety <strong>of</strong> internal service<br />
functions that support departmental activity in county government. The department is made up <strong>of</strong> six program areas: Energy and<br />
Sustainability, Fleet Operations, Purchasing, Veterans Buildings, Facilities Development and Management, and Administration. Energy<br />
and Sustainability provides effective planning, management and control <strong>of</strong> energy use and sustainability for major portions <strong>of</strong> <strong>County</strong><br />
operations. Fleet Operations is responsible for the management and maintenance <strong>of</strong> the <strong>County</strong>’s light and heavy duty vehicle fleets.<br />
Purchasing is responsible for the purchase <strong>of</strong> goods and services required for <strong>County</strong> operations. In addition to procurement, the<br />
Division also executes contracts for pr<strong>of</strong>essional services and assists departments in contract review. The Veterans Memorial Buildings<br />
Program provides meeting space for the county’s Veterans organizations and to the public and non-pr<strong>of</strong>it groups. Facilities<br />
Development and Management performs major and small construction improvements to county facilities as well as providing building,<br />
equipment, and janitorial maintenance and leasing, acquisition and sale <strong>of</strong> real property. Administration provides administrative, fiscal<br />
and human resources support to the other program areas in General Services.<br />
Jose Obregon<br />
Director<br />
Energy &<br />
Sustainability<br />
$8.6 M<br />
Fleet<br />
Operations<br />
$11.3 M<br />
Purchasing<br />
$1.1 M<br />
Veterans<br />
Buildings<br />
$493 K<br />
Facilities<br />
Development &<br />
Management<br />
$14.2 M<br />
Administration<br />
$1.6 M<br />
Funding Sources<br />
$2,389,362<br />
$689,767 $715,933<br />
General Fund <br />
Contribution<br />
Use <strong>of</strong><br />
Money/Property<br />
Funding Uses<br />
$1,574,918 $689,767<br />
$ 14,005,884<br />
Energy &<br />
Sustainability<br />
Fleet Operations<br />
Charges for Services<br />
$8,600,092<br />
Purchasing<br />
$16,124,337<br />
Miscellaneous<br />
Revenue<br />
Internal Transfers<br />
/Reimbursements<br />
Veterans Buildings<br />
Facilities Development<br />
& Mgmt<br />
Administration<br />
$17,532,346<br />
$377,197<br />
Use <strong>of</strong> Fund Balance<br />
$493,910<br />
$11,331,499<br />
Internal Transfers<br />
$1,132,872 /Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
55<br />
Adminstrative Support & Fiscal Services
GENERAL SERVICES<br />
Jose Obregon, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 113.10 114.10 115.50 1.40 1.2<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Energy & Sustainability 8,409,810 8,600,092 190,282 2.3<br />
Fleet Operations 10,751,809 11,331,499 579,690 5.4<br />
Purchasing 1,082,913 1,132,872 49,959 4.6<br />
Veterans Buildings 348,658 493,910 145,252 41.7<br />
Facilities Development & Mgmt 15,200,187 14,005,884 (1,194,303) (7.9)<br />
Administration 1,461,580 1,574,918 113,338 7.8<br />
Internal Transfers /Reimbursements 605,426 689,767 84,341 13.9<br />
Total Expenditures 37,860,383 37,828,942 (31,441) (0.1)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 16,801,642 16,124,337 (677,305) (4.0)<br />
Use <strong>of</strong> Money/Property 397,276 377,197 (20,079) (5.1)<br />
Charges for Services 17,658,964 17,532,346 (126,618) (0.7)<br />
Miscellaneous Revenue 2,553,752 2,389,362 (164,390) (6.4)<br />
Internal Transfers /Reimbursements 605,426 689,767 84,341 13.9<br />
Use <strong>of</strong> Fund Balance (156,677) 715,933 872,610 (556.9)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 37,860,383 37,828,942 (31,441) (0.1)<br />
Notes: Transfers and reimbursements <strong>of</strong> expenses from one part <strong>of</strong> the General Services budget to another<br />
total $690,000 for a net budget <strong>of</strong> $37.3 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget for the General Services Department reflects overall expenditures <strong>of</strong> $38 million, $22 million in revenues and<br />
reimbursements and $16 million in General Fund contribution. General Services Department net cost to the General Fund went down<br />
$677,305 from the FY 12-13 Adopted <strong>Budget</strong>.<br />
The Energy& Sustainability Division budget increased by $190,000 due to higher natural gas prices and an increase in debt service costs<br />
associated with energy efficiency and renewable energy projects. The <strong>County</strong> continues to benefit from the comprehensive energy<br />
project (CEP) which was completed in 2010 and included the installation <strong>of</strong> the fuel cell at the <strong>County</strong> Administration Center, but rising<br />
natural gas and electricity rates have pushed overall energy costs up. General Services estimates that the CEP has saved the <strong>County</strong><br />
$420,000 since FY 10-11.<br />
The Fleet Operations Division is restoring 1.0 FTE Heavy Equipment Mechanic to accommodate an increase in workload in the heavy<br />
equipment section. This increase in workload is due to the aging <strong>of</strong> the fleet, a shared service agreement with Rohnert Park for<br />
maintenance <strong>of</strong> their heavy equipment fleet, and an increase in field services. The cost <strong>of</strong> this position is $120,000 and will be paid for<br />
by increasing revenues for work performed. There is no net cost increase associated with adding this position.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
56<br />
Adminstrative Support & Fiscal Services
GENERAL SERVICES<br />
Jose Obregon, Director<br />
The Administration Division is adding 0.4 FTE Account Clerk at a total cost <strong>of</strong> $35,000. This position is required to accommodate the<br />
increased financial and accounting workload realized when the Veterans Buildings program was shifted to General Services. The cost <strong>of</strong><br />
this position will be reimbursed from the Veterans Buildings revenues and therefore will have no impact to the General Fund.<br />
In FY 12-13, the Board approved increases to appropriations to the Veterans Buildings <strong>of</strong> $207,000 for ongoing operational costs. This<br />
increase in appropriations is included in the FY 13-14 <strong>Recommended</strong> <strong>Budget</strong>.<br />
Expenditures in Facilities Development and Management declined by $1.8 million due to decrease in facilities long term debt. The Real<br />
Estate unit saw an increase <strong>of</strong> $180,000 due to increased lease costs associated with the BayWEB communications project which will<br />
support data interoperability and allow participating Bay Area emergency responders to connect on a common dedicated data network.<br />
The expanded sites associated with these increased lease costs are necessary for continued installation <strong>of</strong> the BayWEB equipment in<br />
<strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Economic and Environmental Stewardship: The General Services Department works to ensure that resources are sustainably managed.<br />
General Services has implemented best practices for the <strong>County</strong>’s fleet management, procurement <strong>of</strong> goods, construction methods and<br />
utility consumption including energy water and solid waste in order to achieve greenhouse gas emissions reduction for internal county<br />
operations.<br />
In FY 13-14, fuel efficient vehicles will be 22.9% <strong>of</strong> the total automotive fleet and 77.4% <strong>of</strong> the total eligible fuel-efficient sedans. Fleet<br />
Operations is working with the Metropolitan Transportation Commission to deploy 25 public access electric vehicle chargers around the<br />
<strong>County</strong> totaling $275,000. Additionally, two programs, the <strong>Sonoma</strong> <strong>County</strong> Energy Watch ($372,889), and <strong>Sonoma</strong> <strong>County</strong>’s Energy<br />
Independence Program ($913,273), continue to provide outreach to community residents, businesses, and local government agencies to<br />
assist in implementing energy efficiency and renewable energy measures.<br />
Invest in the Future: The initial planning phase <strong>of</strong> the Comprehensive <strong>County</strong> Facilities Plan (C.C.F.P.) has concluded. The C.C.F.P.<br />
recommends strategies for internal service efficiencies, partnering, co-locations with internal and other entities, mobility,<br />
community/customer access to services and sustainability. The C.C.F.P. provides a road map for achieving the Strategic Plan objectives<br />
for county facilities, such as the reduction <strong>of</strong> facility costs and use <strong>of</strong> county facility and real estate assets to their highest and best use.<br />
The C.C.F.P. site assessment implementation phase will commence in FY 13-14, $50,000 has been budgeted for this effort.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators Actual Estimated Projected<br />
Facilities Development and Managemnt<br />
Capital projects completed within budget 83% 95% 100%<br />
Capital projects completed on schedule 100% 100% 100%<br />
Small construction projects completed within budget 98% 97% 98%<br />
Small construction projects completed on schedule 75% 71% 75%<br />
Fleet Operations<br />
Preventative maintenance completed on schedule 42% * 44% * 44% *<br />
Purchasing<br />
Blanket purchase orders renewed before expiration date 94% 94% 98%<br />
Average number <strong>of</strong> days from receipt <strong>of</strong> requisition to<br />
issuance <strong>of</strong> purchase order 8 5 4<br />
Contracts reviewed within seven business days 97% 95% 98%<br />
*Considered late if 1,000 miles beyond scheduled planned maintenance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
57<br />
Adminstrative Support & Fiscal Services
GENERAL SERVICES<br />
Jose Obregon, Director<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Continued barrier removal projects identified in the updated American with Disabilities Act Transition Plan for <strong>County</strong> Facilities to<br />
improve public access.<br />
• Presented the <strong>County</strong> Comprehensive Facility Plan to the Board <strong>of</strong> Supervisors and received approval to continue developing the<br />
plan to invest in the future by ensuring the highest and best use <strong>of</strong> space and facilities.<br />
• Initiated Communication Tower improvements to support the Sheriff Office’s critical First Responder communication network to<br />
improve public safety’s communications abilities, directly impacting <strong>of</strong>ficer safety and emergency responders’ ability to operate<br />
more effectively and provide better services to the community.<br />
• <strong>Sonoma</strong> <strong>County</strong> Electric Trail charging station installations completed in south county locations to support economic and<br />
environmental stewardship by reducing carbon emissions.<br />
• Second Los Guilicos Campus 706 kilowatt solar photovoltaic system installed, providing all on-site electrical needs for the Juvenile<br />
Justice Center providing 100% renewable energy to the site.<br />
• Successfully transitioned oversight and management <strong>of</strong> the Veterans Buildings operations from Regional Parks to General Services<br />
and completed concession agreements with the third party operators that preserve the Veteran groups use <strong>of</strong> the facilities.<br />
• As the selected Certification Agent, the <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program launched and delivered the Windsor “Pay<br />
As You Save”, pilot water bill efficiency financing program.<br />
• Completed the shared services agreement with Healdsburg Electric to deliver the residential consumer energy efficiency program.<br />
FY 13-14 OBJECTIVES<br />
• Continue barrier removal projects identified in the updated American with Disabilities Act Transition Plan for <strong>County</strong> Facilities to<br />
improve public access.<br />
• Develop costs and funding plan for the <strong>County</strong> Comprehensive Facility Plan to continue developing the plan to invest in the future<br />
by providing the highest and best use <strong>of</strong> space and facilities.<br />
• Continue Communication Tower improvements to support the Sheriff Department’s critical First Responder communication<br />
network to improve public safety’s communications abilities, directly impacting <strong>of</strong>ficer safety and emergency responders’ ability to<br />
operate more effectively and provide better services to the community.<br />
• Relocate the Fleet Operations light equipment facility to accommodate construction <strong>of</strong> the new courthouse.<br />
• Expand <strong>Sonoma</strong> <strong>County</strong> Electric Trail by installing charging stations in north county locations to support economic and<br />
environmental stewardship by reducing carbon emissions.<br />
• Assist public agencies to participate in a regional group purchase <strong>of</strong> solar electric systems by leveraging economies <strong>of</strong> scale and<br />
reducing costs through energy and resource efficiency.<br />
• Develop and implement strategies to increase the number <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> Energy Independence Program projects for<br />
commercial properties.<br />
• Provide a leadership role in integrating procurement services across the <strong>County</strong> through involvement in the Request for Proposal<br />
process, resulting in efficiencies and cost savings.<br />
• Increase facility maintenance work, to continue to allow the <strong>County</strong>’s aging infrastructure to be operated in a safe, compliant and<br />
sustainable manner.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
58<br />
Adminstrative Support & Fiscal Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the Information Systems Department is to maximize public<br />
service and financial savings through the implementation <strong>of</strong> technology<br />
solutions that support and enhance current and future service delivery<br />
systems <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENT DESCRIPTION<br />
INFORMATION SYSTEMS<br />
John Hartwig, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $38,976,021<br />
Total Revenues/Use <strong>of</strong> Fund Balance $38,459,190<br />
Total General Fund Contribution $516,831<br />
Total Staff 106.50<br />
% Funded by General Fund 1.33%<br />
The Information Systems Department is responsible for providing leadership,<br />
support, and coordination <strong>of</strong> technological efforts in most <strong>County</strong> departments. Workload is divided into four major programs which<br />
support administrative functions, client business services (including copying and printing, courier, and records retention and storage), <br />
s<strong>of</strong>tware systems development, and technology operations and infrastructure. Other major expenses include funding for desktop and<br />
similar equipment, and <strong>County</strong>-wide technology infrastructure. At the enterprise level, the services combine to effectively bridge needs<br />
to produce a consistent, affordable, and sustainable technology foundation.<br />
John Hartwig<br />
Director<br />
Administration<br />
$1.7 M<br />
Business<br />
Services Group<br />
$4.6 M<br />
Systems &<br />
Programming<br />
$6.5 M<br />
Technical<br />
Services<br />
$13.6 M<br />
Desktop<br />
Replacement<br />
$1.1 M<br />
Infrastructure<br />
Replacement<br />
$3.5 M<br />
Funding Sources<br />
$7,986,527 $743,785<br />
$516,831<br />
General Fund<br />
Contribution<br />
Charges for Services<br />
Funding Uses<br />
$1,685,738<br />
$7,986,527<br />
$4,630,049<br />
Administration<br />
Business Services<br />
Group<br />
$1,411,937<br />
Infrastructure<br />
Replacement Charges<br />
Contributions to<br />
Desktop Replacement<br />
$3,499,496<br />
$6,488,309<br />
Systems &<br />
Programming<br />
Technical Services<br />
Desktop Replacement<br />
$2,416,989<br />
$25,899,952<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$1,130,655<br />
$13,555,247<br />
Infrastructure<br />
Replacement Expense<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
59<br />
Adminstrative Support & Fiscal Services
INFORMATION SYSTEMS<br />
John Hartwig, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 106.50 106.50 106.50 0.00 0.00<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Administration<br />
Adopted<br />
1,727,589<br />
<strong>Recommended</strong><br />
1,685,738<br />
Change<br />
(41,851)<br />
Change<br />
(2.4)<br />
Business Services Group 4,809,510 4,630,049 (179,461) (3.7)<br />
Systems & Programming 6,289,990 6,488,309 198,319 3.2<br />
Technical Services 13,513,744 13,555,247 41,503 0.3<br />
Desktop Replacement 1,118,280 1,130,655 82,951 7.4<br />
Infrastructure Replacement Expense 4,081,617 3,499,496 (582,121) (14.3)<br />
Internal Transfers /Reimbursements 6,442,488 7,986,527 1,544,039 24.0<br />
Total Expenditures 37,983,218 38,976,021 1,063,379 2.8<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 516,831 516,831 0 -<br />
Charges for Services 25,839,454 25,899,952 60,498 0.2<br />
Infrastructure Replacement Charges 0 2,416,989 2,416,989 100.0<br />
Contributions to Desktop Replacement 986,327 1,411,937 370,366 37.6<br />
Internal Transfers /Reimbursements 6,442,488 7,986,527 1,544,039 24.0<br />
Use <strong>of</strong> Fund Balance 4,198,118 743,785 (3,328,513) (79.3)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 37,983,218 38,976,021 1,063,379 2.8<br />
Note: Expenses and revenues include $8 million in internal transfers and reimbursements, thus<br />
resulting in a total net budget <strong>of</strong> $31 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures for the Information Systems Department <strong>of</strong> $39 million, including $4.6 million<br />
for equipment and $26.4 million for services. Revenue sources include $25.9 million in charges to users (mostly <strong>County</strong> departments)<br />
for services, $3.8 million in charges for equipment and $517,000 in General Fund. Major changes include:<br />
Business Services Group<br />
Expenditures in the Business Services Group will decrease $179,000. This reflects a continuing decrease in the need for services such as<br />
the courier that delivers mail across <strong>County</strong> locations, mail to outside parties, and centralized copying and printing. The Department will<br />
reduce its costs by re-assigning one staff person from Reprographics to Systems and Programming for web services, and reallocate some<br />
costs for administration to more accurately reflect the current organizational structure.<br />
In FY 14-15 the Records Management unit will need to replace mail handling equipment valued at approximately $500,000. Presently<br />
insufficient replacement funds exist to cover the costs <strong>of</strong> this infrastructure. ISD will work with the CAO to identify ways to address this<br />
need.<br />
Systems and Programming<br />
Expenditures in the Systems and Programming Division will increase by $198,000. This increase is split evenly between the<br />
reassignment <strong>of</strong> staff from Reprographics, and an increase in the Geographical Information System (GIS) budget. ISD is promoting<br />
economies <strong>of</strong> scale by centralizing licensing costs across the <strong>County</strong> for (GIS) s<strong>of</strong>tware. While this increases overall GIS costs,<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
60<br />
Adminstrative Support & Fiscal Services
INFORMATION SYSTEMS<br />
John Hartwig, Director<br />
additional staff are expected to use this valuable resource and the <strong>County</strong> will see reduced costs per user. The FY 13-14 budget also<br />
reflects a new approach that better aligns the costs <strong>of</strong> GIS to the departments which use it.<br />
In addition, rates for web services are increasing by $350,000 to better fund the actual costs to provide core web services to<br />
departments, and should prevent cost over-runs in this area that have occurred in recent years.<br />
Technology Infrastructure and Investment<br />
The purchase costs <strong>of</strong> technology hardware managed by Information Systems are approximately $20 million. This includes equipment<br />
used for <strong>County</strong>-wide purposes such as servers, network routers, and telephone systems, and the costs <strong>of</strong> personal computers, printers,<br />
and s<strong>of</strong>tware. To ensure the assets managed by ISD are replaced before failing, the <strong>County</strong> needs to set aside $4.4 million/year. Since FY<br />
08-09 the charges to recover infrastructure costs were reduced or suspended to meet budget reduction demands. Charges to replace<br />
personal computers have also been insufficient to meet the established replacement schedule. The recommended budget includes $3.9<br />
million in revenue as part <strong>of</strong> a multi-year plan to reach the annual $4.4 million needed for replacement.<br />
In addition to funding infrastructure, the <strong>County</strong> has major needs for new information systems. These include <strong>County</strong>-wide systems,<br />
such as the Enterprise Financial System, and systems for individual departments. The Technology Investment and Strategic Investment<br />
fund balances have been used extensively in recent years to fund initial implementation <strong>of</strong> the Electronic Document Management<br />
System, which automates processing and storing paper documents, and the Web Content Management System, which provides uniform<br />
and more functional web sites.<br />
Overall, the balances for replacement and investment funds have declined from $13.4 million over the last five years (since the<br />
beginning <strong>of</strong> FY 08-09) to a projected $4.3 million at the end <strong>of</strong> FY 12-13. The FY 13-14 budget includes an average rate increase <strong>of</strong><br />
16% to resume major funding for technology infrastructure, and a 42% increase in charges for resuming contributions toward<br />
replacement <strong>of</strong> desktop systems. The table below illustrates that this funding will slow the use <strong>of</strong> fund balance for replacement and<br />
investment needs, but additional funding will be needed to address all infrastructure and investment needs. The Department will work<br />
with the CAO to develop a long-term funding plan.<br />
ISD REPLACEMENT AND INVESTMENT FUNDS ACTIVITY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Actual Estimated <strong>Recommended</strong><br />
Beginning Balance 9,843,395 7,730,509 4,310,197<br />
Revenue<br />
Interest 140,911 42,169 57,440<br />
Desktop Systems 1,007,467 994,005 1,411,937<br />
IT Replacement 1,413,175 232,130 1,616,989<br />
Phone System Replacement - - 800,000<br />
Records Management - - -<br />
Technology/Strategic Investment - - -<br />
Total Revenue 2,561,553 1,268,304 3,886,366<br />
Expenses<br />
Desktop Systems (1,673,170) (1,133,125) (1,130,655)<br />
IT Replacement (1,413,550) (1,709,000) (1,576,496)<br />
Phone - (300,000) (1,545,000)<br />
Records - - (108,000)<br />
Technology/Strategic Investment (1,587,719) (1,546,491) (270,000)<br />
Total Expenses (4,674,439) (4,688,616) (4,630,151)<br />
Ending Balance 7,730,509 4,310,197 3,566,412<br />
Net Change in Fund Balance (2,112,886) (3,420,312) (743,785)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
61<br />
Adminstrative Support & Fiscal Services
Major expenses in FY 13-14 include:<br />
<br />
<br />
<br />
<br />
INFORMATION SYSTEMS<br />
John Hartwig, Director<br />
$1.6 million toward replacement <strong>of</strong> the most critical and out-dated servers, storage systems, network equipment, and data center<br />
operating equipment.<br />
$1.5 million toward replacement <strong>of</strong> the <strong>County</strong>’s out-dated telecommunications system; the total project costs are estimated at<br />
$6 million and will result in long-term savings from using newer technology.<br />
$270,000 toward evaluating emerging technologies and IT operations. This expenditure will be reviewed prior to use by the<br />
Information Technology Council and the CAO.<br />
$108,000 towards postage metering and stamping equipment.<br />
These funds do not include expenses toward the <strong>County</strong>’s largest technology investment, the new Enterprise Financial System, which is<br />
included in the Auditor-Controller’s budget.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Information Systems Department supports all departments in serving <strong>Sonoma</strong> <strong>County</strong>. This role and the Department’s $39 million<br />
budget is most closely aligned with the Strategic Plan goal <strong>of</strong> Civic Services and Engagement, particularly outcome <strong>of</strong> having a<br />
pr<strong>of</strong>essionally managed, responsible <strong>County</strong> organization.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Established tools to improve project planning and reporting.<br />
• Implemented service management tools to better track incidents and improve service delivery, reporting and monitoring work effort.<br />
• In partnership with other departments, completed planning, procurement and contracts for the replacement <strong>of</strong> existing financial<br />
systems with a new, modern system.<br />
• Implemented a new electronic document management system to improve management and access to documents.<br />
• Introduced content management system to improve online access to the <strong>County</strong>'s services and information. Participating departments<br />
self-publish content to the <strong>of</strong>ficial <strong>County</strong> web site, resulting in more timely updates and increased compliance with standards.<br />
• Worked with Geographical Information System stakeholders and regional partners to update plans, share data and reduce costs<br />
through virtualization <strong>of</strong> technical infrastructure.<br />
• Modernized wireless networks and technologies to expand mobility options using tablet computers and other mobile devices.<br />
• Installed High Definition Video Conferencing Systems in five county locations, thereby reducing travel costs and time to participate<br />
in hearings, meetings, trainings, and conferences.<br />
• Upgraded data center core network infrastructure, improving network speed and capacity while consuming less electricity, improving<br />
disaster recovery capabilities and controlling operating costs.<br />
• Assessed need for and options to replace outdated telecommunications systems, including improving call center capabilities needed<br />
to implement health care reform.<br />
• Continued upgrades <strong>of</strong> <strong>County</strong> desktop and laptop computers to Windows 7 from Windows XP to enhance stability and improve<br />
performance.<br />
• Created applications to support public safety including: a real-time tracking application for Emergency Operations Center (EOC) to<br />
improve response to incidents and disasters; a case management system for District Attorney Victim Services to enable better tracking<br />
and service to victims <strong>of</strong> violent crime; and, a data collection and reporting system in response to State realignment <strong>of</strong> supervised<br />
<strong>of</strong>fender population.<br />
• Continued collaborative efforts to reduce costs and share resources; examples include: shared mail processing exceeding $200,000<br />
savings through bulk sort and mail processing; shared print/copy services; and shared facility space for disaster recovery capabilities.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
62<br />
Adminstrative Support & Fiscal Services
INFORMATION SYSTEMS<br />
John Hartwig, Director<br />
FY 13-14 OBJECTIVES<br />
• Support the first phase <strong>of</strong> implementing a new <strong>County</strong>-wide Enterprise Financial System.<br />
• Expand department use <strong>of</strong> web content management system to promote a consistent look and feel across <strong>County</strong> web sites, make it<br />
easier for departments to manage their content, and increase compliance with standards.<br />
• Continue transition to the use <strong>of</strong> the Electronic Document Management System to reduce reliance on paper-based systems for<br />
managing daily operations, increase staff productivity, and improve availability <strong>of</strong> information.<br />
• Replace an aging telephone system for all <strong>County</strong> sites and users. Provide features such as call centers, interactive voice response,<br />
unified messaging (integration with email, fax, pager, video-clips, and voice mail), and improved mobility <strong>of</strong> the employee workforce<br />
and enterprise data.<br />
• Develop applications to support and enhance Public Safety and Justice, Land Development and Management, Health and Human<br />
Services, and Administrative functions.<br />
• Continue integration <strong>of</strong> tablets and other mobile device technology in the <strong>County</strong> environment including adapting business<br />
applications, security, and wireless networking in a safe and secure manner.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
63<br />
Adminstrative Support & Fiscal Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
64<br />
Adminstrative Support & Fiscal Services
NON-DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
MISSION STATEMENT<br />
BUDGET AT A GLANCE:<br />
This budget unit supports the county’s mission to enrich the quality <strong>of</strong> life in<br />
Total Expenditures $80,177,443<br />
<strong>Sonoma</strong> <strong>County</strong> through superior public services. Total Revenues/Use <strong>of</strong> Fund Balance $285,147,938<br />
General Fund Net Cost ($204,970,495)<br />
Total Staff 0.00<br />
% Funded by General Fund 41.50%<br />
DEPARTMENT DESCRIPTION<br />
This budget includes expenditures and revenues which are not directly associated with a specific department or program. Major<br />
appropriations are: employee benefits such as pr<strong>of</strong>essional development and labor negotiations cost; financial contributions to other<br />
agencies and support for priority projects such as Road infrastructure and capital investment; contingencies; and revenues not associated<br />
with a specific department, such as property tax, sales tax, transient occupancy tax, tribal, and charges for county services. This budget<br />
also tracks budgetary appropriations for special programs such as Open Space Special Tax Account (bond proceeds), Courthouse<br />
Construction Fund, Criminal Justice Construction Fund, and Transient Occupancy Tax or Advertising Fund revenues.<br />
Funding Sources<br />
$1,745,307 $19,451,200<br />
$7,313,550<br />
$18,395,220<br />
$3,500,000<br />
$5,260,000<br />
$13,722,685<br />
$12,106,622<br />
$203,653,354<br />
Property Tax/Sales<br />
Tax<br />
Int/Geothermal /Fund<br />
Balance Use /Other<br />
Charges for Services<br />
Tribal Development<br />
Internal Transfers<br />
/Reimbursements<br />
Transient Occupancy<br />
Tax /Advertising<br />
Court/Criminal Const.<br />
Fines<br />
Open Space (Measure<br />
F) & Interest<br />
Use <strong>of</strong> Others Funds<br />
Balance<br />
Funding Uses*<br />
$2,949,182<br />
$2,275,000<br />
$6,518,962<br />
$7,870,848<br />
$3,500,000<br />
$7,432,534<br />
$36,085,247<br />
$10,045,670<br />
$3,500,000<br />
Employee Benefits<br />
Capital Investment<br />
Contingency Fund<br />
Roads<br />
Debt Service/Other<br />
Gen. Govt<br />
Internal Transfers<br />
/Reimbursements<br />
Open Space Debt &<br />
Purchases<br />
Tobacco Financed Cap.<br />
Projects<br />
Ct/Criminal Const. &<br />
Debt Svc.<br />
* Total expenditures in the “<strong>Budget</strong> at a Glance” box represent only those expenditures that are appropriated in this budget unit and<br />
described below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the <strong>County</strong>’s discretionary revenue that<br />
fund the recommended net cost in the General Fund department budgets throughout the rest <strong>of</strong> this document.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
65<br />
Adminstrative Support & Fiscal Services
NON-DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Employee Benefits 3,125,000 2,275,000 (850,000) (27.2)<br />
Capital Investment 11,792,385 6,518,962 (5,273,423) (44.7)<br />
Contingency Fund 1,889,000 3,500,000 1,611,000 85.3<br />
Roads 15,034,353 7,432,534 (7,601,819) (50.6)<br />
Debt Service/Other Gen. Govt 11,184,406 10,045,670 (1,138,736) (10.2)<br />
Internal Transfers /Reimbursements 3,500,000 3,500,000 - -<br />
Sub-total General Fund 46,525,144 33,272,166 (13,252,978) (5.6)<br />
Open Space Debt & Purchases 31,133,489 36,085,247 4,951,758 15.9<br />
Tobacco Financed Cap. Projects 10,651,294 7,870,848 (2,780,446) (26.1)<br />
Ct/Criminal Const. & Debt Svc. 3,637,224 2,949,182 (688,042) (18.9)<br />
Sub-total Other Funds 45,422,007 46,905,277 1,483,270 3.3<br />
Total Uses 91,947,151 80,177,443 (11,769,708) (12.8)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Property Tax/Sales Tax 210,722,736 203,653,354 (7,069,382) (3.4)<br />
Int/Geothermal /Fund Balance Use /Other 16,478,614 12,106,622 (4,371,992) (26.5)<br />
Charges for Services 11,832,964 13,722,685 1,889,721 16.0<br />
Tribal Development 3,500,000 5,260,000 1,760,000 50.3<br />
Internal Transfers /Reimbursements 3,500,000 3,500,000 - -<br />
Sub-total General Fund 246,034,314 238,242,661 (7,791,653) (5.6)<br />
Transient Occupancy Tax /Advertising 6,602,795 7,313,550 710,755 10.8<br />
Court/Criminal Const. Fines 1,803,583 1,745,307 (58,276) (3.2)<br />
Open Space (Measure F) & Interest 16,627,016 19,451,200 2,824,184 17.0<br />
Use <strong>of</strong> Others Funds Balance 20,388,613 18,395,220 (1,993,393) (9.8)<br />
Sub-total Other Funds 45,422,007 46,905,277 1,483,270 3.3<br />
Total Revenues/Use <strong>of</strong> Fund Balance 291,456,321 285,147,938 (6,308,383) (2.2)<br />
General Fund Net Cost (199,509,170) (204,970,495) (5,461,325) 2.7<br />
Note: General Fund negative net cost funds support for departments or programs as described throughout<br />
the rest <strong>of</strong> the document.<br />
RECOMMENDED BUDGET<br />
The recommended revenues and use <strong>of</strong> special funds balance is $285 million, <strong>of</strong> which $80.2 million are appropriated for expenditures<br />
in this budget unit; resulting in $205 million General Fund available to support county programs and/or finance contributions to outside<br />
agencies, shown as a negative net cost in this budget.<br />
EXPENDITURES<br />
Employee Benefits<br />
In FY 13-14 total expenditures are recommended to be $850,000 less than FY 12-13 as a result <strong>of</strong> reduced need for outside services to<br />
support labor negotiations; and programming pr<strong>of</strong>essional development expenditures consistent with current year experience whereas<br />
FY 12-13 adopted budget reflected an increased level <strong>of</strong> demand given the program had been frozen during fiscal years 10-11 and 11-12.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
66<br />
Adminstrative Support & Fiscal Services
Capital Investment<br />
NON-DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
FY 13-14 recommended budget for capital investment (not including contribution to Roads infrastructure) is $6.5 million or $5.3 million<br />
less than the prior year adopted budget. FY 12-13 included a one-time $3.9 million contribution toward the new financial system and<br />
carryover appropriations from FY 11-12.<br />
Contingency<br />
The recommended budget includes $3.5 million for contingencies reflecting an 85% increase. However, only $185,000 less than the FY<br />
12-13 adjusted amount <strong>of</strong> $3,315,105. Thus, the recommended amount is consistent with current Board adjusted level <strong>of</strong> contingencies<br />
funds.<br />
Roads<br />
Roads infrastructure continues to be one <strong>of</strong> the Board <strong>of</strong> Supervisors priorities. The recommended FY 13-14 budget is $7.6 million less,<br />
as the one-time $8 million infusion <strong>of</strong> Tax Revenue Loss Reserve (Teeter funds), and the $250,000 one-time designation from Refuse<br />
Franchise Fees to explore and support local road districts are not included. The reductions are <strong>of</strong>fset by a $650,000 baseline contribution<br />
increase from the General Fund in order for the Road Special Revenue fund to reimburse the <strong>County</strong>, as directed by state auditors, for<br />
the Roads program share <strong>of</strong> county costs. Additional Roads contribution options will be presented for the Board <strong>of</strong> Supervisors<br />
consideration in the FY 13-14 budget hearings.<br />
Debt Service/Other General Government<br />
The recommended budget for this category <strong>of</strong> appropriations is $10 million, which is $1.1 million less than FY 12-13 as the 1993<br />
Pension Obligation Bonds will be retired before the end <strong>of</strong> current year FY 13-14.<br />
Tobacco Financed Capital Projects (Other Funds)<br />
The uses <strong>of</strong> Securitized Tobacco funds are restricted to investments in capital projects and are disbursed as they are spent. The<br />
recommended $7.8 million is the amount carried forward, appropriations from FY 12-13 estimated to be needed in the new year for<br />
multiyear projects. The estimated available fund balance after recommended budget appropriations is $8.9 million. The majority <strong>of</strong> the<br />
available funds will be held for the proposed community corrections building.<br />
Court/Criminal Construction (Other Funds)<br />
This budget unit tracks the courthouse and criminal justice construction funds where fines are collected and resources programmed for<br />
specific projects and for court debt service associated with the Juvenile Hall and Jail construction. The recommended budget is $2.9<br />
million for capital projects in the courthouse and the jail facilities. The ending fund balance is estimated at $2.1 million.<br />
Agricultural & Open Space District Measure F Bond Debt Service (Other Funds)<br />
With the passage <strong>of</strong> Measure F local sales tax the Agricultural & Open Space District was able to bond future revenue stream in order to<br />
advance their planned land purchases. The available bond proceeds and required debt service are appropriated in this budget. The<br />
recommended budget for FY 12-13 is $36 million. Detailed information can be found in the District’s budget section under the Other<br />
<strong>County</strong> Services tab.<br />
REVENUES<br />
Tax<br />
The recommended budget anticipates $203.7 million in tax related revenue, which is $7.1 million less as a result <strong>of</strong> a reduced draw from<br />
the Tax Revenue Loss Fund (also known as Teeter) <strong>of</strong> $9 million used in FY 12-13 to finance increased investment in Road<br />
infrastructure and property tax administration county costs. The reduction is <strong>of</strong>fset mainly by the 0.75% or $930,000 revenue growth in<br />
Property Tax based on the latest Assessor valuation activity associated with property values as <strong>of</strong> January 1, <strong>2013</strong>; which informs the FY<br />
13-14 total property roll assessed value; and 3% or $1.1 million forecasted sales tax growth over current year improved estimates. The<br />
estimated FY 13-14 year-end available Tax Revenue Loss fund balance is $800,000.<br />
Interest/Geothermal/Use <strong>of</strong> Fund Balance<br />
This category summarizes sources available from interest earnings, geothermal federal royalties and state distribution to counties, and<br />
the anticipated draw down <strong>of</strong> other General Fund balances such as Tribal Development, Tobacco De-allocation, and Refuse Franchise.<br />
The total anticipated sources for FY 13-14 is $12 million, which is $4.3 million less than FY 12-13 mainly due to reduced used <strong>of</strong><br />
accumulated Tobacco De-allocation funds as the prior year provided $3.9 million toward the new Financial System installation.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
67<br />
Adminstrative Support & Fiscal Services
NON-DEPARTMENTAL<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
Charges for Services<br />
FY 13-14 anticipated revenue from Refuse Franchise fees and departments/program reimbursing the county for internal centralized<br />
services is $13.7 million, a $1.9 million increase consistent with the Auditor-Controller-Treasurer-Tax Collector’s county cost estimates<br />
for the new year.<br />
Tribal Development<br />
Tribal development mitigation sources are programmed in FY 13-14 at $5.3 million. The $1.8 million increase reflects one-time funding<br />
from Graton Rancheria Casino agreement <strong>of</strong>fsetting Sheriff’s Office increased services and county’s agreement negotiations costs. The<br />
agreement includes ongoing revenues once the Casino opens in <strong>2014</strong>.<br />
Transient Occupancy Tax/Advertising (Other Funds)<br />
This budget unit collects into a special fund 75% <strong>of</strong> transient occupancy or bed tax, which support the Advertising budget included<br />
separately under the Other <strong>County</strong> Services tab. The remaining 25% is directly apportioned to the General Fund. The anticipated FY 13<br />
14 forecast is $7.3 million or 10.8% greater than the prior year. However, when compared with improved current year estimates the<br />
growth is only 3%.<br />
Agricultural & Open Space District (AOSD) Measure F - Sales Tax & Interest (Other Funds)<br />
As noted under expenditures the AOSD sales tax revenue stream is tracked outside the district budget (under the Other <strong>County</strong> Service<br />
tab) as the revenue stream finances Measure F bonds annual debt service. In FY 13-14 the total Measure F sales tax anticipated is $19.5<br />
million, which is 17% greater than FY 12-13 as the prior year budgeted amount was very conservatively estimated. When compared with<br />
current year estimates the anticipated increase is a very conservative 1% growth.<br />
Use <strong>of</strong> Fund Balance (Other Funds)<br />
FY 13-14 anticipated draw down <strong>of</strong> accumulated resources totals $18.4 million or $2 million less than the prior year. The change is<br />
primarily in the AOSD fund as appropriations for land purchases are being carried forward from the prior year.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
68<br />
Adminstrative Support & Fiscal Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the Auditor-Controller/Treasurer-Tax Collector is to promote<br />
public oversight, provide accountability, support financial decision-making<br />
and provide quality financial services. Our vision is to account for the past,<br />
direct the present, and shape the future by providing financial information<br />
and services that exceed client and stakeholder expectations.<br />
DEPARTMENT DESCRIPTION<br />
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $42,505,417<br />
Total Revenues/Use <strong>of</strong> Fund Balance $37,093,885<br />
Total General Fund Contribution $5,411,532<br />
Total Staff 93.00<br />
% Funded by General Fund 12.73%<br />
The Auditor-Controller/Treasurer-Tax Collector (ACTTC) serves as the Chief Financial Officer <strong>of</strong> the <strong>County</strong>, and the <strong>of</strong>fice operates<br />
two major divisions to assist him in that responsibility.<br />
The Auditor-Controller Division is responsible for the following: Accounting/Fiscal/Payroll and Property Tax which provides<br />
essential accounting services to departments and local government agencies, including payroll processing, warrant issuances, budget<br />
compilation, property tax distribution, debt administration, cost plan development, and financial statement preparation. Enterprise<br />
Resource Planning (ERP)/Unemployment Internal Service Fund which oversees the administration <strong>of</strong> various systems including the<br />
Enterprise Financial System (EFS), and manages reimbursement to the state for unemployment claims filed by <strong>County</strong> employees.<br />
Within the Auditor-Controller Division, Internal Audit which reports directly to the ACTTC and is responsible for providing<br />
independent assessments <strong>of</strong> county operations and financial audit services to special districts.<br />
The Treasurer-Tax Collector Division is responsible for the following: Tax Collections which performs the efficient collection <strong>of</strong><br />
local property and transient occupancy taxes; Treasury Revenue & Debt which manages the safe and gainful investment <strong>of</strong> public<br />
funds held within the <strong>County</strong>’s Pooled Investment Fund and is responsible for managing <strong>County</strong> issued debt; Special<br />
Assessments/Bonds/SCEIP which facilitates bond issuances and financing for energy and water conservation improvements to<br />
qualifying property owners via voluntary assessments on their property tax bills through the <strong>Sonoma</strong> <strong>County</strong> Energy Independence<br />
Program.<br />
David Sundstrom<br />
Auditor/Controller<br />
Treasurer<br />
Tax Collector<br />
Auditor<br />
Controller<br />
Treasurer<br />
Tax Collector<br />
Accounting<br />
Fiscal Payroll<br />
Property Tax<br />
$8.9 M<br />
ERP/<br />
Unemployment<br />
$11.5 M<br />
Audit<br />
$1.2 M<br />
Tax<br />
Collections<br />
$2.3 M<br />
Treasury<br />
Revenue &<br />
Debt<br />
$2.2 M<br />
Special<br />
Assessments/<br />
Bonds/SCEIP<br />
$15.1 M<br />
Funding Sources<br />
$1,714,042<br />
$1,390,464<br />
$10,138,175<br />
$5,411,532<br />
$8,802,440<br />
General Fund<br />
Contribution<br />
Charges For Services/<br />
Co Reimbursement<br />
Special Assessments<br />
/Bonds<br />
SCEIP<br />
Funding Uses<br />
$15,048,764<br />
$1,390,464<br />
$8,884,053<br />
Accounting /Fiscal<br />
/Payroll /Property Tax<br />
ERP/Unemployment<br />
Audit<br />
Tax Collections<br />
ERP System<br />
Treasury /Revenue &<br />
Debt<br />
$3,844,708<br />
$11,204,056<br />
Unemployment-ISF<br />
/Other Revenues<br />
Internal Transfers<br />
/Reimbursements<br />
$2,209,343<br />
$2,294,449<br />
Special<br />
Assess/Bonds/SCEIP<br />
$11,452,175<br />
Internal Transfers<br />
$1,226,169 /Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
69<br />
Adminstrative Support & Fiscal Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing<br />
Adopted Approved <strong>Recommended</strong> Change Change<br />
Auditor Controller 69.00 69.00 69.00 0.00 -<br />
Treasurer Tax Collector 25.00 25.00 24.00 (1.00) (4.0)<br />
Total Permanent Positions 94.00 94.00 93.00 (1.00) (1.1)<br />
Note: Eliminates 1.0 FTE vacant limited term Accountant II in SCEIP program.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Auditor/Controller<br />
Accounting /Fiscal /Payroll /Property Tax<br />
Adopted<br />
8,938,504<br />
<strong>Recommended</strong><br />
8,884,053<br />
Change<br />
(54,451)<br />
Change<br />
(0.6)<br />
ERP/Unemployment 7,777,539 11,452,175 3,674,636 47.2<br />
Audit 1,330,023 1,226,169 (103,854) (7.8)<br />
Treasurer/Tax Collector<br />
Tax Collections 2,165,744 2,294,449 128,705 5.9<br />
Treasury /Revenue & Debt 2,413,125 2,209,343 (203,782) (8.4)<br />
Special Assess/Bonds/SCEIP 15,031,359 15,048,764 17,405 0.1<br />
Internal Transfers /Reimbursements 1,401,744 1,390,464 (11,280) (0.8)<br />
Total Expenditures 39,058,038 42,505,417 3,447,379 8.8<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 5,411,532 5,411,532 0 -<br />
Charges For Services/ Co Reimbursement 9,028,531 8,802,440 (226,091) (2.5)<br />
Special Assessments /Bonds 11,232,507 11,204,056 (28,451) (0.3)<br />
SCEIP 3,798,852 3,844,708 45,856 1.2<br />
ERP System 6,263,539 10,138,175 3,874,636 61.9<br />
Unemployment-ISF /Other Revenues 1,921,333 1,714,042 (207,291) (10.8)<br />
Internal Transfers /Reimbursements 1,401,744 1,390,464 (11,280) (0.8)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 39,058,038 42,505,417 3,447,379 8.8<br />
Note: Internal transfers and reimbursements <strong>of</strong> expenses from one part <strong>of</strong> the ACTTC budget to another total $1.4<br />
million for a net budget <strong>of</strong> $41.1 million.<br />
RECOMMENDED BUDGET<br />
Department-wide expenditures are expected to increase by 8.8%, or $3.4 million. This change is due to a $3.9 million increase in<br />
expenditures for the Enterprise Resource Planning Internal Service Fund partially <strong>of</strong>fset by minor reductions in other areas including<br />
$204,000 decrease in funding available from Treasury Admin Fee revenues, and a $200,000 decrease in unemployment costs (see<br />
below).<br />
ERP/ Unemployment<br />
Enterprise Resource Planning (ERP) revenues and expenditures increase by $3.9 million, to fund the implementation <strong>of</strong> Phase 1 <strong>of</strong> the<br />
Finance and <strong>Budget</strong> System project as approved by the Board <strong>of</strong> Supervisors on February 5, <strong>2013</strong>. The increase is <strong>of</strong>fset by a decrease to<br />
unemployment program expenses <strong>of</strong> $200,000 in FY 13-14, reflecting a recent reduction in benefit claims paid to the state.<br />
Unemployment revenues driven by charges to departments and agencies are also anticipated to decrease based on the reduced benefit<br />
claims.<br />
Audit<br />
Expenditures decrease by $104,000 due to savings from 1.0 FTE Accountant Auditor in the Internal Audit program left vacant in order<br />
to balance the FY 13-14 budget, pending the ACTTC’s development <strong>of</strong> a comprehensive internal audit plan anticipated to be completed<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
70<br />
Adminstrative Support & Fiscal Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector<br />
in September <strong>2013</strong>. At that time the ACTTC will reevaluate the resources necessary to perform the highest priority internal audits, based<br />
on a <strong>County</strong>-wide risk assessment.<br />
Tax Collection<br />
Expenditures increase by approximately $130,000 due mainly to increases in Information Services Department (ISD) direct charges and<br />
passthrough costs no longer included in ISD baseline services.<br />
Treasury/Revenue and Debt<br />
The majority <strong>of</strong> the $204,000 in expenditure decrease represents adjustments to the appropriate level <strong>of</strong> Treasury costs and revenues<br />
based on a reevaluation <strong>of</strong> department-wide expenses subject to Treasury Administration Fee reimbursement. Additionally, there was a<br />
decrease in debt service costs for the department's remodel financing.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Auditor-Controller-Treasurer-Tax Collector concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The majority <strong>of</strong> the Auditor-Controller-Treasurer-Tax Collector's department's $42.5 million budget is most closely aligned with two <strong>of</strong><br />
the <strong>County</strong>'s strategic goals: "Economic and Environmental Stewardship" and "Invest in the Future."<br />
The department directs 50% <strong>of</strong> its budget, or $21.2 million, toward programs that support the <strong>County</strong>'s goal <strong>of</strong> Economic and<br />
Environmental Stewardship. These programs support best accounting practices, reduce risk, and ensure strong financial controls.<br />
The other half <strong>of</strong> the department's budget, $21.3 million, is spent on programs which help the <strong>County</strong> Invest in the Future. Such<br />
expenditures include the implementation <strong>of</strong> the Enterprise Financial System and the support <strong>of</strong> countywide bond issuances.<br />
OUTCOMES/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Audit Division<br />
Revenue Audits -- Discretionary<br />
Actual<br />
21<br />
Estimated<br />
13<br />
Projected<br />
20<br />
Percent <strong>of</strong> Audits Performed by June 30 75% 95% 100%<br />
<strong>of</strong> the Year Scheduled<br />
Client Accounting Division<br />
Reports/Statements Prepared by Due Date 1,255 1,255 1,234<br />
Payroll Division<br />
Adjustments and Corrections Processed 5,882 5,900 5,000<br />
Requests for Payroll Information 700 700 700<br />
Property Tax Division<br />
Tax Roll Changes 8,162 8,500 9,000<br />
Refund Warrant Mailed to Taxpayer within 100% 100% 100%<br />
9 Working Days <strong>of</strong> Receipt <strong>of</strong> Correction<br />
Revenue and Debt Division<br />
Transient Occupancy Tax Establishments 2,155 2,510 2,600<br />
Tax Collection Division<br />
Supplemental Bills 16,912 16,045 16,000<br />
Treasury Division<br />
Checks Deposited 487,870 490,000 490,000<br />
Note: The Indicators presented above will form the basis for future development <strong>of</strong> true performance<br />
measures.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
71<br />
Adminstrative Support & Fiscal Services
AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR<br />
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Enhanced the Human Resources Management System to enable employees to manage their tax withholdings and gain access to W-2<br />
forms through the employee self-service programming.<br />
• Equaled or outperformed the benchmarks <strong>of</strong> The Pooled Investment Fund's earnings rate, including peer counties and the State Local<br />
Agency Investment Fund. The investment power <strong>of</strong> the fund which includes <strong>County</strong>, school districts and special districts located<br />
within the <strong>County</strong> was boosted by the integration <strong>of</strong> the <strong>Sonoma</strong>-Marin Area Rail Transit District's finances into the pool.<br />
• Increased the efficiency <strong>of</strong> <strong>County</strong> tax collection and improved customer service by implementing an e-billing system for secured<br />
property tax bills and allowing taxpayers the option <strong>of</strong> over-the-counter credit card processing for property tax payments.<br />
• With Board support, launched the implementation and reinforcement <strong>of</strong> the <strong>of</strong>fice's Internal Audit function, laying the groundwork for<br />
a comprehensive <strong>County</strong>wide risk analysis and improved internal controls.<br />
• Successfully implemented all current legislative requirements associated with the Redevelopment Dissolution Act and helped<br />
establish new accounting funds to guide the county's Successor Agencies through this difficult period <strong>of</strong> transition.<br />
• Completed and submitted the latest Comprehensive Annual Financial Report, Popular Annual Financial Report/Citizens' Report, and<br />
Final <strong>Budget</strong> to the Government Finance Officers' Association Awards Program.<br />
• Successfully negotiated contracts for the purchase and implementation <strong>of</strong> a new Enterprise Financial System.<br />
FY 13-14 OBJECTIVES<br />
• Complete a department-wide reorganization, which will allow the department to better meet the demands <strong>of</strong> financial reporting,<br />
Treasury Pool fund investment, and countywide debt issuance by integrating the Treasurer and Tax Collector functions under a single<br />
division.<br />
• Continue to maintain the <strong>County</strong>'s public accountability and fiscal transparency by obtaining the Government Finance Officers<br />
Association's awards for the Comprehensive Annual Financial Report, Popular Annual Financial Report, and the <strong>County</strong>'s Final<br />
<strong>Budget</strong>.<br />
• Support fiscal operations <strong>County</strong>wide by educating and training accounting staff on required accounting standards and best practices.<br />
• The core project team along with key stakeholders from departments will be working to prepare Phase 1 <strong>of</strong> the Enterprise Financial<br />
System project to go live by the end <strong>of</strong> the year, including the General Ledger, Accounts Payable, Purchasing, and Fixed Assets<br />
functions. Activities include core project team training, discovery work, focus group meetings, fit/gap sessions, interface and report<br />
development, configuration <strong>of</strong> the system, user acceptance testing and end user training. The modules planned for implementation in<br />
Phase 1 will allow for the decommissioning <strong>of</strong> the <strong>County</strong>’s mainframe by September <strong>2014</strong>.<br />
• Safeguard the economic resources <strong>of</strong> the <strong>County</strong> by developing a strategic plan for internal audit based on the performance <strong>of</strong> a<br />
Strength, Weakness, Opportunity, and Threat analysis. This plan will identify the initiatives, key tasks, and timelines for the<br />
implementation <strong>of</strong> the <strong>County</strong>'s internal audit program.<br />
• Reduce risk and further strengthen fraud protection measures within the <strong>County</strong> warrant system by implementing the Payee Positive<br />
Pay service.<br />
• Improve <strong>County</strong> cash flow projections by transitioning claims payments from the warrant process to an electronic funds transfer<br />
system.<br />
• Provide superior service to <strong>County</strong> employees by reviewing Flexible Spending Account processing, including exploring options that<br />
will enable a debit card feature.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
72<br />
Adminstrative Support & Fiscal Services
MISSION STATEMENT<br />
The Clerk-Recorder-Assessor is committed to assuring honest and open<br />
elections, maintaining and preserving property and vital records, and<br />
setting fair and equitable values for tax purposes in an accurate, timely,<br />
pr<strong>of</strong>essional, and courteous manner.<br />
DEPARTMENTAL DESCRIPTION<br />
CLERK-RECORDER-ASSESSOR<br />
William F. Rousseau, Clerk-Recorder-Assessor<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $22,169,103<br />
Total Revenues/Use <strong>of</strong> Fund Balance $11,096,235<br />
Total General Fund Contribution $11,072,868<br />
Total Staff 107.73<br />
% Funded by General Fund 49.95%<br />
The Clerk-Recorder-Assessor department consists <strong>of</strong> four operational divisions and one administrative support division. The Department<br />
provides basic government services and functions mandated by state law.<br />
The Registrar <strong>of</strong> Voters conducts federal, state and local elections; files candidate campaign statements; registers voters and maintains<br />
the voter registration file. The Assessor provides accurate and timely property assessments and determines eligibility for various<br />
property tax exemptions and exclusions. The Recorder records and maintains public documents associated with land transactions,<br />
including deeds, liens and maps, in addition to documents associated with vital statistics including births, deaths, and marriages. The<br />
Clerk issues marriage licenses and performs marriage ceremonies; files and maintains fictitious business name statements, conflict <strong>of</strong><br />
interest statements for statutory filers and notary bonds; and, processes environmental documents.<br />
William Rousseau<br />
Clerk/Recorder /Assessor<br />
Registrar Of<br />
Voters<br />
$3.8 M<br />
Assessor<br />
$8.8 M<br />
Administration<br />
$1.1 M<br />
Recorder<br />
$6.7 M<br />
<strong>County</strong> Clerk<br />
$478 K<br />
Funding Sources<br />
$4,240,438<br />
$1,297,332<br />
General Fund<br />
Charges for<br />
Services/Other<br />
Interest Earnings<br />
Funding Uses<br />
$498,900<br />
$1,297,332<br />
$3,751,231<br />
Registrar <strong>of</strong> Voters<br />
Assessor<br />
Administration<br />
$524,024<br />
$11,072,868<br />
State Reimbursement<br />
$6,688,129<br />
Recorder<br />
$78,693<br />
Internal Transfers<br />
/Reimbursements<br />
$8,846,960<br />
<strong>County</strong> Clerk<br />
$4,955,748<br />
Use <strong>of</strong> Fund Balance<br />
$1,086,551<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
73<br />
Adminstrative Support & Fiscal Services
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Reg. <strong>of</strong> Voters/<strong>County</strong> Clerk 20.00 20.00 14.00 -6.00 (30.00)<br />
Assessor/Administration 73.73 73.73 73.73 0.00 0.00<br />
Recorder/<strong>County</strong> Clerk 13.00 13.00 20.00 7.00 53.85<br />
Total Permanent Positions 106.73 106.73 107.73 1.00 0.94<br />
Notes: <strong>County</strong> Clerk staff is being combined with the Recorder division as part <strong>of</strong> the consolidation<br />
<strong>of</strong> services.<br />
FINANCIAL SUMMARY<br />
CLERK-RECORDER-ASSESSOR<br />
William F. Rousseau, Clerk-Recorder-Assessor<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Registrar <strong>of</strong> Voters<br />
Adopted<br />
3,607,715<br />
<strong>Recommended</strong><br />
3,751,231<br />
Change<br />
143,516<br />
Change<br />
4.0<br />
Assessor 8,542,872 8,846,960 304,088 3.6<br />
Administration 1,075,845 1,086,551 10,706 1.0<br />
Recorder 2,039,386 6,688,129 4,648,743 227.9<br />
<strong>County</strong> Clerk 460,898 498,900 38,002 8.2<br />
Internal Transfers /Reimbursements 406,982 1,297,332 890,350 218.8<br />
Total Expenditures 16,133,698 22,169,103 6,035,405 37.4<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 10,472,868 11,072,868 600,000 5.7<br />
Charges for Services/Other 5,016,277 4,955,748 (60,529) (1.2)<br />
Interest Earnings 86,317 78,693 (7,624) (8.8)<br />
State Reimbursement 531,798 524,024 (7,774) (1.5)<br />
Internal Transfers /Reimbursements 406,982 1,297,332 890,350 218.8<br />
Use <strong>of</strong> Fund Balance (380,543) 4,240,438 4,620,981 (1,214.3)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 16,133,699 22,169,103 6,035,404 37.4<br />
Notes: Expenses and Revenues include $1.3 million in internal transfers and reimbursements, thus<br />
resulting in a total net budget <strong>of</strong> $20.8 million.<br />
RECOMMENDED BUDGET<br />
<strong>Recommended</strong> budget includes $22 million in expenditures financed with $11 million in revenues/reimbursements, and $11 million<br />
General Fund contribution. Overall expenses are increasing by $6 million, or 37% from FY 12-13 primarily due a $4.6 million one-time<br />
facilities project contribution, financed with accumulated dedicated Recorder Modernization funds, to collocate the <strong>County</strong> Clerk and<br />
Recorder services.<br />
Registrar <strong>of</strong> Voters (ROV)<br />
In order to fully account for program costs starting in FY 13-14, the Administrative Services division cost will be distributed to each <strong>of</strong><br />
the operating divisions. Thus, $185,500 is included in the Registrar <strong>of</strong> Voters recommended budget. The ROV division budget includes a<br />
$3.7 million General Fund contribution, which is $767,000 or 32% greater than FY 12-13. The increase is primarily due to annual<br />
variations within the four-year elections cycle. The FY 13-14 budget includes two scheduled elections, the November Uniform District<br />
Election, and the June Gubernatorial Primary. Primary elections have the fewest district consolidations in the elections cycle, resulting in<br />
the least reimbursements.<br />
Assessor<br />
The Assessor’s $8.8 million recommended budget is financed by $7.8 million <strong>of</strong> General Fund support, a $264,000 or 3% decrease from<br />
FY 12-13 as a result <strong>of</strong> removing department-wide administration costs and distributing them amongst all operating programs. Also, in<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
74<br />
Adminstrative Support & Fiscal Services
CLERK-RECORDER-ASSESSOR<br />
William F. Rousseau, Clerk-Recorder-Assessor<br />
FY 13-14 a second year one-time $250,000 contribution from the Assessment Appeals special fund is included to support high workload<br />
volumes as a result <strong>of</strong> the recent real estate market decline as well as the estimated resetting <strong>of</strong> market values.<br />
Administration<br />
Administrative costs are mostly flat from the prior year, with 43% <strong>of</strong> it allocated to fee generating programs. As noted, beginning in FY<br />
13-14, Administrative support costs will be fully allocated to and reimbursed by all four programs managed by this department.<br />
Consistent with the allocation change the proposed budget reflects an increase in internal transfers and reimbursements <strong>of</strong> $890,350.<br />
Recorder<br />
The recommended $6.9 million budget is $4.6 million greater than FY 12-13, which reflects the planned financial contribution from<br />
Recorder Modernization special revenue funds towards the facility project to collocate the Recorder and <strong>County</strong> Clerk programs under<br />
one Division chief in one location. Recorder Modernization funds were established by legislature exclusively for the purpose <strong>of</strong><br />
improving systems delivering Recorder services. The facility project includes <strong>of</strong>fice remodeling and a major back file scanning project<br />
to become less dependent on paper, and to free up valuable <strong>of</strong>fice space used for file storage. Consistent with the consolidation, the<br />
position summary reflects the transfer <strong>of</strong> 5.0 FTE positions from the <strong>County</strong> Clerk division and the addition <strong>of</strong> 1.0 FTE Supervising<br />
Micrographics Technician and 1.0 FTE Document Recorder to provide program supervision and cross train collocated customer service<br />
staff. Additional staffing resources are financed with increased ongoing service charges.<br />
<strong>County</strong> Clerk<br />
In FY 13-14 recommended budget the <strong>County</strong> Clerk programs are separated into its own Special Revenue fund and combined under the<br />
Recorder budget division to reflect the planned consolidation. Consequently, deleting 1.0 <strong>County</strong> Clerk division manager and deleting<br />
5.0 FTE being transferred to the Recorder division. The <strong>County</strong> Clerk division is a user fee self-sustaining program reflecting minor<br />
budget changes.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Clerk-Recorder-Assessor concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The proposed FY 13-14 budget and objectives for the Clerk-Recorder-Assessor are in alignment with three <strong>of</strong> the <strong>County</strong> strategic plan<br />
goals. Developing a plan to “go green,” allowing voters to request their sample ballot and voter information pamphlets by email rather<br />
than through the mail will further the goal <strong>of</strong> Economic and Environmental Stewardship, reducing costs for postage, carbon emissions<br />
and waste <strong>of</strong> producing printed materials.<br />
Acquiring a facility to consolidate the Recorder and Clerk <strong>of</strong>fices under one manager at an estimated cost <strong>of</strong> $4.6 million, 19% <strong>of</strong> the<br />
proposed budget, aligns with the Invest in the Future goal, as it will save money in the long term through salary savings, shared<br />
efficiencies, and providing customer services within a single location.<br />
The balance <strong>of</strong> the proposed budget, 81% or $17 million is directed toward the goal <strong>of</strong> Civic Services and Engagement. The Registrar <strong>of</strong><br />
Voters continues to increase voter turnout through outreach efforts at community-sponsored events, utilizing staff to connect with the<br />
Hispanic community, and meeting with the Voting Accessibility Advisory Committee. The Clerk and Recorder continue to provide<br />
essential county services related to recording land and business transactions, vital birth and death records, marriages and marriage<br />
licenses and a myriad <strong>of</strong> other miscellaneous filings. The Assessor continues to value real and business property, establishing the basis<br />
for property taxes; and, is at the core <strong>of</strong> the system that generates the majority <strong>of</strong> general fund revenue that supports other <strong>County</strong><br />
services.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
75<br />
Adminstrative Support & Fiscal Services
CLERK-RECORDER-ASSESSOR<br />
William F. Rousseau, Clerk-Recorder-Assessor<br />
OUTCOME/PERFORMANCE<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Registrar <strong>of</strong> Voters<br />
Registered Voters<br />
Actual<br />
256,386<br />
Estimated<br />
260,762<br />
Projected<br />
280,000<br />
Scheduled Elections 5 1 2<br />
Absentee Ballots Issued 196,927 190,000 190,000<br />
Polling Place Precincts 202 200 220<br />
Assessor<br />
Title Transfers Processed 22,000 22,000 25,000<br />
New Lots/Parcels 590 350 500<br />
Secured Parcels 181,600 181,700 182,000<br />
Unsecured Assessments 36,500 37,400 38,000<br />
Prop 8 Reassessments 52,000 58,000 60,000<br />
Recorder<br />
Recordings 140,554 168,034 149,800<br />
Vital Statistics Filings 12,294 12,484 12,357<br />
<strong>County</strong> Clerk<br />
Marriage Licenses 2,853 3,034 3,010<br />
Fictitious Name Filings 4,550 4,613 4,500<br />
Marriages Performed 881 927 900<br />
Note: The Indicators presented above will form the basis for future development <strong>of</strong><br />
performance measures.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Combined the Clerk-Recorder Chief Deputy position for a budgetary savings <strong>of</strong> $132,000; and implemented new legislation to allow<br />
<strong>County</strong> Board <strong>of</strong> Supervisors to <strong>of</strong>ficiate weddings.<br />
• Successfully administered the Consolidated Presidential General election in November 2012. Voter registration reached an all-time<br />
high <strong>of</strong> 260,762 for <strong>Sonoma</strong> <strong>County</strong>. Voter participation topped 84% for this election with 218,820 ballots cast, 155,553 by absentee<br />
ballot and 63,267 ballots cast at precinct polling places.<br />
• Established a Polling Place Accessibility Program. The program was designed to ensure compliance and consistency with mandates<br />
established by the State Department <strong>of</strong> Rehabilitation, and provides a written record <strong>of</strong> <strong>of</strong>fice procedures. In addition, employed a<br />
bilingual staff member to enhance customer service to non-English speaking individuals.<br />
• Processed more than 15,000 voter registration forms through the California Online Voter Registration (COVR) portal, rolled out by<br />
the California Secretary <strong>of</strong> State’s <strong>of</strong>fice in September 2012 to enable voters to register electronically.<br />
• Reviewed over 138,000 residential properties for market value adjustments, completed over 62,000 reassessments, and completed the<br />
2010 appeals on time.<br />
FY 13-14 OBJECTIVES<br />
• Collocate the Clerk and Recorder <strong>of</strong>fices into a single facility to enhance customer service and implement cost efficiencies, and<br />
develop a plan to “go green” by allowing voters to request voter information via email.<br />
• Develop a succession plan by filling positions, providing training and cross train staff, and create an emergency preparedness plan for<br />
election administration.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
76<br />
Adminstrative Support & Fiscal Services
CLERK-RECORDER-ASSESSOR<br />
William F. Rousseau, Clerk-Recorder-Assessor<br />
• Review new election legislation effective January 1, <strong>2013</strong>, and work with staff on steps necessary for implementation prior to the next<br />
major election cycle. Also, collaborate with FoCE (Future <strong>of</strong> California Elections) to develop more extensive voter outreach programs<br />
for under-represented, eligible citizens to register and vote; and through the use <strong>of</strong> technology increase voter participation and civic<br />
involvement.<br />
• Complete installation <strong>of</strong> Computer Aided Mass Appraisal System (CAMA to increase the number <strong>of</strong> re-appraisals completed while<br />
maximizing staff resources and gaining efficiencies. Also, continue efforts to translate assessment forms in Spanish to provide better<br />
customer service to a larger segment <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> taxpayers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
77<br />
Adminstrative Support & Fiscal Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
78<br />
Adminstrative Support & Fiscal Services
JUSTICE SERVICES<br />
Justice Services contains the following departmental budgets:<br />
Court Support & Grand Jury<br />
Probation<br />
District Attorney<br />
Public Defender<br />
Sheriff<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
79<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
80<br />
Justice Services
COURT SUPPORT AND GRAND JURY<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
BUDGET AT A GLANCE:<br />
DEPARTMENT DESCRIPTION<br />
Total Expenditures<br />
$11,393,610<br />
The Court Support Services budget provides for various court and criminal<br />
justice related expenses and receipt <strong>of</strong> revenues which are not included in<br />
Total Revenues/Use <strong>of</strong> Fund Balance $4,009,768<br />
departmental budgets and for which the <strong>County</strong> is financially responsible. Total General Fund Contribution $7,383,842<br />
Included in Court Support Operations are all revenues received by the Total Staff 0.00<br />
<strong>County</strong> for specific court fines and fees. The fines and fees partially <strong>of</strong>fset the % Funded by General Fund 64.81%<br />
cost <strong>of</strong> the <strong>County</strong>’s Maintenance <strong>of</strong> Effort (MOE) payment to the state. In<br />
addition the budget provides for the Court Facility Payment (CFP), and the cost <strong>of</strong> judicial benefits. Both payments are required per<br />
legislative action that transferred program responsibility from the <strong>County</strong> to the State.<br />
The Alternate Public Defense budget accounts for all costs associated with indigent defense when the Public Defender is unable to<br />
provide representation.<br />
The Alternate Dispute Resolution (ADR) Special Revenue Fund fully supports ADR services provided to the general public as an<br />
alternative to civil court proceedings. Funding for these services comes from fees that are added to the filing <strong>of</strong> the first paper or<br />
petitions with the Court. These fees are authorized under the Dispute Resolutions Program Act (1986).<br />
The Grand Jury is composed <strong>of</strong> 19 individuals whose primary function is to examine all aspects <strong>of</strong> county and city government and<br />
special districts to ensure that they are efficient, honest, fair, and dedicated to serving the public. The Grand Jury is impaneled by the<br />
Superior Court on a fiscal year basis, and submits an annual report <strong>of</strong> their findings to the Presiding Judge <strong>of</strong> the Superior Court. The<br />
costs <strong>of</strong> the Grand Jury are charged to the <strong>County</strong> General Fund budget.<br />
Veronica Ferguson<br />
<strong>County</strong> Administrator<br />
Grand Jury<br />
$77 K<br />
Court Support<br />
Operations<br />
$8.5 M<br />
Alternate Public<br />
Defender<br />
$2.6 M<br />
Alternative Dispute<br />
Resolution<br />
$184 K<br />
Funding Sources<br />
$972,230<br />
$45,762<br />
General Fund<br />
Funding Uses<br />
$183,562<br />
$77,406<br />
Grand Jury<br />
$2,991,776<br />
Fines & Fees<br />
$2,602,084<br />
Court Support<br />
Operations<br />
$7,383,842<br />
Charges for<br />
Services/Misc.<br />
Revenues<br />
Alternate Public<br />
Defender Services<br />
Use <strong>of</strong> Fund Balance<br />
$8,530,558<br />
Alternate Dispute<br />
Resolution Program<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
81<br />
Justice Services
COURT SUPPORT AND GRAND JURY<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
There are no staff within this budget unit.<br />
STAFFING SUMMARY<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Adopted <strong>Recommended</strong> Change Change<br />
Grand Jury 71,152 77,406 6,254 8.8<br />
Court Support Operations 8,560,358 8,530,558 (29,800) (0.3)<br />
Alternate Public Defender Services 2,602,084 2,602,084 0 <br />
Alternate Dispute Resolution Program 183,562 183,562 0 <br />
Total Expenditures 11,417,156 11,393,610 (23,546) (0.2)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 7,478,668 7,383,842 (94,826) (1.3)<br />
Fines & Fees 2,900,932 2,991,776 90,844 3.1<br />
Charges for Services/Misc. Revenues 991,994 972,230 (19,764) (2.0)<br />
Use <strong>of</strong> Fund Balance 45,562 45,762 200 0.4<br />
Total Revenues/Use <strong>of</strong> Fund Balance 11,417,156 11,393,610 (23,546) (0.2)<br />
RECOMMENDED BUDGET<br />
The overall budget reflects expenditures <strong>of</strong> $11.4 million, a $24,000 decrease from FY 12-13. <strong>Recommended</strong> expenditures are<br />
supported by $4 million in revenues and a General Fund contribution <strong>of</strong> $7.4 million. The General Fund Contribution is $95,000 less<br />
than in FY 12-13 due to increased revenue in Court Support Operations ($71,000) and the elimination <strong>of</strong> benefits previously paid to<br />
judicial <strong>of</strong>ficers ($30,000); <strong>of</strong>fset by a slight increase in Grand Jury costs ($6,000). Court Support Operations is supported by $46,000 in<br />
fund balance from the Alternative Dispute Resolution fund.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Court Support Operations budget most closely aligns with the civic services and engagement strategic plan goal. It does this by<br />
promoting transparency and providing an opportunity for citizens to examine their local government through the Grand Jury ($77,000).<br />
The Alternative Public Defender Services ($2.6 million), Court Support Operations ($8.5 million), and Alternative Dispute Resolution<br />
($184,000) programs support the goal <strong>of</strong> creating a safe, healthy and caring community by meeting the county’s obligation in support <strong>of</strong><br />
the local court and its role in the criminal justice system.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
82<br />
Justice Services
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
MISSION STATEMENT<br />
BUDGET AT A GLANCE:<br />
The <strong>Sonoma</strong> <strong>County</strong> Probation Department is committed to providing the Total Expenditures $60,736,313<br />
criminal justice system with pr<strong>of</strong>essional services. Staff is dedicated to Total Revenues/Use <strong>of</strong> Fund Balance $30,683,454<br />
protecting our diverse community, serving the court, supporting crime<br />
Total General Fund Contribution $30,052,859<br />
victims and their rights, and providing justice through accountability and<br />
rehabilitation <strong>of</strong> <strong>of</strong>fenders.<br />
Total Staff<br />
272.10<br />
DEPARTMENT DESCRIPTION<br />
% Funded by General Fund 49.48%<br />
The Probation Department is charged with the responsibility <strong>of</strong> community protection and <strong>of</strong>fender rehabilitation. This responsibility is<br />
met by providing mandated services to the court (specifically, investigative reports and recommendations), and departmental efforts to<br />
guide <strong>of</strong>fenders granted probation by concentrating services for specific populations, such as gang members, sex <strong>of</strong>fenders and mentally<br />
ill <strong>of</strong>fenders, through intensive supervision and referral to appropriate therapeutic services. The Probation Department consists <strong>of</strong> two<br />
major divisions: Probation Services, which includes investigations and supervision <strong>of</strong> adult and juvenile <strong>of</strong>fenders; and Institutions,<br />
including Juvenile Hall which provides temporary, safe, and secure detention for youths who are beyond the normal controls <strong>of</strong> the<br />
community; the Probation Camp which is designed to address anti-social/illegal behavior and thinking patterns in youth, while<br />
promoting an acceptance <strong>of</strong> personal responsibility for their decisions and behavior and the Supervised Adult Crews (SAC), an<br />
alternative work program for adult <strong>of</strong>fenders who are assigned to work crews and transported to work sites throughout <strong>Sonoma</strong> and<br />
neighboring counties where they complete meaningful work projects.<br />
Robert Ochs<br />
Chief Probation<br />
Officer<br />
Probation<br />
Services<br />
Institutions<br />
Juvenile<br />
Supervision<br />
$6.6 M<br />
Juvenile Inv. &<br />
Court Svcs.<br />
$2.8 M<br />
Adult<br />
Supervision<br />
$14.3 M<br />
Adult Inv. &<br />
Court Svcs.<br />
$2.6 M<br />
Supervised<br />
Adult Crew<br />
$2.5 M<br />
Camp<br />
$3.7 M<br />
Juvenile<br />
Hall<br />
$16.2 M<br />
Funding Sources<br />
$1,198,412<br />
$11,914,059<br />
$1,250,439<br />
General Fund <br />
Contribution<br />
Federal Funding<br />
State Funding<br />
Fines and Fees<br />
Funding Uses<br />
$11,914,058<br />
$2,541,463<br />
$2,646,057<br />
$14,254,209<br />
Adult Investigation &<br />
Court Services<br />
Adult Supervision<br />
Juvenile Investigation<br />
& Court Services<br />
Juvenile Supervision<br />
$1,990,190<br />
$987,687<br />
$12,153,030<br />
$1,189,637<br />
$30,052,859<br />
Supervised Adult<br />
Crews & Camp<br />
Inter Departmental<br />
Revenues<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balanc e<br />
$3,749,152 $2,779,623<br />
$16,262,696 $6,589,055<br />
Juvenile Hall<br />
Camp<br />
Supervised Adult<br />
Crews<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
83<br />
Justice Services
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
STAFFING SUMMARY<br />
Staffing<br />
Permanent Positions<br />
FY 12-13<br />
Adopted<br />
262.73<br />
FY 12-13<br />
Approved<br />
269.10<br />
FY 13-14<br />
<strong>Recommended</strong><br />
272.10<br />
FTE<br />
Change<br />
3.00<br />
%<br />
Change<br />
1.11<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Adult Investigation & Court Services 2,668,177 2,646,057 (22,120) (0.8)<br />
Adult Supervision 11,311,355 14,254,209 2,942,854 26.0<br />
Juvenile Investigation & Court Services 2,827,372 2,779,623 (47,749) (1.7)<br />
Juvenile Supervision 6,528,116 6,589,055 60,939 0.9<br />
Internal Transfers /Reimbursements 8,637,793 10,746,507 2,108,714 24.4<br />
Juvenile Hall 15,989,042 16,262,696 273,654 1.7<br />
Camp 4,304,683 3,749,152 (555,531) (12.9)<br />
Supervised Adult Crews 3,681,300 2,541,463 (1,139,837) (31.0)<br />
Internal Transfers /Reimbursements 1,425,776 1,167,551 (258,225) (18.1)<br />
Total Expenditures 57,373,614 60,736,313 3,362,699 5.9<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 29,783,873 30,052,859 268,986 0.9<br />
Federal Funding 1,276,786 1,189,637 (87,149) (6.8)<br />
State Funding 9,575,618 12,153,030 2,577,412 26.9<br />
Fines and Fees 987,662 987,687 25 0.0<br />
Supervised Adult Crews & Camp 3,066,351 1,990,190 (1,076,161) (35.1)<br />
Inter Departmental Revenues 1,415,017 1,198,412 (216,605) (15.3)<br />
Internal Transfers /Reimbursements 10,063,569 11,914,059 1,850,490 18.4<br />
Use <strong>of</strong> Fund Balance 1,204,738 1,250,439 45,701 3.8<br />
Total Revenues/Use <strong>of</strong> Fund Balance 57,373,614 60,736,313 3,362,699 5.9<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $61 million, $31 million in revenues and reimbursements and $30 million in<br />
General Fund contribution.<br />
The recommended budget increased by $1.5 million, excluding increases in operating transfers <strong>of</strong> $1.85 million. This increase is driven<br />
by expenditures in the Adult Supervision program that are related to the growing number <strong>of</strong> Public Safety Realignment <strong>of</strong>fenders, for<br />
which the Probation Department is responsible. These increases are <strong>of</strong>fset by a reduction <strong>of</strong> expenditures in the Supervised Adult Crews<br />
(SAC), and the closure <strong>of</strong> Sierra Youth Center (SYC) which transitioned to a different service model operated by a community based<br />
organization.<br />
State revenues allocated to the Probation Department as part <strong>of</strong> the AB109 Criminal Justice Realignment Legislation are increased by<br />
$3.2 million; however, this is <strong>of</strong>fset by a drop in SB 678 funding <strong>of</strong> $727,000 (SB 678 funds are intended to provide evidence-based<br />
programming and supervision). The FY 13-14 budget reflects a $1.1 million decrease to anticipated revenue for the SAC program,<br />
discussed below. In addition, the FY 13-14 budget excludes one-time general fund monies <strong>of</strong> $531,000 provided to the Department in<br />
FY 12-13 to support SYC.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
84<br />
Justice Services
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
Adult Supervision<br />
The <strong>of</strong>fender population associated with Public Safety Realignment legislation (AB109) continues to grow. To meet the 1:35 caseload<br />
ratio established by the Community Corrections Partnership (CCP), and perform other Public Safety Realignment related duties, such as<br />
conducting risk assessments, Probation added 5.0 FTE Probation Officer positions during FY 12-13, at a cost <strong>of</strong> $700,000.<br />
Increased funding in FY 12-13 from Public Safety Realignment also allowed Probation to help reduce jail populations and provide<br />
needed intervention services by contributing additional monies to both SAC ($200,000) and the Day Reporting Center ($633,000).<br />
Also, during FY 12-13 Probation restored 2.0 FTE Probation Officer III and 1.0 FTE Legal Processor positions, at a cost <strong>of</strong> $431,000, to<br />
staff the new Pre-Trial Services program which will reach full implementation in FY 13-14.<br />
The FY 13-14 budget includes $1.7 million <strong>of</strong> Public Safety Realignment funds that are passed through to Health Services, Human<br />
Services, and the District Attorney, and therefore show up as an expense in the Probation budget.<br />
Camp<br />
A declining population in the juvenile justice system generally and SYC specifically, combined with increased costs and diminishing<br />
<strong>County</strong> General Fund support for the Department, led to the closure <strong>of</strong> SYC in February <strong>2013</strong>. Expenditures for FY 13-14 for Camp<br />
programs are decreased by $556,000 from FY 12-13 levels, primarily due to the closure <strong>of</strong> SYC and the transition to a new service<br />
model for female juveniles.<br />
Supervised Adult Crews<br />
The SAC program is a unique jail alternative program. Potential work-crew members are referred to the Probation Department’s Work<br />
Release Program for screening and assignment to one <strong>of</strong> five work crews. These <strong>of</strong>fenders are allowed to participate in the program,<br />
which enables them to live at home and maintain employment while completing their Court ordered obligation. Much <strong>of</strong> the revenue<br />
generated for projects completed by the SAC work crews is based on contracts with State Parks and other governmental agencies. The<br />
revenue budgeted for the SAC program for FY 13-14 reflects a decrease in the amount <strong>of</strong> $1.1 million below FY 12-13; this decrease<br />
reflects the anticipated number <strong>of</strong> contracts the Department will receive from the State in FY 13-14; this decrease is based on historical<br />
actuals.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Chief Probation Officer concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Probation Department’s role in the community is highly diverse. Because <strong>of</strong> its unique responsibilities, much <strong>of</strong> the work <strong>of</strong><br />
Probation can be concurrently aligned with multiple goals articulated in the <strong>County</strong>’s Strategic Plan. The majority <strong>of</strong> services provided<br />
by the Probation Department are associated with the goal <strong>of</strong> “Safe, Healthy, and Caring Communities.” Operation <strong>of</strong> the Department’s<br />
Juvenile Hall, and the majority <strong>of</strong> services associated with Adult Supervision, fall within this category. This comprises 75% <strong>of</strong> the<br />
Probation Department, or $36 million.<br />
Approximately 21% <strong>of</strong> the Probation Department’s budget, or $10.2 million, supports the Strategic Plan goal <strong>of</strong> “Investing in the<br />
Future.” Juvenile Hall and Probation Camp’s Programming and Vocational components, along with many <strong>of</strong> the services provided<br />
through Juvenile Probation Intake/Diversion & Placement, are examples <strong>of</strong> work that serve this purpose.<br />
Approximately 4% <strong>of</strong> the services provided by the Department, or $1.9 million, can be aligned towards the goal <strong>of</strong> “Economic and<br />
Environmental Stewardship.” The Supervised Adult Crew (SAC) program as well as the Probation Camp’s Juvenile Work Crew,<br />
provides valuable contributions to the community through completion <strong>of</strong> construction and other types <strong>of</strong> projects throughout <strong>Sonoma</strong><br />
<strong>County</strong>.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Implemented dedicated Sheriff’s radio dispatch services for 90 Probation Officers and Juvenile Correctional Counselors, enhancing<br />
safety and support for staff and the public.<br />
• Enhanced Department’s migration towards evidence based practices in several areas, including:<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
85<br />
Justice Services
o<br />
o<br />
o<br />
o<br />
o<br />
o<br />
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
Implemented updated versions <strong>of</strong> risk and needs assessment tools for all <strong>of</strong>fenders, allowing improved case planning and<br />
more proactive addressing <strong>of</strong> criminogenic needs.<br />
Provided motivational interviewing booster training and targeted skills training to enhance <strong>of</strong>ficers’ communication<br />
skills in motivating and assisting <strong>of</strong>fenders to make positive long term changes.<br />
Developed Case Management policies defining assessment, case planning, and supervision by risk level, and Case<br />
Review and Audit Policy to monitor <strong>of</strong>ficers’ work product.<br />
Trained all Probation Officers in a structured supervision model, Effective Practices in Community Supervision.<br />
Spearheaded implementation <strong>of</strong> the Containment Model related to sex <strong>of</strong>fenders, involving a variety <strong>of</strong> stakeholders<br />
within the community.<br />
Established review process for domestic violence programs used by the Department.<br />
• Continued central role in <strong>County</strong>’s response to Criminal Justice Realignment, including: chaired Community Corrections<br />
Partnership in crafting second year local plan; added five Probation Officers to respond to additional <strong>of</strong>fenders and improved<br />
caseload ratio; fully embedded one full time mental health worker and substance abuse counselors into Adult Probation; provided<br />
rigorous training for all Realignment Probation Officers, commensurate with higher risk <strong>of</strong>fender under county supervision;<br />
conducted multi-agency field operations throughout the year.<br />
• The Juvenile Hall served 439 incarcerated youth in its innovative Club Program, working with the Boys and Girls Club <strong>of</strong> Central<br />
<strong>Sonoma</strong> <strong>County</strong>, and funded by Santa Rosa Measure O funds. The program, which includes evidence based programming, also<br />
began its targeted re-entry program, assisting kids to successfully re-enter their communities.<br />
• The Juvenile Hall initiated a pilot dental program, designed to provide a high level <strong>of</strong> dental care while eliminating community<br />
transports <strong>of</strong> minors.<br />
• The Probation Camp saw 23 juvenile <strong>of</strong>fenders graduate from the program, while six residents attained their GED, four earned<br />
their High School diploma, and two began course work at the Santa Rosa Junior College. Also, Camp collaborated with a local<br />
restaurateur to cater the Mayor’s 13 Cities Gang Prevention dinner, whereby residents learned how to serve a formal dinner, and<br />
cook/plate a gourmet meal. Camp residents have since been hired to work for the restaurateur.<br />
• Began use <strong>of</strong> video conferencing to improve family connections and reunification efforts, and to allow for tele-medicine services,<br />
reducing group transports, and improving mental health therapist involvement.<br />
• Provided enhanced specialized training for Probation Officers supervising sex-<strong>of</strong>fenders, gang members, mentally-ill <strong>of</strong>fenders,<br />
and realigned and high-risk probationers.<br />
• Worked with the Court on modifying reports, allowing <strong>of</strong>ficers more time for field supervision work.<br />
• Worked with community-based organizations to develop new outpatient drug treatment groups for low risk youth with substance<br />
abuse issues who have been diverted from formal handling.<br />
• The SAC program completed six Electric Vehicle Charging Stations in <strong>Sonoma</strong> <strong>County</strong>, and, through an improved culture <strong>of</strong><br />
accident prevention, saw continued reductions in staff and <strong>of</strong>fender injuries.<br />
• Developed practices and protocols to implement AB 12, expanding access to foster care funding for probation placement youth and<br />
dual status youth aging out <strong>of</strong> the foster care system.<br />
FY 13-14 OBJECTIVES<br />
• Maintain and enhance aggressive training programs spanning the full range <strong>of</strong> Probation’s mission, from assuring <strong>of</strong>ficer safety<br />
while supervising high-risk <strong>of</strong>fenders, to providing effective evidence-based practices designed to reduce recidivism.<br />
• Continue Department’s enhancements <strong>of</strong> evidence-based practices by:<br />
o Taking full advantage <strong>of</strong> a range <strong>of</strong> programming <strong>of</strong>fered by Community Based Organizations;<br />
o Providing proper programming dosage and level <strong>of</strong> probation supervision based on assessed risk to re<strong>of</strong>fend;<br />
o Enhancing detention alternatives for technical violations, ensuring swift, certain, and just consequences, without<br />
excessive incarceration;<br />
o Launching customized automated case plans;<br />
o Developing quality assurance <strong>of</strong> <strong>of</strong>ficers’ skills and work products;<br />
o Implementing structured supervision model, Effective Practices in Community Supervision;<br />
o Developing sanctions and incentives matrices for adult and juvenile <strong>of</strong>fenders.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
86<br />
Justice Services
PROBATION<br />
Robert M. Ochs, Chief Probation Officer<br />
• In collaboration with key partners in criminal justice, health and human services, and education, continue to lead efforts to develop,<br />
refine, and assess county’s response to criminal justice realignment.<br />
• Through collaborations within and across Departments, enhance success during transitions, such as re-entry, Camp Aftercare, and<br />
Probation termination. Work with Sheriff’s Corrections staff to identify the high-risk adult target population for prerelease<br />
programming, and assist with developing a continuum <strong>of</strong> services for transition from custody to probation supervision, and<br />
participation in the Day Reporting Center.<br />
• Restructure policy/practice, train staff, refine infrastructure to assure compliance with the Prison Rape Elimination Act.<br />
• Implement a special programming and re-entry unit to target transitional age youth who will be returning to the community<br />
following long terms <strong>of</strong> detention in the Juvenile Hall.<br />
• Fully implement Camp Mentoring Program for which solid foundation was laid in FY 2012/13, and, working with the “Imagine<br />
Bus Project”, develop an art program for Camp youth.<br />
• Expand the use <strong>of</strong> wraparound services for more youth who are at risk <strong>of</strong> home removal; use wraparound services as a step-down<br />
for youth who can transition from out-<strong>of</strong>-home placement; and use anticipated savings to fund additional upstream services.<br />
• Maintain current SAC business, and develop additional contracts, in particular with Regional Parks, despite extremely challenging<br />
public sector budget climate; and complete work on communication towers, and construction <strong>of</strong> electric vehicle charging stations.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
87<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
88<br />
Justice Services
MISSION STATEMENT<br />
The <strong>Sonoma</strong> <strong>County</strong> District Attorney’s Office is dedicated to providing the<br />
members <strong>of</strong> our community with a safe place to live by holding the guilty<br />
accountable, protecting the innocent, and preserving the dignity <strong>of</strong> victims and<br />
their families. We shall seek truth and justice in a pr<strong>of</strong>essional manner, while<br />
maintaining the highest ethical standards.<br />
DEPARTMENTAL DESCRIPTION<br />
DISTRICT ATTORNEY<br />
Jill Ravitch, District Attorney<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $22,974,314<br />
Total Revenues/Use <strong>of</strong> Fund Balance $8,859,177<br />
Total General Fund Contribution $14,115,137<br />
Total Staff 115.75<br />
% Funded by General Fund 61.44%<br />
The District Attorney’s Office is organized into five program areas. The Prosecution unit represents the People’s interest in prosecuting<br />
criminal cases and seeking justice for victims, represents the State’s interests in juvenile delinquency hearings, and partners with local<br />
and federal law enforcement agencies to help reduce and prevent crime in our community. The Administration unit serves to provide<br />
clerical and legal research support to the Prosecution unit and the Investigations Bureau, as well as provide administrative and fiscal<br />
oversight to the department. The Investigations Bureau investigates all types <strong>of</strong> crime under the District Attorney's jurisdiction; the<br />
investigators assist prosecutors in preparing and organizing cases for court. The Victim Services unit is the local comprehensive center<br />
for victim and witness assistance in <strong>Sonoma</strong> <strong>County</strong>. The Family Justice Center focuses on family violence victims and their children<br />
by providing wrap-around services to victims through a single access point.<br />
Jill Ravitch<br />
District Attorney<br />
Prosecution<br />
$9.5 M<br />
Administration<br />
$7.1 M<br />
Investigations<br />
Bureau<br />
$2.7 M<br />
Victim Services<br />
$1.7 M<br />
Family Justice<br />
Center<br />
$655 K<br />
Funding Sources<br />
$593,212 $1,382,079<br />
$199,000<br />
General Fund<br />
Contribution<br />
Fines/Fees/Interest<br />
Funding Uses<br />
$654,771 $1,382,079<br />
$1,682,865<br />
Prosecution<br />
Administration<br />
$3,704,392<br />
$14,115,137<br />
Grants/Miscellaneous<br />
Proposition 172<br />
State Reimbursement<br />
$2,702,400<br />
$9,458,400<br />
Investigations<br />
Bureau<br />
Victims Services<br />
$1,723,567<br />
$1,256,928<br />
Public Safety<br />
Realignment<br />
Internal Transfers<br />
/Reimbursements<br />
$7,093,800<br />
Family Justice<br />
Center<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
89<br />
Justice Services
DISTRICT ATTORNEY<br />
Jill Ravitch, District Attorney<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 111.75 113.75 115.75 2.00 1.8<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Prosecution<br />
Adopted<br />
8,978,592<br />
<strong>Recommended</strong><br />
9,458,400<br />
Change<br />
479,808<br />
Change<br />
5.3<br />
Administration 6,874,234 7,093,800 219,565 3.2<br />
Investigations Bureau 2,618,756 2,702,400 83,644 3.2<br />
Victims Services 1,550,242 1,682,865 132,623 8.6<br />
Family Justice Center 529,218 654,771 125,553 23.7<br />
Internal Transfers /Reimbursements 1,242,859 1,382,079 139,220 11.2<br />
Total Expenditures 21,793,901 22,974,314 1,180,413 5.4<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 13,909,398 14,115,137 205,739 1.5<br />
Fines/Fees/Interest 1,024,400 1,256,928 232,528 22.7<br />
Grants/Miscellaneous 1,769,196 1,723,567 (45,630) (2.6)<br />
Proposition 172 3,494,693 3,704,392 209,699 6.0<br />
State Reimbursement 263,355 199,000 (64,355) (24.4)<br />
Public Safety Realignment 90,000 593,212 503,212 100.0<br />
Internal Transfers /Reimbursements 1,242,859 1,382,079 139,220 11.2<br />
Total Revenues/Use <strong>of</strong> Fund Balance 21,793,901 22,974,314 1,180,413 5.4<br />
Note: Transfers and reimbursement <strong>of</strong> expenses from one part <strong>of</strong> the District Attorney's budget to<br />
another total $1.4 million for a net budget <strong>of</strong> $21.6 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $23 million. <strong>County</strong> General Fund supports these expenditures with $14.1<br />
million. Additionally, recommended expenditures are supported by $8.9 million in revenues and internal reimbursements for services<br />
provided to other departments and agencies. The recommended budget increased by $1.2 million over FY 12-13. The increase includes<br />
the addition <strong>of</strong> 4.0 FTE positions: 1.0 FTE Deputy District Attorney III and 1.0 FTE Victim Witness Advocate for parole revocation<br />
hearings and AB109 cases; 1.0 FTE Executive Director and 1.0 FTE Administrative Aide for the Family Justice Center <strong>Sonoma</strong> <strong>County</strong>.<br />
The increase in expenditures is supported with additional funding from Prop 172, state revenues from Public Safety Realignment, and<br />
new grant programs including a $300,000 grant from the Office <strong>of</strong> Traffic Safety which allowed the District Attorney to establish a<br />
Driving Under the Influence prosecution team that more efficiently handles these cases. The added Family Justice Center positions are<br />
supported through General Fund dollars with a plan to reduce the dependence on the General Fund over time through new and increased<br />
revenues.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The District Attorney concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
90<br />
Justice Services
DISTRICT ATTORNEY<br />
Jill Ravitch, District Attorney<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The District Attorney’s Office most closely aligns with the <strong>County</strong>’s goal <strong>of</strong> creating a “Safe, Healthy & Caring Community.” This goal<br />
is supported through the District Attorney’s role in ensuring justice, holding <strong>of</strong>fenders accountable, and upholding victims’ rights.<br />
The District Attorney’s Office also supports the goal <strong>of</strong> “Economic and Environmental Stewardship” by focused prosecutions in<br />
environmental, fraud and consumer crimes.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• The Department continued to aggressively prosecute gang crimes, sexual assaults, domestic violence and serious and violent felonies.<br />
• The Elder Protection Unit continued to investigate and prosecute those who prey on elders, handling cases <strong>of</strong> sexual and physical<br />
abuse, the infliction <strong>of</strong> mental abuse, and neglect, as well as all financial crimes, including fraud, identity theft, and forgery. Outreach<br />
efforts significantly increased to educate seniors about scams and how to avoid them, and to raise awareness on services.<br />
• The Family Justice Center was awarded a $400,000 grant from the Office <strong>of</strong> Violence on Women-Abuse Later in Life. This grant<br />
focuses on multi-disciplinary training and coordination efforts between numerous agencies such as Law Enforcement, Judicial<br />
Officers, Victim Advocates, and nonpr<strong>of</strong>it and nongovernmental or tribal agencies to end the abuse on our elder population. The<br />
target population for outreach and services by this program are the 92,460 women age 50 or older in <strong>Sonoma</strong> <strong>County</strong> with special<br />
attention to the populations <strong>of</strong> Latinas (10%), Native Americans (1%), and the Deaf and hard <strong>of</strong> hearing (5%) who are victims <strong>of</strong>, or<br />
at risk for, elder abuse, neglect, and exploitation.<br />
• In collaboration with the Information Systems Department, the Public Defender, and <strong>County</strong> Counsel, a Case Management System<br />
(CMS) Request for Proposal was prepared and released in November 2012. It is anticipated that a CMS will result in significant<br />
savings and workload efficiencies, and provide the ability to easily track case filings, allowing for statistical analysis <strong>of</strong> <strong>of</strong>fense types,<br />
caseloads, and final outcomes, and enabling the department(s) to make data-driven decisions.<br />
• The District Attorney continued to prioritize investigating and prosecuting environmental violations, and violations <strong>of</strong> California's<br />
unfair competition and false advertising laws, in order to protect consumers, and maintain a level playing field for businesses. Illegal<br />
disposal and handling <strong>of</strong> hazardous waste, water and air pollution, destruction <strong>of</strong> natural resources, false advertising, adulterated or<br />
misbranded products, and public nuisance abatements are examples <strong>of</strong> these prosecutions. Our <strong>of</strong>fice has collected over $476,000 in<br />
restitution, fines, fees and civil penalties since July 1, 2012.<br />
• The District Attorney identified, applied for, and was awarded a $300,000 grant from the Office <strong>of</strong> Traffic Safety for a new<br />
prosecution unit that specializes in Driving Under the Influence (DUI) cases . This new unit improves traffic safety, and deals with<br />
traffic safety problems and reduces the number <strong>of</strong> persons killed and injured in traffic collisions. The two prosecutors appointed to<br />
this unit will work with law enforcement agencies to provide better outreach and education to peace <strong>of</strong>ficers, prosecutors, and the<br />
public regarding the dangers <strong>of</strong> drinking and driving. The unit will also review all incoming reports alleging driving under the<br />
influence <strong>of</strong> alcohol, drugs, and their combination, as well vehicular manslaughter and hit and run cases where drugs and/or alcohol<br />
are involved. Once filed, designated cases will be handled by the same unit and staff through disposition to ensure that a just outcome<br />
is reached.<br />
FY 13-14 OBJECTIVES<br />
• The Elder Protection Unit will continue to investigate and prosecute those who prey on elders, handling cases <strong>of</strong> sexual and physical<br />
abuse, the infliction <strong>of</strong> mental abuse, and neglect, as well as all financial crimes, including fraud, identity theft, and forgery. Outreach<br />
efforts will continue to educate seniors about scams and how to avoid them, and to raise awareness on services.<br />
• The District Attorney will work with justice partners to implement procedures for conducting Parole Revocation Hearings and<br />
represent the People’s interests at those hearings, which pursuant to the recent legislation on Criminal Justice Realignment will be<br />
held at the local level beginning this fiscal year.<br />
• The District Attorney will establish a Real Estate Fraud unit that will be funded through a recording fee pursuant to Government Code<br />
Section 27388. This unit will aggressively prosecute crimes such as forged deeds transferring ownership, fraudulent businesses<br />
<strong>of</strong>fering assistance with refinancing or help in avoiding foreclosure, and other real estate fraud crimes. These crimes are <strong>of</strong>ten targeted<br />
on the most vulnerable, including the elderly and non-English speaking citizens, and the District Attorney will prosecute <strong>of</strong>fenders to<br />
the fullest extent <strong>of</strong> the law.<br />
• Implement a Case Management System which can support the goals <strong>of</strong> the <strong>of</strong>fice and better align the <strong>of</strong>fice with our criminal justice<br />
and community partners.<br />
• The District Attorney will expand collaboration with criminal justice and community partners to serve victims <strong>of</strong> family violence,<br />
sexual assault, elder abuse and child abuse as the lead administrative and fiscal agent <strong>of</strong> the Family Justice Center <strong>Sonoma</strong> <strong>County</strong>.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
91<br />
Justice Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
92<br />
Justice Services
PUBLIC DEFENDER<br />
Kathleen Pozzi, Public Defender<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures $9,772,761<br />
The <strong>Sonoma</strong> <strong>County</strong> Public Defender’s <strong>of</strong>fice protects the life, liberty,<br />
Total Revenues/Use <strong>of</strong> Fund Balance $421,354<br />
property, and constitutional rights <strong>of</strong> each <strong>of</strong> our clients as we serve the<br />
interests <strong>of</strong> society to ensure a fair, efficient, and unbiased system <strong>of</strong> justice. Total General Fund Contribution $9,351,407<br />
Total Staff 49.00<br />
DEPARTMENTAL DESCRIPTION<br />
% Funded by General Fund 97.47%<br />
The Public Defender provides legal representation to indigent defendants and<br />
juveniles in all court proceedings where no conflict or caseload impairment exists. The <strong>of</strong>fice functions in collaboration with other<br />
participants in the criminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights <strong>of</strong><br />
accused persons. The Public Defender also represents persons who are not charged with a crime, but are alleged to be mentally ill,<br />
developmentally disabled or in need <strong>of</strong> conservatorship, and cannot afford an attorney. The Public Defender’s Office is made up <strong>of</strong> four<br />
program areas: Adult Representation which focuses on the defense and representation <strong>of</strong> indigent adults, Juvenile Representation<br />
provides legal representation to juveniles, Investigations supports the attorneys by providing investigative services, and Administration<br />
which provides administrative and legal processing support to the legal and investigations staff.<br />
Kathleen Pozzi<br />
Public Defender<br />
Adult<br />
Representation<br />
$4.7 M<br />
Juvenile<br />
Representation<br />
$757 K<br />
Investigations<br />
$1.5 M<br />
Administration<br />
$2.5 M<br />
Funding Sources<br />
$179,097<br />
$68,365<br />
$63,160<br />
$110,732<br />
General Fund <br />
Contribution<br />
Charges for<br />
Services/Other<br />
Funding Uses<br />
$179,097<br />
$2,500,000<br />
Adult Representation<br />
Juvenile Representation<br />
Public Safety<br />
Realignment <br />
$4,765,187<br />
Investigations<br />
$9,351,407<br />
Internal Transfers<br />
/Reimbursements<br />
Administration<br />
Use <strong>of</strong> Fund Balance<br />
$1,571,095<br />
$757,382<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 93 Justice Services
PUBLIC DEFENDER<br />
Kathleen Pozzi, Public Defender<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 49.00 49.00 49.00 0.00 <br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Adult Representation 4,695,134 4,765,187 70,053 1.5<br />
Juvenile Representation 757,382 757,382 0 <br />
Investigations 1,514,764 1,571,095 56,331 3.7<br />
Administration 2,500,000 2,500,000 0 <br />
Internal Transfers /Reimbursements 0 179,097 179,097 100.0<br />
Total Expenditures 9,467,280 9,772,761 305,481 3.2<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 9,331,407 9,351,407 20,000 0.2<br />
Charges for Services/Other 135,873 63,160 (72,713) (53.5)<br />
Public Safety Realignment 0 68,365 68,365 100.0<br />
Internal Transfers /Reimbursements 0 179,097 179,097 100.0<br />
Use <strong>of</strong> Fund Balance 0 110,732 110,732 100.0<br />
Total Revenues/Use <strong>of</strong> Fund Balance 9,467,280 9,772,761 305,481 3.2<br />
Note: Transfers and reimbursement <strong>of</strong> expenses from one part <strong>of</strong> the Public Defender's budget to<br />
another total $179,097 for a net budget <strong>of</strong> $9.6 M.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $9.8 million; $463,000 in revenues/reimbursements; and $9.4 million in<br />
General Fund contribution.<br />
The recommended budget increased by $305,000 over the FY 12-13 budget. This change is the result <strong>of</strong> an increase in internal<br />
reimbursements from Public Safety Realignment funds and in higher extra help costs associated with the Public Defender’s new role in<br />
representing parolees in parole revocation hearings. This role <strong>of</strong> representing parolees used to be a function <strong>of</strong> the State, but was<br />
realigned to Counties as part <strong>of</strong> AB 109 – Public Safety Realignment. These increases are supported by Public Safety Realignment<br />
funds. There was a decrease in revenues <strong>of</strong> $73,000 which reflects the declining reimbursement from the State for the defense <strong>of</strong><br />
sexually violent predators.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Public Defender concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 94 Justice Services
PUBLIC DEFENDER<br />
Kathleen Pozzi, Public Defender<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, the services provided by the Law Office <strong>of</strong> the Public Defender most align with the goal<br />
<strong>of</strong> creating a safe, healthy, and caring community. The Public Defender’s Office does this by ensuring that indigents and juveniles are<br />
adequately represented in all court proceedings. This goal is also promoted by supporting pretrial services and guiding clients to positive<br />
outcomes by encouraging them to participate in educational and rehabilitative services such as drug and alcohol treatment, education,<br />
mental health treatment and anger awareness and therapy, in an effort to reduce recidivism.<br />
The <strong>of</strong>fice is also investing in the future, another goal in the strategic plan, by collaborating with District Attorney and <strong>County</strong> Counsel<br />
in the process <strong>of</strong> selecting a case management system and providing continued training in the face <strong>of</strong> new laws and changing policies.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators Actual Estimated Projected<br />
Felony Court Appearances* 22,836 19,356 19,350<br />
Percent Change from Prior Year -16.53% -15.24% -0.03%<br />
Felony Jury Trials* 47 20 20<br />
Percent Change from Prior Year 42.42% -57.45% 0.00%<br />
Preliminary Hearings in Felony Cases* 582 448 450<br />
Percent Change from Prior Year 1.57% -23.02% 0.45%<br />
Parole Revocation Hearings 0 0 600<br />
*Through Early Case Resolution Court and success with Court Collaboratives (e.g. Drug, DUI,<br />
and Mental Health Court), the number <strong>of</strong> felony court appearances, felony jury trials and<br />
preliminary hearings have all been reduced.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Supported continued implementation <strong>of</strong> Public Safety Realignment (AB 109) through participation in the <strong>Sonoma</strong> <strong>County</strong><br />
Community Corrections Partnership Executive Committee and the Community Corrections Partnership sub-committees.<br />
• Decreased the number <strong>of</strong> felony jury trials and felony court appearances through continued support for the Early Case<br />
Resolution Court.<br />
• Completed an extensive management review audit.<br />
• Initiated ongoing development <strong>of</strong> <strong>of</strong>fice wide systems for statistical data collections, to include specific protocols for recording<br />
and classifying caseload data by using clearly defined terms to provide accurate measures <strong>of</strong> staff productivity.<br />
• Worked with the Information Systems Department to enhance the Integrated Justice System case management application to<br />
allow for new caseload data to be recorded and modified.<br />
• Developed an <strong>of</strong>fice specific written policy and procedure manual.<br />
• Developed program <strong>of</strong> monthly in-house Mandatory Continuing Legal Education training sessions in order to keep staff current<br />
on latest legal practice and case law.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 95<br />
Justice Services
PUBLIC DEFENDER<br />
Kathleen Pozzi, Public Defender<br />
• Added two new Deputy Public Defender positions reducing the cost <strong>of</strong> the alternate defender contract resulting in a net savings<br />
to the <strong>County</strong> <strong>of</strong> over $200,000 annually.<br />
• Partnered with the Auditor’s Office to put into place a comprehensive collection process <strong>of</strong> Public Defender Fees.<br />
FY 13-14 OBJECTIVES<br />
• Implement a Case Management System which can support the goals <strong>of</strong> the <strong>of</strong>fice and better align the <strong>of</strong>fice with our criminal<br />
justice and community partners.<br />
• Continue implementing the recommendations from the management review audit performed in FY 12-13.<br />
• Develop and implement process to handle parole revocation hearings that have been realigned from the State.<br />
• Continue to partner with the Auditor’s Office to increase revenues through fee and registration collection when ordered by the<br />
Court.<br />
• Continuing legal education and training <strong>of</strong> staff.<br />
• Reduce recidivism through participation in the implementation <strong>of</strong> Public Safety Realignment programs.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 96<br />
Justice Services
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$151,238,141<br />
In partnership with our communities, we commit to provide pr<strong>of</strong>essional,<br />
firm, fair, and compassionate law enforcement and detention services, with<br />
Total Revenues/Use <strong>of</strong> Fund Balance $78,810,106<br />
integrity and respect. Total General Fund Contribution $72,148,035<br />
DEPARTMENT DESCRIPTION Total Staff 627.00<br />
The Sheriff’s Office is organized into two major Divisions for service % Funded by General Fund 47.70%<br />
delivery, Law Enforcement and Detention with Administrative Services<br />
supporting both Divisions and the Telecommunications Bureau providing <strong>County</strong>-wide radio services.<br />
The Sheriff, under state law, is responsible for the delivery <strong>of</strong> law enforcement and related emergency services to the unincorporated<br />
areas <strong>of</strong> the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>. The Field Services section includes patrol services, contracts to provide law enforcement services to the<br />
Town <strong>of</strong> Windsor and the City <strong>of</strong> <strong>Sonoma</strong>, the Helicopter and Search & Rescue Units, the Marine Unit, and Dispatch services. The<br />
Special Units section includes Investigations, Coroner, court security services provided to the <strong>Sonoma</strong> <strong>County</strong> Superior Court, prisoner<br />
transportation functions, Civil Bureau services, and the central repository <strong>of</strong> all criminal warrants within the Central Information Bureau.<br />
The Detention Division is responsible for the operation <strong>of</strong> two adult detention facilities designed for the incarceration <strong>of</strong> criminal<br />
<strong>of</strong>fenders and persons charged with criminal <strong>of</strong>fenses. While incarcerated, the <strong>County</strong> must provide all the basic living needs <strong>of</strong> an<br />
inmate, including food, clothing, and medical and mental health care. The Sheriff’s Office maximum security Main Adult Detention<br />
Facility (MADF) serves as the intake location where all arrestees are brought for booking and processing. The facility houses both pretrial<br />
and sentenced men and women, most <strong>of</strong> which are medium to high risk <strong>of</strong>fenders, plus any inmates requiring special medical and/or<br />
mental health services. The North <strong>County</strong> Detention Facility (NCDF) houses both pre-trial and sentenced males, most <strong>of</strong> which are low<br />
to medium risk <strong>of</strong>fenders. Detention Special Services include specific programs operated at the MADF such as alcohol and drug<br />
treatment services, cognitive therapy for the mentally ill <strong>of</strong>fenders, and GED classes.<br />
Steve Freitas<br />
Sheriff<br />
Law<br />
Enforcement<br />
Administration/<br />
Radio &<br />
Communications<br />
Detention<br />
Field<br />
Services<br />
$43.4 M<br />
Special Units<br />
$25.5 M<br />
Administrative<br />
Services<br />
$6.5 M<br />
Radio/<br />
Telecommunications<br />
$2.3 M<br />
Operations<br />
$36.9 M<br />
Special<br />
Services<br />
$21 M<br />
Funding Sources<br />
$15,724,746<br />
$17,568,053<br />
$9,809,187<br />
$72,148,035<br />
General Fund <br />
Contribution<br />
Proposition 172 <br />
Revenue<br />
State/Federal /Charges<br />
for Service<br />
City Law Enforcement<br />
Contract<br />
Funding Uses<br />
$15,724,746<br />
$20,995,687<br />
$43,373,671<br />
Law Enforcement<br />
Field Services<br />
Law Enforcement<br />
Special Units<br />
Administrative<br />
Services<br />
Radio /<br />
Telecommunications<br />
Detention Operations<br />
$1,584,891<br />
$34,123,229<br />
Other Revenues<br />
Internal Transfers<br />
/Reimbursements<br />
$36,870,825<br />
$2,326,889 $6,520,193<br />
$25,426,130<br />
Detention Special<br />
Services<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
97<br />
Justice Services
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Law Enforcement 299.36 303.50 304.50 1.00 0.3<br />
Administrative 36.50 36.50 36.50 0.00 <br />
Telecommunications 3.00 3.00 3.00 0.00 <br />
Detention 275.00 282.00 283.00 1.00 0.4<br />
Total Permanent Positions 613.86 625.00 627.00 2.00 0.3<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Law Enforcement Division<br />
Law Enforcement Field Services 42,243,802 43,373,671 1,129,869 2.7<br />
Law Enforcement Special Units 24,692,010 25,426,130 734,120 3.0<br />
Internal Transfers /Reimbursements 11,581,556 10,969,496 (612,060) (5.3)<br />
Administration/Radio & Communications<br />
Administrative Services 6,531,243 6,520,193 (11,050) (0.2)<br />
Radio / Telecommunications 2,072,124 2,326,889 254,765 12.3<br />
Detention Division<br />
Detention Operations 34,971,256 36,870,825 1,899,569 5.4<br />
Detention Special Services 17,790,613 20,995,687 3,205,074 18.0<br />
Internal Transfers /Reimbursements 2,549,804 4,755,250 2,205,446 86.5<br />
Total Expenditures 142,432,408 151,238,141 8,805,733 6.2<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 70,414,182 72,148,035 1,733,853 2.5<br />
Proposition 172 Revenue 31,425,239 34,123,229 2,697,990 8.6<br />
State/Federal /Charges for Service 1,570,672 1,584,891 14,219 0.9<br />
City Law Enforcement Contract 9,800,971 9,809,187 8,216 0.1<br />
Other Revenues 15,089,984 17,568,053 2,478,069 16.4<br />
Internal Transfers /Reimbursements 14,131,360 15,724,746 1,593,386 11.3<br />
Total Revenues/Use <strong>of</strong> Fund Balance 142,432,408 150,958,141 8,525,733 6.0<br />
Note: Transfers and reimbursement <strong>of</strong> expenses from one part <strong>of</strong> the Sheriff's budget to another total<br />
$15.7 million for a net budget <strong>of</strong> $135 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $151.2 million, an increase <strong>of</strong> $8.5 million over the FY 12-13 adopted budget.<br />
The increase is due to increased expenditures related to Public Safety Realignment activities in both the Law Enforcement and Detention<br />
Divisions ($2.4 million), increases in computer and communications costs ($514,000) increases in the telecommunications equipment<br />
purchases necessary to complete several major radio tower projects ($255,000), Detention and Law Enforcement new hire training<br />
($785,000) and higher staffing costs driven by higher workers compensation insurance rates and pension rates, as well as increases in the<br />
costs <strong>of</strong> some services and supplies.<br />
These increases are <strong>of</strong>fset by increases in Public Safety Realignment revenues ($2.4 million), increased in Prop 172 sales tax revenues<br />
($2.7 million) and increases in other revenues including Casino Mitigation funding ($2.4 million). Expenditures are supported by $72.1<br />
million General Fund which is $1.7 million higher than the FY 12-13 adopted level.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
98<br />
Justice Services
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
Law Enforcement Field Services<br />
Field Service programs have a net increase in expenditures <strong>of</strong> approximately $1.5 million. The increases include the expenses associated<br />
the annualized cost <strong>of</strong> four (4) new deputy sheriffs including vehicles and equipment added as part <strong>of</strong> the mitigation <strong>of</strong> the Graton<br />
Casino ($860,000) which is funded under an agreement with the Casino. The balance <strong>of</strong> the increase can be attributed to overall<br />
employee benefit related cost increases such as workers compensation insurance rates and pension rates.<br />
Law Enforcement Special Services<br />
Law Enforcement related special services have experienced a net expenditure increase <strong>of</strong> approximately $734,000. Approximately half<br />
<strong>of</strong> this can be attributed to an increase in the Sheriff’s hiring and training expenditures ($402,000). This program captures the costs<br />
associated with the hiring and training <strong>of</strong> new deputy sheriffs. Due to an increase in retirements as a result <strong>of</strong> normal turnover and<br />
pension reform, additional costs associated with filling vacancies in order to maintain public safety will be necessary in FY 13-14. The<br />
balance <strong>of</strong> the law enforcement special services increase ($429,000) is due to lower anticipated salary savings due to fewer anticipated<br />
vacancies and lower turnover due to retirements, employee benefit related cost increases, and increases in computer and communications<br />
expenditures.<br />
Detention Operations<br />
Detention operations include expenditures related to the operation <strong>of</strong> both MADF and NCDF. Expenditures increased by $1.9 million in<br />
FY 13-14 primarily due to increases in salary and benefit related costs and increased Public Safety Realignment services relating to<br />
taking responsibility <strong>of</strong> inmates formerly held at the state level. The Realignment expenditure increases are <strong>of</strong>fset by state Realignment<br />
funding ($1.1 million). The remaining increases are overtime ($766,000) needed to maintain minimum staffing <strong>of</strong> fixed post positions<br />
necessary to operate the 24 hour facilities and the reinstatement <strong>of</strong> the training <strong>of</strong>ficer program ($34,000).<br />
Detention Special Services<br />
Detention special services expenditures have increased $3.2 million. Increased Public Safety Realignment related services ($1.1 million),<br />
<strong>of</strong>fset by Public Safety Realignment funding, accounts for a third <strong>of</strong> the overall increase. For the first time in several years it is necessary<br />
to budget for Detention hiring and training expenditures ($383,000). This program captures the costs associated with the hiring and<br />
training <strong>of</strong> new correctional <strong>of</strong>ficers. The remainder <strong>of</strong> the increase is associated with reduced salary savings ($120,000), increases in<br />
inmate health care costs ($465,000), computer and communications expenses ($150,000), and salary and benefit costs.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Sheriff concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four <strong>County</strong> Strategic Plan goals the services provided by the Sheriff’s Office align most closely with “Safe, Healthy, and Caring<br />
Communities”. All Law Enforcement, Detention, and Administrative activities focus on keeping the public safe. Of the $149.3 million<br />
budget, 98% is spent in these areas.<br />
In addition 2% or $2.3 million <strong>of</strong> the Sheriff’s budget is spent on Telecommunications/Radio which supports the Strategic Plan goal <strong>of</strong><br />
“Investing in the Future”. This program focuses on maintaining and expanding the <strong>County</strong>’s telecommunications network infrastructure<br />
and systems, and improving Bay Area wide agency radio interoperability.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• The Central Control at the North <strong>County</strong> Detention Facility (NCDF) was relocated to the Main Adult Detention Facility (MADF).<br />
This major modification allowed for all security electronics to be controlled for both facilities from MADF Central Control.<br />
• Installed and provided training on new cell-phone forensic s<strong>of</strong>tware and hardware. In addition to completing the pilot training<br />
portion <strong>of</strong> s<strong>of</strong>tware and hardware for Internet Crimes Against Children, received new traffic accident and crime scene hardware to<br />
assist investigators with crime and crash scene reconstruction, and completed the preliminary DNA Bar Code equipment<br />
installation and training which allows DNA samples taken from inmates at both MADF and NCDF to be sent electronically to the<br />
Department <strong>of</strong> Justice.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
99<br />
Justice Services
SHERIFF<br />
Steve Freitas, Sheriff-Coroner<br />
• Federally mandated narrowband transition was completed by the Telecommunications Bureau. The transition required technicians<br />
to re-program every handheld, mobile, and base station radio in the Sheriff’s radio system, every base station radio in the Fire/EMS<br />
system, and all <strong>of</strong> the <strong>County</strong> Parks, Animal Control, and Water Agency in-car repeaters. A total <strong>of</strong> approximately 2,000 <strong>County</strong><br />
radios were transitioned.<br />
• The Institute for Medical Quality awarded the Sheriff’s Office a Two-Year Accreditation for the medical and mental health care<br />
provided to inmates. The Sheriff’s Office demonstrated 100% compliance with the applicable essential standards set by the<br />
Institute for Medical Quality Corrections and Detention Health Care Committee.<br />
• Continued the efforts to reach out to the community on jail mental health matters. A Sheriff’s Office Detention Lieutenant currently<br />
serves on the National Alliance on Mental Illness (NAMI) Board <strong>of</strong> Directors and routinely meets with the community on jail<br />
mental health issues. Staff created and provided discrimination and harassment training to NAMI Board members, volunteers and<br />
program providers, provided quarterly presentations to the public relating to jail mental health programs, and led the NAMI portion<br />
<strong>of</strong> the Human Race. Valuable mental health training was provided to correctional deputies working with the mentally ill utilizing<br />
resources and contacts from the mental health community at no cost to the Sheriff’s Office.<br />
• Restored staffing levels <strong>of</strong> the Sheriff’s Field/Facility Training Programs back to historical levels. The staffing had been reduced in<br />
combination due to budget reductions and a reduced need for training <strong>of</strong>ficers (FTO) as a result <strong>of</strong> lower number <strong>of</strong> new staff. The<br />
Field/Facility Training Programs are now fully staffed with FTO's that are appropriately trained and prepared to train the<br />
anticipated influx <strong>of</strong> newly hired deputies and correctional <strong>of</strong>ficers.<br />
• Sheriff’s Crime Prevention Unit continued to add 2 to 3 neighborhood watch groups each month while keeping in contact with<br />
existing groups. Additionally, the Sheriff’s Office was able to reach out to over 2,000 children at 13 different schools in<br />
conjunction with the Safety Pals Program.<br />
• Successfully managed the realignment <strong>of</strong> 170 State inmates in our local detention facilities.<br />
FY 13-14 OBJECTIVES<br />
• Complete pending radio tower and vault construction projects and begin the process <strong>of</strong> installing electronics at nine new remote radio<br />
sites, as well as complete pending radio system expansions for <strong>County</strong> Park, Animal Control, TPW, the Water Agency, the Airport,<br />
and at Lake <strong>Sonoma</strong>.<br />
• Develop a Sheriff’s Office website program where the public can access current inmate incarceration status.<br />
• Continue to improve upon investigative techniques through: new updated s<strong>of</strong>tware and hardware for our cell-phone forensics<br />
program, introduction <strong>of</strong> a new computer enhanced program that assists investigators with internet crimes against children (ICAC),<br />
implementation <strong>of</strong> new finger print technologies that will allow law enforcement agencies to search against other county identification<br />
databases while in the field, and completion <strong>of</strong> the 2 nd half <strong>of</strong> the DNA Bar Code project.<br />
• Develop a comprehensive plan to relocate the Main Adult Detention Facility and the North <strong>County</strong> Detention Facility kitchens in the<br />
most efficient and cost effective manner possible, and evaluate whether ongoing costs associated with the preparation and service <strong>of</strong><br />
meals to inmates can be reduced.<br />
• Work closely with our criminal justice stakeholders to fully implement a Detention Pre-Trial Services Unit.<br />
• Make critical adjustments to the jail classification system in order to safely provide more out <strong>of</strong> cell time for inmates and more<br />
programming opportunities to a greater number <strong>of</strong> inmates in order to reduce recidivism.<br />
• In collaboration with other government agencies and community partners, develop effective policies to reduce the rate <strong>of</strong> underage<br />
drinking through the development <strong>of</strong> a Social Host Ordinance.<br />
• In collaboration with key partners in criminal justice, health and human services, and education, continue to lead efforts to develop,<br />
refine, and assess county’s response to criminal justice realignment.<br />
• Continue to work closely with our criminal justice partners to efficiently manage realigned inmates.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
100<br />
Justice Services
HEALTH & HUMAN SERVICES<br />
Health & Human Services contains the following departmental budgets:<br />
Health Services<br />
Human Services<br />
IHSS Public Authority<br />
Child Support Services<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 101 Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
102<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$257,002,288<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Health Services is to<br />
promote and protect the health and well-being <strong>of</strong> every member <strong>of</strong> the<br />
Total Revenues/Use <strong>of</strong> Fund Balance $249,292,027<br />
community. Total General Fund Contribution $7,710,261<br />
DEPARTMENTAL DESCRIPTION Total Staff 548.36<br />
In partnership with the local health system, the Department <strong>of</strong> Health % Funded by General Fund 3.00%<br />
Services provides a wide range <strong>of</strong> services across the program areas.<br />
Services are provided directly and through a network <strong>of</strong> community-based contracts with treatment provider agencies. Program<br />
components across operational divisions, which include the Public Health, Behavioral Health, and Health Policy, Planning and<br />
Evaluation Divisions, <strong>of</strong> the Department are presented in order to enhance understanding <strong>of</strong> the intersecting service delivery<br />
components.<br />
The program area <strong>of</strong> Adult Services incorporates services to adults across the three divisions including therapeutic services, crisis<br />
intervention, alcohol and drug treatment, case management and disease prevention and early intervention. The program area <strong>of</strong> Children<br />
& Family Services incorporates services to children throughout the Department, including therapeutic services, psychiatric crisis<br />
prevention and intervention, First 5 <strong>Sonoma</strong> <strong>County</strong>, Maternal Child and Adolescent Health and other aspects <strong>of</strong> Family Health Services.<br />
The program area <strong>of</strong> Community Health & Safety Services incorporates services across the Divisions, including Animal Care and<br />
Control Services, Environmental Health Services, Health Action and place-based approaches to health, crisis intervention training,<br />
behavioral health education and prevention strategies, and, other prevention strategies to support the community to eliminate health<br />
disparities and empower the community to be the healthiest county in California by 2020. The program area <strong>of</strong> Emergency Medical<br />
Preparedness Services includes services across the Department such as Coastal Valley emergency medical services, Behavioral<br />
Health’s Mobile Support Team, and Public Health Emergency Preparedness. The program area <strong>of</strong> Disease Control & Clinical Services<br />
includes Public Health disease control, surveillance and laboratory services, and direct clinical services such as sexual assault response<br />
and medical and behavioral health services provided in Juvenile Hall and the <strong>County</strong> jail.<br />
The Department also has a strong focus on health planning, policy development and evaluation including Health Action and place-based<br />
approaches to health; coordination <strong>of</strong> the legislative platform; advancement in technology systems and the development <strong>of</strong> a data<br />
infrastructure to support health improvements; and, communication and policy development to support the implementation <strong>of</strong> the<br />
Affordable Care Act in <strong>Sonoma</strong> <strong>County</strong>.<br />
Rita Scardaci<br />
Director<br />
Adult Services<br />
$43.9 M<br />
Children &<br />
Family Services<br />
$44.0 M<br />
Community<br />
Health & Safety<br />
Services<br />
$33.6 M<br />
Emergency Medical<br />
Preparedness<br />
Services<br />
$11.1 M<br />
Disease Control<br />
& Clinical<br />
Services<br />
$10.3 M<br />
Funding Sources<br />
$9,577,259 $7,710,261<br />
$61,013,130<br />
General Fund <br />
Contribution<br />
Federal & State <br />
Revenue<br />
Realignment<br />
Funding Uses<br />
$114,069,803<br />
$43,897,792<br />
Adult Services<br />
Children & Family<br />
Services<br />
$114,069,803<br />
$43,407,307<br />
$8,923,851 $4,978,906 $7,321,771<br />
Licenses /Permits<br />
/Fines /Other<br />
Charges for Services<br />
External<br />
Reimbursements<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$10,270,692<br />
$11,138,192<br />
$44,023,971<br />
$33,601,838<br />
Community Health &<br />
Safety Services<br />
Emergency Medical<br />
Preparedness Services<br />
Disease Control & <br />
Clinical Services<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
103<br />
Health & Human Services
STAFFING SUMMARY<br />
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
Staffing<br />
Permanent Positions<br />
FY 12-13<br />
Adopted<br />
511.54<br />
FY 12-13<br />
Approved<br />
539.61<br />
FY 13-14<br />
<strong>Recommended</strong><br />
548.36<br />
FTE<br />
Change<br />
8.75<br />
%<br />
Change<br />
1.6<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Adult Services 41,557,067 43,897,792 2,340,725 5.6<br />
Children & Family Services 51,194,792 44,023,971 (7,170,821) (14.0)<br />
Community Health & Safety Services 31,429,242 33,601,838 2,172,596 6.9<br />
Emergency Medical Preparedness Services 10,375,856 11,138,192 762,336 7.3<br />
Disease Control & Clinical Services 4,482,308 10,270,692 5,788,384 129.1<br />
Internal Transfers /Reimbursements 109,212,452 114,069,803 4,857,351 4.4<br />
Total Expenditures 248,251,717 257,002,288 8,750,571 3.5<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 7,696,985 7,710,261 13,276 0.2<br />
Federal & State Revenue 61,737,283 61,013,130 (724,153) (1.2)<br />
Realignment 36,812,805 43,407,307 6,594,502 17.9<br />
Licenses /Permits /Fines /Other 7,209,116 7,321,771 112,655 1.6<br />
Charges for Services 4,505,988 4,978,906 472,918 10.5<br />
External Reimbursements 8,159,845 8,923,851 764,006 9.4<br />
Internal Transfers /Reimbursements 109,212,452 114,069,803 4,857,351 4.4<br />
Use <strong>of</strong> Fund Balance 12,917,243 9,577,259 (3,339,984) (25.9)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 248,251,717 257,002,288 8,750,571 3.5<br />
Notes: Transfers and reimbursement <strong>of</strong> expenses from one section <strong>of</strong> the Department <strong>of</strong> Health Services' budget<br />
to another total $114.1 million, resulting in a net budget <strong>of</strong> $142.9 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget includes expenditures totaling $257 million, an increase <strong>of</strong> $8.8 million. Significant increases are due to<br />
information technology charges for future infrastructure replacement costs and technology rate increases as well as other internal service<br />
and benefits charges, largely associated with workers compensation rates. Increases are also due to salary and benefits associated with<br />
the addition <strong>of</strong> 8.75 FTE positions to meet workload demands and program needs in the department. 8.5 FTE additions are discussed<br />
below in the specific program areas. The additional 0.25 FTE is the result <strong>of</strong> various minor partial allocation adjustments resulting in a<br />
total <strong>of</strong> 8.75 FTE additions department-wide.<br />
Expenses <strong>of</strong> $257 million are balanced with corresponding revenues and fund balance. The General Fund contribution <strong>of</strong> $7.7 million is<br />
increasing $13,276 to finance increases in Dairy Operator fees which the Board directed in FY 12-13 not be passed onto the operators.<br />
Federal and State funding is projected to decrease by $724,000 while State Realignment funding is budgeted to increase by $6.6 million<br />
primarily due to increased appropriations through 2011 Realignment’s Behavioral Health Subaccount. Additionally, charges for services<br />
are estimated to increase $473,000 due to increased fees in Animal Care and Control Services and the reclassification <strong>of</strong> solid waste and<br />
other environmental health fees and from Reimbursements to Charges for Services. The recommended budget also includes the use <strong>of</strong><br />
$9.6 million in various fund balances, which is a decrease <strong>of</strong> $3.3 million from FY 12-13 due to the decreased use <strong>of</strong> First 5 fund balance<br />
for one time capital projects and increased revenue sources reducing the needs to use fund balances.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
104<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
Adult Services<br />
Expenses for Adult Services total $43.9 million, an increase $2.3 million over FY 12-13, primarily due to expanded Mental Health<br />
treatment through State Hospital contracts, Institutes for Mental Disease, and other residential care services for adults with serious<br />
mental illness. New expenses are also associated with the addition <strong>of</strong> a halftime position in Behavioral Health to enhance patient care<br />
and quality assurance and enhanced community partnerships and contracts that support integrated behavioral health and primary care<br />
services. Increases are also due to the addition <strong>of</strong> three nursing staff positions in Family Health section to expand services to <strong>Sonoma</strong><br />
<strong>County</strong>’s growing senior population.<br />
Children & Family Services<br />
Expenses for Children and Family Services total $44 million, a decrease <strong>of</strong> $7.2 million from FY 12-13, primarily due to the fact that<br />
First 5 <strong>Sonoma</strong> <strong>County</strong> embarked on a one-time strategic and capital investment program in FY 12-13 in the amount <strong>of</strong> $6.8 million that<br />
is not reoccurring in FY 13-14. Expenses also decreased in this area due to moving direct special clinic services, such as medical<br />
services provided in juvenile hall and medical response services provided to victims <strong>of</strong> sexual assault, to the Disease Control & Clinical<br />
Services program area.<br />
Community Health & Safety Services<br />
Expenses in Community Health and Safety Services total $33.6 million, an increase <strong>of</strong> $2.2 million over FY 12-13, primarily due to<br />
increased federal Community Transformation Grant and Intergovernmental Transfer funding. Federal and state funding supports the<br />
addition <strong>of</strong> four positions in this program area which will help expand community health prevention strategies and support<br />
implementation <strong>of</strong> the Affordable Care Act and enhanced access to behavioral health, primary care, and specialty care services.<br />
Increased expenses are also associated with increased revenue and service delivery improvements through fee structure changes in<br />
Animal Care and Control and Environmental Health and Safety Services.<br />
Emergency Medical Preparedness Services<br />
Expenses in Emergency Medical Preparedness Services total $11.1 million, an increase <strong>of</strong> $762,000 over FY 12-13 primarily associated<br />
with increased costs for psychiatric crisis and stabilization services. Increased expenses are also associated with increased revenue to<br />
support an additional Emergency Medical Services Coordinator that will support enhanced regional medical system oversight and<br />
quality assurance. These additional expenses are funded by increased Realignment funds and program contract revenue.<br />
Disease Control & Clinical Services<br />
Expenses in Disease Control and Clinical Services total $10.3 million, an increase <strong>of</strong> $5.8 million, primarily due to moving direct<br />
clinical services to this program area from the Children and Family Services program area, including medical services provided in<br />
juvenile hall and behavioral health services provided in both the jail and juvenile hall. Increases are also due to enhanced jail mental<br />
health service and in-custody and out-<strong>of</strong>-custody mental health and substance abuse treatment services to meet the needs largely<br />
associated with population changes and 2011 Public Safety Realignment service needs. These expenses are <strong>of</strong>fset by revenue from the<br />
Sheriff’s Office and Probation Department.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Department <strong>of</strong> Health Services works across the four goals <strong>of</strong> the <strong>County</strong> Strategic Plan to invest in beautiful, thriving and<br />
sustainable communities for all. Of the four goals in the <strong>County</strong>’s Strategic Plan, services provided by the Department <strong>of</strong> Health Services<br />
most closely align with the goal area <strong>of</strong> Safe, Healthy & Caring Communities. All Health Services activities involve keeping the public<br />
safe and healthy.<br />
In addition, the majority <strong>of</strong> the funding in Community Health and Safety Services specifically supports prevention strategies that focus<br />
on Investing in the Future and Civic Services and Engagement to improve community health through partnerships and community<br />
collaborations.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
105<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
The Department's Outcome and Performance Measures focus on the social factors that drive health status and<br />
health outcomes, and are supported by the strategic goals and activities <strong>of</strong> the Department.<br />
2008 2012 2020<br />
Health Indicators Baseline Status Target<br />
<strong>Sonoma</strong> <strong>County</strong> youth graduate from high school and are prepared to succeed<br />
Percent <strong>of</strong> 9th graders that graduate from high school 4 72.00% 81.00% 90.00%<br />
years later<br />
<strong>Sonoma</strong> <strong>County</strong> families have the economic resources to make ends meet<br />
Percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> residents that live in 61.00% 57.00% 75.00%<br />
households above 300% <strong>of</strong> the federal poverty level<br />
Percent <strong>of</strong> renters who spend 30% or more <strong>of</strong> household 52.00% 59.00% 25.00%<br />
income on rent<br />
<strong>Sonoma</strong> <strong>County</strong> residents are connected to their communities and participate in community life<br />
Percent <strong>of</strong> eligible voters who are registered to vote 74.00% 76.00% 90.00%<br />
<strong>Sonoma</strong> <strong>County</strong> residents eat healthy food<br />
Percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> adults who are obese 24.00% 19.00% 15.00%<br />
<strong>Sonoma</strong> <strong>County</strong> residents are physically active<br />
Percent <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> adults who engage regularly, 38.00% * 50.00%<br />
preferably daily, in moderate or vigorous activity<br />
<strong>Sonoma</strong> <strong>County</strong> residents do not abuse alcohol or prescription drugs<br />
Percent <strong>of</strong> adolescents (12-17 years) not using alcohol 55.00% 73.00% 90.00%<br />
or any illicit drugs during the past 30 days<br />
Percent <strong>of</strong> adults binge drinking alcoholic beverages 20.00% * 6.00%<br />
during the past 30 days<br />
<strong>Sonoma</strong> <strong>County</strong> residents enjoy good mental health<br />
Percent <strong>of</strong> adults who report needing help for 50.00% 59.00% 75.00%<br />
mental/emotional problems who saw a mental health<br />
pr<strong>of</strong>essional<br />
<strong>Sonoma</strong> <strong>County</strong> residents take steps to prevent injury<br />
Rate <strong>of</strong> deaths due to motor vehicle collisions (deaths 11.7 9.4 9.2<br />
per 100,000)<br />
Rate <strong>of</strong> pedestrian deaths (per 100,000) 1.4 1.1 1<br />
<strong>Sonoma</strong> <strong>County</strong> residents have health care coverage<br />
Percent <strong>of</strong> persons under age 65 with health insurance 85.00% 80.00% 100.00%<br />
* Updated data not yet available.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Supported ongoing health system improvements, including leadership <strong>of</strong> Health Action’s Committee for Healthcare Improvement to<br />
participate in the Institute for Healthcare Improvement’s Triple Aim Improvement Community, supporting end <strong>of</strong> life care through<br />
improved access to care, improved quality <strong>of</strong> care, and decreased costs within the local health system.<br />
• Supported primary care clinics in building Behavioral Health capacity for the treatment <strong>of</strong> individuals with mild to moderate mental<br />
health conditions by funding positions and placing psychiatrist, social workers, and other clinical staff at community health centers.<br />
• Expanded access to long term care through collaboration with Parker Hill Place, a recovery-oriented residential program alternative to<br />
psychiatric skilled nursing facilities.<br />
• In collaboration with local law enforcement and emergency responders, implemented the Mobile Support Team to support crisis<br />
stabilization services.<br />
• Strengthened behavioral health services through collaboration with Aurora Behavioral Health in order to establish a psychiatric<br />
hospital in <strong>Sonoma</strong> <strong>County</strong>.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
106<br />
Health & Human Services
DEPARTMENT OF HEALTH SERVICES<br />
Rita Scardaci, Director<br />
• Launched Health Action’s Cradle to Career initiative, an educational attainment initiative, providing the framework for the <strong>County</strong>’s<br />
investment in Schools <strong>of</strong> Hope, Career Technical Education, and Scholarship <strong>Sonoma</strong> <strong>County</strong>.<br />
• Supported the Food System Alliance to successfully develop the Healthy and Sustainable Food Action Plan, which guides the<br />
investment and development <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> food system to promote health, the environment, and social equity.<br />
• In collaboration with UC Cooperative Extension and the Agricultural Commissioner’s Office, developed the <strong>Sonoma</strong> <strong>County</strong><br />
Approved Produce Gardener Certification program and the Cottage Food Standards.<br />
• Implemented Animal Care and Control operational enhancements, including a county-wide mobile, targeted spay/neuter program <br />
“love me, fix me”; an enhanced canine behavior assessment program to more accurately identify and address behavioral issues; and a<br />
Senior to Senior pet adoption program.<br />
• Enhanced services for children and families including expanding Nurse Family Partnership to provide early intervention and support<br />
to low income, first time mothers and their families; and expanded services for pregnant women struggling with drug and alcohol use.<br />
FY 13-14 OBJECTIVES<br />
• Coordinate local communication about the implementation <strong>of</strong> the Affordable Care Act in <strong>Sonoma</strong> <strong>County</strong> including: collaborating<br />
with the Human Services Department, Economic Development Board, other <strong>County</strong> departments, health care providers, and<br />
community based organizations; supporting ongoing health system improvements consistent with implementation <strong>of</strong> the Act and a<br />
comprehensive continuum <strong>of</strong> care that provides access to affordable high quality services; and maximizing opportunities under the<br />
Act to implement parity and expand behavioral health services.<br />
• Fully implement the Department <strong>of</strong> Health Services Strategic and Communication Plan, expanding awareness through proposal and<br />
contract development processes, data collection and reporting processes, and internal and external communication strategies.<br />
• Conduct a Community Health Assessment and complete a comprehensive Community Health Improvement Plan that benefits<br />
community health and supports the department achievement <strong>of</strong> National Public Health Accreditation.<br />
• Implement a performance management system and quality improvement program that builds a culture <strong>of</strong> continual quality<br />
improvement and supports the successful attainment <strong>of</strong> National Public Health Accreditation.<br />
• Implement a data management system that will consolidate performance measures to promote outcome-based reporting and<br />
community health improvement that furthers <strong>Sonoma</strong> <strong>County</strong>’s Strategic Plan and investments toward becoming the Healthiest<br />
<strong>County</strong> in the State by 2020.<br />
• Continue to collaborate with the Human Resources wellness program and other <strong>County</strong> partners to expand community engagement<br />
activities and investments towards <strong>Sonoma</strong> <strong>County</strong> becoming the Healthiest <strong>County</strong> in the State by 2020.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
107<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
108<br />
Health & Human Services
MISSION STATEMENT<br />
The Human Services Department (HSD) protects vulnerable children and<br />
adults and promotes maximum independence and well-being for<br />
individuals and families.<br />
DEPARTMENT DESCRIPTION<br />
BUDGET AT A GLANCE:<br />
HUMAN SERVICES<br />
Jerry Dunn, Director<br />
Total Expenditures $267,897,272<br />
Total Revenues/Use <strong>of</strong> Fund Balance $248,445,450<br />
Total General Fund Contribution $19,451,822<br />
Total Staff 770.30<br />
% Funded by General Fund 7.26%<br />
The Human Services Department includes four program divisions that <br />
determine eligibility and human services in accordance with state and federal regulations: <br />
Adult and Aging includes: Adult Protective Services (APS), In-Home Support Services (IHSS), Multipurpose Senior Services Program<br />
(MSSP), Veterans’ Services, Public Administrator/Public Guardian/Public Conservator, and Area Agency on Aging; Economic <br />
Assistance includes: Medi-Cal, Path2Health, <strong>County</strong> Medical Services Program (CMSP), CalFresh, and General Assistance;<br />
Employment and Training includes: CalWORKs, Workforce Investment Act (Job Link), and the Workforce Investment Board (WIB); <br />
Family, Youth and Children includes: Prevention; Placement, Foster Care; Adoptions, and Valley <strong>of</strong> the Moon Children’s Home.<br />
In addition, the department manages the <strong>Sonoma</strong> <strong>County</strong> Upstream Investments initiative, a policy sponsored by the <strong>Sonoma</strong> <strong>County</strong><br />
Board <strong>of</strong> Supervisors, to encourage the whole community to invest early, invest wisely, and invest together (www.sonomaupstream.org).<br />
The department provides services as an agent <strong>of</strong> the state. The cost <strong>of</strong> services provided is shared between the federal and state <br />
government and the <strong>County</strong>. Sixty-three percent (63%) <strong>of</strong> the department’s revenue is from federal and state sources. In some programs,<br />
the Board <strong>of</strong> Supervisors has opted to provide a higher level <strong>of</strong> <strong>County</strong> contribution than required, to better serve the needs <strong>of</strong> the local <br />
community. <br />
Jerry Dunn<br />
Director<br />
Adult & Aging<br />
$35.5 M<br />
Economic<br />
Assistance<br />
$38.8 M<br />
Employment &<br />
Training<br />
$45.4 M<br />
Family, Youth &<br />
Children<br />
$69.9 M<br />
Upstream<br />
Investments<br />
$460 K<br />
Funding Sources<br />
$366,470<br />
$77,752,402<br />
$19,451,822<br />
$36,705,435<br />
General Fund<br />
Contribution<br />
Federal Allocations<br />
State Allocations<br />
State Realignment<br />
Other<br />
Funding Uses<br />
$77,752,402<br />
$35,498,134<br />
$38,827,061<br />
Adult & Aging<br />
Economic Assistance<br />
Employment &<br />
Training<br />
Family Youth &<br />
Children<br />
$2,225,300<br />
$57,016,432<br />
$74,379,411<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$460,830<br />
$69,912,197<br />
$45,446,648<br />
Upstream Investments<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
109<br />
Health & Human Services
HUMAN SERVICES<br />
Jerry Dunn, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Total Permanent Positions 688.10 754.80 770.30 15.50 2.1<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Adult & Aging<br />
Adopted<br />
32,063,148<br />
<strong>Recommended</strong><br />
35,498,134<br />
Change<br />
3,434,986<br />
Change<br />
10.7<br />
Economic Assistance 32,845,672 38,827,061 5,981,389 18.2<br />
Employment & Training 46,113,461 45,446,648 (666,813) (1.4)<br />
Family Youth & Children 62,376,294 69,912,197 7,535,903 12.1<br />
Upstream Investments 467,487 460,830 (6,657) (1.4)<br />
Internal Transfers /Reimbursements 68,130,840 77,752,402 9,621,562 14.1<br />
Total Expenditures 241,996,902 267,897,272 25,900,370 10.7<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 19,451,822 19,451,822 0 -<br />
Federal Allocations 33,192,008 36,705,435 3,513,427 10.6<br />
State Allocations 71,300,575 74,379,411 3,078,836 4.3<br />
State Realignment 47,637,971 57,016,432 9,378,461 19.7<br />
Other 2,283,686 2,225,300 (58,386) (2.6)<br />
Internal Transfers /Reimbursements 68,130,840 77,752,402 9,621,562 14.1<br />
Use <strong>of</strong> Fund Balance 0 366,470 366,470 100.0<br />
Total Revenues/Use <strong>of</strong> Fund Balance 241,996,902 267,897,272 25,900,370 10.7<br />
Notes: Transfer and reimbursement <strong>of</strong> expenses from one section <strong>of</strong> the Human Services Department's budget<br />
to another total $77.8 million, resulting in a net budget <strong>of</strong> $190.1 million.<br />
RECOMMENDED BUDGET<br />
The recommended budget reflects overall expenditures <strong>of</strong> $267.9 million, which is a $25.9 million increase from FY 12-13. The increase<br />
is due to growth in Federal and State Medi-Cal funding <strong>of</strong> $2.6 million, to respond to the implementation <strong>of</strong> Health Care Reform, an<br />
increase <strong>of</strong> $2 million in Federal and State CalFresh funding due to caseload growth, an increase <strong>of</strong> $1.8 million in the CalWORKS<br />
allocation for caseload growth, and an increase <strong>of</strong> $9.4 million in 1991 and 2011 State Realignment funding. Corresponding internal<br />
transfers account for the remainder <strong>of</strong> the gross increase. The recommended budget also includes the use <strong>of</strong> $336,000 in fund balance<br />
which accumulated for the first time in FY 12-13 as the result <strong>of</strong> previous caseload growth owed by the State that had been previously<br />
unpaid.<br />
State Realignment funding increased 19.7% from FY 12-13 to FY 13-14 due to 1991 Realignment case load growth payback as owed by<br />
the State and additional allocated 2011 Realignment funding. Realignment funding is sourced from a portion <strong>of</strong> sales tax and Vehicle<br />
License Fee revenue. The legislation that enabled 1991 realignment provided requirements that the funds be spent only on human<br />
services programs, and required the state to fund caseload growth in these programs. The 2011 Realignment funding is dedicated to the<br />
nonfederal share <strong>of</strong> Adult Protective Services (APS) and Child Welfare Services including Foster Care, Adoptions, and Child Abuse<br />
Prevention. 21% <strong>of</strong> the department’s budget is from state realignment funding.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
110<br />
Health & Human Services
HUMAN SERVICES<br />
Jerry Dunn, Director<br />
With the exception <strong>of</strong> General Assistance benefits, client eligibility requirements are established by federal and state governments. The<br />
<strong>County</strong> has no influence on the number <strong>of</strong> people who are eligible, and thus on the corresponding costs.<br />
The recommended budget adds 15.5 full time equivalent (FTE) positions. This includes changes due to the restructuring <strong>of</strong> the<br />
Department’s current community outreach and information unit, to increase the Department’s presence in the community and to respond<br />
to the needs <strong>of</strong> the growing Department’s responsibilities. Additional increases are in continued response to anticipated needs and<br />
workload increases due to the Affordable Care Act and Health Care Reform, as well as the creation <strong>of</strong> a new unit for Elder Financial<br />
Protection. Of the 15.5 FTE additional positions, 4.0 FTE are allocated to Adult and Aging, 9.0 FTE to Economic Assistance, 1.0 FTE to<br />
Family, Youth and Children, and 1.5 FTE to Upstream Investments. The Department will provide $60,000 in funding to the <strong>County</strong><br />
Human Resources Department in FY 13-14 for assistance with recruitments due to the high demands <strong>of</strong> the Department.<br />
Adult & Aging<br />
The Adult and Aging program area expenditures total $35.5 million, an increase <strong>of</strong> $3.4 million over FY 12-13. This is primarily due to<br />
the addition <strong>of</strong> a new unit for Elder Financial Protection as well as additional support staff for In-Home Supportive Services program<br />
administration (IHSS). Additional increases are due to additional staffing for the Multi-Service Senior Program and Veterans services.<br />
The Human Services Department is coordinating with the District Attorney’s Office on services related to both departments to<br />
coordinate efforts and leverage funds where possible. In addition, the Department increased funding during FY 12-13 for congregate and<br />
at-home meals to seniors through contracts with local service providers, such as the Council on Aging, which will continue in FY 13-14.<br />
Economic Assistance<br />
The Economic Assistance program area expenditures total $38.8 million, and increase <strong>of</strong> $6 million over FY 12-13. This is due to an<br />
additional $3.1 million in funding to implement changes in response to the Affordable Care Act, also known as Health Care Reform.<br />
Another $1.2 million is resulting from caseload increases and outreach enhancement in CalFRESH (formerly Food Stamps). An<br />
additional $1.2 million results from increased services and expense related to CalWIN, the online computer program that supports public<br />
assistance programs.<br />
Employment & Training<br />
The Employment and Training program area expenditures total $45 million a decrease <strong>of</strong> $666,000 over FY 12-13. This is due to an<br />
increase in reimbursements <strong>of</strong> 2011 Realignment funds for the Temporary Assistance to Needy Families (TANF) program which causes<br />
a decrease in overall program expenses. Additional program increases include $1.3 million in CalWORKS for the expansion <strong>of</strong> the<br />
subsidized employment program.<br />
Family, Youth & Children<br />
The Family, Youth and Children program area expenditures total $69.9 million, an increase <strong>of</strong> $7.5 million over FY 12-13. This increase<br />
is due largely to the transfer <strong>of</strong> responsibility for <strong>Sonoma</strong> <strong>County</strong> adoption services from the State to the <strong>County</strong> with a corresponding<br />
increase <strong>of</strong> ten staff positions which were added during FY 12-13. Other staff and contract services are increasing for enhanced services<br />
to Team Decision Making and to enhance coordination and targeted services to families with a child placed out <strong>of</strong> home.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Human Services Department supports several areas <strong>of</strong> the <strong>County</strong> Strategic Plan, including Safe, Healthy and Caring Communities<br />
through protective services for adults and children. Approximately 40% <strong>of</strong> the Department’s budget is devoted to adult and child welfare<br />
divisions. In addition, the department pays out approximately $14 million in contracts to preserve the health and safety <strong>of</strong> county<br />
residents. Examples include the provision <strong>of</strong> group meals at public sites and home-delivered meals for seniors, domestic violence<br />
services, health insurance advocacy and ombudsmen services, parent education, family resource worker and therapy, and programs for<br />
children.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
111<br />
Health & Human Services
HUMAN SERVICES<br />
Jerry Dunn, Director<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Adult and Aging<br />
Reports to Adult Protective Services per month<br />
Actual<br />
227<br />
Estimated<br />
247<br />
Projected<br />
248<br />
IHSS clients per month 5,163 5,157 5,126<br />
Veterans claims filed per month 120 105 130<br />
Senior meals provided per month no data 21,795 22,885<br />
Economic Assistance<br />
<strong>County</strong> residents receiving public medical insurance (Medi-Cal, CMSP,<br />
P2H) per month 60,046 63,235 76,034<br />
<strong>County</strong> residents receiving CalFresh per month 30,369 33,695 38,723<br />
Employment and Training<br />
Percent <strong>of</strong> <strong>County</strong> labor force who are unemployed 9.8% 8.4% 8.0%<br />
<strong>County</strong> residents served at Job Link per month 1,141 1,242 1,494<br />
<strong>County</strong> residents receiving CalWORKs per month 8,509 7,729 6,863<br />
Family, Youth and Children<br />
Child abuse reports received requiring investigation per month 229 194 189<br />
Children/Youth in out-<strong>of</strong>-home care per month 529 536 523<br />
Upstream<br />
Portfolio programs funded or implemented by Department 5 9 12<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Coordinated the development <strong>of</strong> an Elder Financial Protection Team to better respond to allegations <strong>of</strong> financial abuse against<br />
seniors.<br />
• Expanded the <strong>Sonoma</strong> <strong>County</strong> Youth Ecology Corps to hire approximately 50 more foster youth and former foster youth, a 22%<br />
increase to the program.<br />
• Developed a Subsidized Employment Program for <strong>Sonoma</strong>WORKS and Job Link clients.<br />
• Extended foster care services for youth after 18 years old to enable an improved transition to adulthood.<br />
• Expanded our partnership with Probation to respond to the public assistance and employment service needs <strong>of</strong> ex-<strong>of</strong>fenders.<br />
• Facilitated the use <strong>of</strong> CalFresh electronic benefit transfer (EBT) acceptance at the Council on Aging’s congregate meal sites to<br />
reduce food insecurity.<br />
• Increased funding to Council on Aging, Petaluma People Services Center, and Family and Community Services for senior nutrition<br />
programs.<br />
• Collaborated with Health Services for the delivery <strong>of</strong> nutrition education to the community.<br />
• Engaged 165 local entities in the Upstream Investments policy, provided assistance to 85 organizations as they improve their<br />
services, and highlighted the work <strong>of</strong> 57 organizations on a local clearinghouse <strong>of</strong> best practices.<br />
• Developed a mentorship program for all levels <strong>of</strong> staff to improve succession planning efforts.<br />
• Integrated fiscal and operations to streamline services for internal and external stakeholders.<br />
• Developed stronger program evaluations and other reporting protocols to better understand client outcomes and inform decisions.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
112<br />
Health & Human Services
HUMAN SERVICES<br />
Jerry Dunn, Director<br />
FY 13-14 OBJECTIVES<br />
• Continue to implement a new Elder Financial Protection Team to provide timely, comprehensive services to victims <strong>of</strong> financial<br />
abuse; Increase services to Veterans and their families through additional staff in the Veteran Services Office; Expand senior<br />
nutrition programs through three service providers contracts covering all geographic areas <strong>of</strong> the county.<br />
• Implement the Community Care Transitions Program (CCTP), funded through the Affordable Care Act. The CCTP is a partnership<br />
with Health Services and a coalition <strong>of</strong> health care providers to serve high risk Medicare clients who are being discharged from the<br />
hospital. The focus <strong>of</strong> the program is to prevent readmissions.<br />
• Implement all changes relevant to Medi-Cal and publically subsidized health insurance as described in the Patient Protection<br />
Affordable Care Act.<br />
• Implement the CalFresh Community Connections outreach initiative, extending CalFresh outreach into <strong>Sonoma</strong> <strong>County</strong><br />
communities outside <strong>of</strong> Santa Rosa, with an emphasis on reaching non-English speaking, working families and senior citizens.<br />
• Expand our Subsidized Employment Program (SEP) to include more participants. SEP provides clients with an opportunity to build<br />
skills while earning money. It also helps businesses by providing a 50% wage subsidy for 6 months for every SEP employee.<br />
• Define the Workforce Investment Board’s (WIB) strategic direction and plan for <strong>Sonoma</strong> <strong>County</strong>. The goals and priorities<br />
established by the WIB will be used in county-wide workforce development efforts and in the completion <strong>of</strong> a state-mandated<br />
Workforce Investment Act Strategic Plan.<br />
• Complete a smooth transfer <strong>of</strong> responsibility for all <strong>Sonoma</strong> <strong>County</strong> Adoptions services from California Department <strong>of</strong> Social<br />
Services to the Family, Youth and Children’s Division.<br />
• Complete the <strong>Sonoma</strong> <strong>County</strong> Self-Assessment, Peer Quality Case Review and System Improvement Plan (SIP), and present the 5<br />
year SIP to the Board <strong>of</strong> Supervisors regarding how child welfare and probation services will be provided through 2018.<br />
• Strengthen the Department’s integration <strong>of</strong> evidence-informed services and evaluation <strong>of</strong> the impacts <strong>of</strong> these services for clients<br />
and the community.<br />
• Develop and implement a shared outcomes measurement system used by more than half <strong>of</strong> the <strong>County</strong>’s early childhood educators<br />
and primary school districts.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
113<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
114<br />
Health & Human Services
MISSION STATEMENT<br />
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jerry Dunn, Director<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> In-Home Supportive Services (IHSS)<br />
Public Authority is to enrich the lives <strong>of</strong> IHSS clients and caregivers by<br />
providing services and support to enhance quality caregiving.<br />
DEPARTMENT DESCRIPTION<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $1,231,860<br />
Total Revenues/Use <strong>of</strong> Fund Balance $878,590<br />
Total General Fund Contribution $353,270<br />
Total Staff 1.00<br />
% Funded by General Fund 28.68%<br />
The In-Home Supportive Services (IHSS) program provides assistance that allows low-income elderly and disabled clients to continue<br />
living in their own home. The type <strong>of</strong> assistance includes shopping, cooking, housekeeping, and bathing, and is provided by IHSS<br />
caregivers.<br />
The Board <strong>of</strong> Supervisors established the <strong>Sonoma</strong> <strong>County</strong> IHSS Public Authority in 2001 as an independent public entity, with the<br />
members <strong>of</strong> the Board <strong>of</strong> Supervisors serving as the Board <strong>of</strong> Directors. The Public Authority is the employer <strong>of</strong> record for IHSS<br />
caregivers for the purpose <strong>of</strong> collective bargaining over wages, benefits, and other conditions <strong>of</strong> employment. Public Authority staff<br />
manages the state mandated provider enrollment for IHSS caregivers and support the Public Authority Advisory Committee. The IHSS<br />
caregivers are paid through the Department <strong>of</strong> Human Services and as such, the costs for the caregiver wages and benefits are budgeted<br />
separately in the Human Services’ budget. In FY 12-13 the total cost for the caregiver wages and benefits was $80.1 million, which<br />
included $12.6 million in <strong>County</strong> General Fund costs and the remainder in State and Federal funding. In FY 13-14 the <strong>County</strong> cost is<br />
estimated to be flat at $12.6 million, due to the Maintenance <strong>of</strong> Effort requirement. The number <strong>of</strong> IHSS caregivers is estimated to be<br />
5,057 in FY 13-14 and the current hourly wage is $11.50.<br />
The Board <strong>of</strong> Directors designated the Human Services Department as the administrative liaison to the IHSS Public Authority, and<br />
directed the Public Authority to utilize county services through an interagency agreement. The Director <strong>of</strong> Human Services oversees the<br />
Public Authority Manager through this agreement. Funding for the IHSS Public Authority's administrative budget is governed by a<br />
Maintenance <strong>of</strong> Effort (MOE) requirement established by a State law change in FY 11-12.<br />
Jerry Dunn<br />
Director<br />
IHSS Public Authority<br />
$1.2 M<br />
Funding Sources<br />
$232,314<br />
General Fund<br />
Contribution<br />
Funding Uses<br />
$353,270<br />
Federal Funding<br />
IHSS Public<br />
Authority<br />
$1,231,860<br />
State Funding<br />
$646,276<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
115<br />
Health & Human Services
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jerry Dunn, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 1.00 1.00 1.00 0.00 0.00<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
IHSS Public Authority<br />
Adopted<br />
1,070,785<br />
<strong>Recommended</strong><br />
1,231,860<br />
Change<br />
161,075<br />
Change<br />
15.0<br />
Total Expenditures 1,070,785 1,231,860 161,075 15.0<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 353,270 353,270 0 -<br />
Federal Funding 485,201 646,276 161,075 33.2<br />
State Funding 232,314 232,314 0 -<br />
Total Revenues/Use <strong>of</strong> Fund Balance 1,070,785 1,231,860 161,075 15.0<br />
RECOMMENDED BUDGET<br />
The recommended budget includes $1.2 million in expenditures, an increase <strong>of</strong> $161,000 from FY 12-13 associated with registry<br />
services for IHSS workers provided by Human Services Department (HSD) through an agreement with the Public Authority. Through<br />
this agreement, an additional position is being added in the Human Services Department (allocated and budgeted separately) to support<br />
increased recruitment and orientation <strong>of</strong> new caregivers for referral to IHSS clients. The Registry staff screen and orient those who apply<br />
to be caregivers, match clients with qualified caregivers, and perform functions related to the state mandated provider enrollment<br />
requirements.<br />
<strong>Recommended</strong> expenditures are supported by $879,000 in revenues from state and federal agencies and <strong>County</strong> General Fund support <strong>of</strong><br />
$353,270. Due to a new State law that establishes a Maintenance <strong>of</strong> Effort (MOE) for <strong>County</strong> expenditures, increased expenses are <strong>of</strong>fset<br />
by the federal contribution which is increasing by $131,000 over FY 12-13, covering the increased expense detailed above. The <strong>County</strong><br />
General Fund contribution remains the same as FY 12-13.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The client services provided by the Public Authority directly support the focus area <strong>of</strong> “Safe, Healthy & Caring Communities” by<br />
ensuring that elderly and disabled IHSS clients receive the support they need to remain living safely in their own homes. The<br />
recommended budget includes $596,000 to cover the agreement with Human Services Department to provide caregiver and client<br />
registry services.<br />
The Public Authority Advisory Committee supports the goal <strong>of</strong> “Civic Services & Engagement,” by facilitating public input and<br />
participation in this program. The recommended budget includes $3,000 to fund the Advisory Committee.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
116<br />
Health & Human Services
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY<br />
Jerry Dunn, Director<br />
WORKLOAD SUMMARY/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Providers (Caregivers)<br />
Actual<br />
4,780<br />
Estimated<br />
4,890<br />
Projected<br />
4,960<br />
Background Check Packets 1,956 1,832 2,000<br />
Caregivers Attending Orientation 1,676 1,450 1,600<br />
Newly Eligible Providers 1,820 1,437 1,585<br />
Note: The Indicators presented above will form the basis for future development<br />
<strong>of</strong> performance measures and goals.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Mailed Department <strong>of</strong> Justice background check packets to 1,832 new caregiver applicants, a decrease <strong>of</strong> 124 from the prior year.<br />
• Provided orientation to 1,450 new caregiver applicants, and deemed 1,437 new caregiver applicants eligible to work for IHSS clients,<br />
a decrease <strong>of</strong> 134 from the prior year. Program fluctuations are common, occasionally due to longer term caregivers having completed<br />
the enrollment process.<br />
• Matched 660 <strong>of</strong> the 1,025 client requests for caregiver services with Registry caregivers, a decrease <strong>of</strong> 21 from the prior year.<br />
Program fluctuations are based on caseload and availability for client services. The unmatched requests are due to clients finding their<br />
caregivers privately and not from Registry referrals.<br />
• Added 120 new caregivers to the Registry, an increase <strong>of</strong> 21 from the prior year.<br />
FY 13-14 OBJECTIVES<br />
• Mail Department <strong>of</strong> Justice background check packets to 2,000 new caregiver applicants. Provide orientation to 1,600 new caregiver<br />
applicants.<br />
• Approve 1,585 new caregiver applicants eligible to work for IHSS clients.<br />
• Match 780 client requests for caregiver services with Registry caregivers.<br />
• Add 180 new caregivers to the Registry.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
117<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
118<br />
Health & Human Services
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures $14,486,203<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Department <strong>of</strong> Child Support Services is<br />
to ensure that children receive the services regarding paternity and financial Total Revenues/Use <strong>of</strong> Fund Balance $14,486,203<br />
support to which they are legally entitled.<br />
Total General Fund Contribution $0<br />
DEPARTMENTAL DESCRIPTION<br />
Total Staff 98.50<br />
The Department <strong>of</strong> Child Support Services (DCSS) provides paternity and % Funded by General Fund 0.00%<br />
child support services to children and families in <strong>Sonoma</strong> <strong>County</strong> by seeking<br />
and enforcing court orders <strong>of</strong> paternity and financial support against non-custodial parents. DCSS is the local agency responsible for<br />
administering the Federal and State child support program which includes enforcing court orders and assuring collections and<br />
distribution <strong>of</strong> child support, thus decreasing the reliance on state and county welfare programs. Federal and State laws govern the<br />
department, with oversight by the California Department <strong>of</strong> Child Support Services. The Department budget consists <strong>of</strong> state (34%) and<br />
federal (66%) funds, with no contribution from the <strong>County</strong> General Fund.<br />
The department is organized into two functions: child support enforcement, which is the core function <strong>of</strong> the department; and<br />
administration, which is responsible for the oversight and fiscal management <strong>of</strong> the department.<br />
Julie Paik<br />
Director<br />
Child Support<br />
Enforcement<br />
$13.8 M<br />
Administration<br />
$662 K<br />
Funding Sources<br />
Funding Uses<br />
$4,925,309<br />
Intergovernmental<br />
Revenues-Federal<br />
$661,806<br />
Child Support<br />
Enforcement<br />
$9,560,894<br />
Intergovernmental<br />
Revenues-State<br />
$13,824,397<br />
Administration<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
119<br />
Health & Human Services
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing<br />
Child Support Enforcement<br />
Adopted<br />
97.00<br />
Approved<br />
97.00<br />
<strong>Recommended</strong><br />
94.00<br />
Change<br />
(3.00)<br />
Change<br />
(3.1)<br />
Administration 4.50 4.50 4.50 0.00 -<br />
Total Permanent Positions 101.50 101.50 98.50 (3.00) (3.0)<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Child Support Enforcement<br />
Adopted<br />
13,906,102<br />
<strong>Recommended</strong><br />
13,824,397<br />
Change<br />
(81,705)<br />
Change<br />
(0.6)<br />
Administration 665,718 661,806 (3,912) (0.6)<br />
Total Expenditures 14,571,820 14,486,203 (85,617) (0.6)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Intergovernmental Revenues-Federal 9,617,401 9,560,894 (56,507) (0.6)<br />
Intergovernmental Revenues-State 4,954,419 4,925,309 (29,110) (0.6)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 14,571,820 14,486,203 (85,617) (0.6)<br />
RECOMMENDED BUDGET<br />
The recommended budget includes total expenditures and revenues <strong>of</strong> $14.5 million, which is a decrease <strong>of</strong> approximately $85,000 from<br />
the adopted FY 12-13 budget. Baseline expenses increased $96,956 primarily due to increased investment in future technology<br />
infrastructure replacement costs as well as other minor increases in internal services rates. Additionally, funding provided from the State<br />
specifically for data processing services and support decreased by approximately $85,000. In order to address these increased expenses<br />
and reduced revenues, the recommended budget includes the elimination <strong>of</strong> three vacant positions (Child Support Financial Worker II,<br />
Legal Secretary, and Senior Legal Processor).<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The DCSS Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, services provided by the Child Support Services Department most closely align with<br />
Safe, Healthy and Caring Communities. Of the $14.5 million budget, $13.8 million in staff and costs are directly involved with<br />
establishing paternity and enforcement <strong>of</strong> orders, which result in providing financial support to children who are entitled to it.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
120<br />
Health & Human Services
DEPARTMENT OF CHILD SUPPORT SERVICES<br />
Julie S. Paik, Director<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Child Support Enforcement<br />
Percent <strong>of</strong> Cases with Paternity Established<br />
Actual<br />
90.6<br />
Estimated<br />
100.0<br />
Projected<br />
100.0<br />
Percent <strong>of</strong> Cases with a Child Support Order 94.1 94.1 94.1<br />
Percent <strong>of</strong> Current Support Collected 70.2 71.7 73.2<br />
Percent <strong>of</strong> Cases with a Collection Towards<br />
Child Support in Arrears<br />
70.2 71.2 72.2<br />
Cost Effectiveness $2.76 $2.54 $2.54<br />
Note: Child Support Services performance measures are based on a Federal Fiscal Year<br />
(10/01–9/30)<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Received three Statewide Awards: Top 10 <strong>County</strong> in California – ranking #6; Top Performing Medium Size <strong>County</strong>; and Most<br />
Improved Medium Size <strong>County</strong> in California.<br />
• Cases with support orders increased from 93.5% to 94.1%.<br />
• Cases with current support collections increased from 66.5% to 70.2%.<br />
• Cases with arrears collections increased from 67.9% to 70.2%.<br />
• Cost effectiveness increased from $2.28 to $2.76 in previous Federal fiscal year (out performing the state goal <strong>of</strong> $2.25). This ratio<br />
represents the amount <strong>of</strong> child support distributed over department expenses. Specifically, for every $1.00 spent on support<br />
enforcement, $2.76 was collected in child support dollars.<br />
• Distributed $28.5 million in child support collections, up from $28.3 million in the previous federal fiscal year.<br />
• Completed the first year <strong>of</strong> a new outreach program in the family law court to provide on-site services to families; provided<br />
information and materials to over 200 families and opened 51 new cases.<br />
• Conducted trainings and outreach to the private family law attorneys through the <strong>Sonoma</strong> <strong>County</strong> Bar Association.<br />
• Worked with delinquent parents with suspended drivers licenses; released 434 driver’s licenses and collected $413,000 in past due<br />
child support, up from $240,470 collected in the previous year’s campaign.<br />
FY 13-14 OBJECTIVES<br />
• Meet and/or exceed performance on performance measures, including the following federally established target rates: (1) paternity<br />
establishment – 100%, (2) support order establishment, which sets the amount <strong>of</strong> child support which should be paid – 94.1%, (3)<br />
percent <strong>of</strong> child support collected compared to the amount <strong>of</strong> due – 73.2%, and (4) number <strong>of</strong> cases which a payment is made on<br />
past due amounts – 72.2%.<br />
• Maintain cost effectiveness ratio for Federal FY 13-14.<br />
• Pass all state and federal compliance and data reliability audits.<br />
• Develop departmental career skills enhancement and succession planning implementation plan.<br />
• Increase new case initiation by expanding outreach to community agencies, courts, private family law attorneys and schools.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
121<br />
Health & Human Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
122<br />
Health & Human Services
DEVELOPMENT SERVICES<br />
Development Services contains the following departmental budgets:<br />
Permit & Resource Management<br />
Community Development Commission<br />
Fire & Emergency Services<br />
Transportation & Public Works<br />
Water Agency<br />
Economic Development Board<br />
Regional Parks<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
123<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
124<br />
Development Services
MISSION STATEMENT<br />
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures<br />
$19,867,981<br />
Our mission is to serve the people <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> by providing a customerfocused<br />
process for the orderly development <strong>of</strong> real property, balanced with<br />
Total Revenues/Use <strong>of</strong> Fund Balance $16,348,403<br />
resource stewardship under the general policy direction <strong>of</strong> the Board <strong>of</strong><br />
Total General Fund Contribution $3,519,578<br />
Supervisors, and to develop and maintain standards that protect the health and Total Staff 101.50<br />
safety <strong>of</strong> the public.<br />
% Funded by General Fund 17.71%<br />
DEPARTMENTAL DESCRIPTION<br />
The Permit and Resource Management Department (PRMD) provides a “one-stop shop” for all county land use planning and<br />
development activities. Major functions include processing and inspecting building permits, well and septic permits, grading and<br />
drainage permits, sanitation (sewer) permits and planning entitlements, environmental review for public and private projects,<br />
maintaining and updating the <strong>Sonoma</strong> <strong>County</strong> General Plan, and enforcement <strong>of</strong> building and development codes.<br />
The PRMD <strong>Budget</strong> is organized by two divisions: the Engineering and Construction Division; and the Planning Division. The<br />
Engineering and Construction Division has three primary functions including Building and Safety, Engineering, and Well and Septic.<br />
The Planning Division has three primary functions including Project Review, Special Projects and Environmental Review. The<br />
Customer Service Ombudsman focus is providing value-added customer service on individual projects along with process improvements<br />
related to improved customer service.<br />
Pete<br />
Parkinson<br />
Director<br />
Engineering<br />
&<br />
Construction<br />
Customer<br />
Service<br />
Ombudsman<br />
Planning<br />
Building &<br />
Safety<br />
$7.38 M<br />
Engineering<br />
$2.19 M<br />
Well &<br />
Septic<br />
$2.72 M<br />
Ombudsman<br />
$232 K<br />
Project<br />
Review<br />
$3.28 M<br />
Special<br />
Projects<br />
$2.78 M<br />
Environmental<br />
Review<br />
$1.27 M<br />
Funding Sources<br />
$1,018,294<br />
$1,383,188<br />
General Fund<br />
Contribution<br />
Permits Fees<br />
Funding Uses<br />
$2,783,725<br />
$1,272,312<br />
Building and Safety<br />
Engineering<br />
$5,003,735<br />
$3,519,578<br />
Fines/ Penalties &<br />
Abatement Liens<br />
Charges for Services<br />
$7,384,421<br />
Well and Septic<br />
Ombudsman<br />
Project Review<br />
$1,276,443<br />
$7,666,743<br />
Special Revenue<br />
Funds<br />
Intergovt Revenues<br />
$3,283,578<br />
$232,489 $2,721,568 $2,189,888<br />
Special Projects<br />
Environmental Review<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
125<br />
Development Services
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 102.00 102.00 101.50 (0.50) (0.49)<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Building and Safety 6,696,241 7,384,421 688,180 10.3<br />
Engineering 2,299,287 2,189,888 (109,399) (4.8)<br />
Well and Septic 2,614,616 2,721,568 106,952 4.1<br />
Ombudsman 212,501 232,489 19,988 9.4<br />
Project Review 3,446,625 3,283,578 (163,047) (4.7)<br />
Special Projects 2,532,219 2,783,725 251,506 9.9<br />
Environmental Review 1,252,128 1,272,312 20,184 1.6<br />
Total Expenditures 19,053,617 19,867,981 814,364 4.3<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 3,519,578 3,519,578 0 -<br />
Permits Fees 7,219,170 7,666,743 447,573 6.2<br />
Fines/ Penalties & Abatement Liens 1,299,312 1,276,443 (22,869) (1.8)<br />
Charges for Services 4,674,146 5,003,735 329,589 7.1<br />
Special Revenue Funds 820,038 1,018,294 198,256 24.2<br />
Intergovt Revenues 1,521,373 1,383,188 (138,185) (9.1)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 19,053,617 19,867,981 814,364 4.3<br />
RECOMMENDED BUDGET<br />
The recommended budget includes expenditures totaling $19.9 million, an increase <strong>of</strong> $814,000 over FY 12-13. This is attributed to<br />
service and supply costs increases including information technology charges for future infrastructure replacement costs and other<br />
internal services rates. $500,000 is included in this budget for the implementation <strong>of</strong> a new department-wide permit s<strong>of</strong>tware system to<br />
replace the existing system which has reached its useful life span and ability to be updated and maintained.<br />
Increases are also due to position changes including the addition <strong>of</strong> 0.5 FTE Payroll Clerk to create a full time payroll clerk in the<br />
administration and fiscal unit due to workload needs. This increase as well as some other miscellaneous job class adjustments to more<br />
appropriately reflect the performed duties are <strong>of</strong>fset by the deletion <strong>of</strong> a vacant and unused 1.0 FTE Engineer.<br />
Revenues total $19.9 million, an increase <strong>of</strong> $814,000 over FY 12-13 primarily due to an increase in building permit revenue as building<br />
valuations have increased slightly. Permit fee collections are estimated to increase $447,000 over FY 12-13, and special revenue is<br />
increasing $198,000 due to anticipated increases in Planning Administration fees and Aggregate Resource Management Road Mitigation<br />
fees. General Fund support for the department will remain flat from FY 12-13 at $3.5 million.<br />
This budget assumes the use <strong>of</strong> $840,500 in Deferred Revenue to provide $500,000 to fund the permit s<strong>of</strong>tware replacement costs;<br />
$176,500 in funding to retain the Customer Service Ombudsman position while the department reviews the structure <strong>of</strong> the customer<br />
service unit functions; $114,000 in continued increased county counsel support for the code enforcement program; and $50,000 to the<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency to meet the <strong>County</strong>’s obligations under the state-mandated California Statewide Groundwater Elevation<br />
Monitoring requirements.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
126<br />
Development Services
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
Building and Safety<br />
The Building and Safety Division performs building plan check, building inspections and code enforcement for all unincorporated<br />
county building and development. Increases in expenditures <strong>of</strong> $688,000 in this area over FY 12-13 are due to plans to fill a vacant<br />
Senior Code Enforcement Officer, continue increased county counsel support for code enforcement, additional expenses for the triennial<br />
building code adoption, and implementation <strong>of</strong> permit s<strong>of</strong>tware replacement.<br />
Engineering<br />
The Engineering section performs plan review and field inspections related to sanitation, drainage, regulation pursuant to the National<br />
Pollutant Discharge Elimination System, encroachment issues, and survey and land development. Decreases in expenditures <strong>of</strong> $109,000<br />
in this area over FY 12-13 are due to the elimination <strong>of</strong> a vacant engineering position assigned to the Department <strong>of</strong> Health Services<br />
related to the Leaky Underground Storage Tank program. The Department <strong>of</strong> Health Services utilizes other staff to perform these duties<br />
and no longer requires this position.<br />
Well and Septic<br />
The Well and Septic section performs plan review and field inspections related to wells and standard as well as non-standard septic<br />
systems. Increases in expenditures <strong>of</strong> $107,000 are due to implementation costs for permit s<strong>of</strong>tware replacement.<br />
Project Review<br />
The Project Review section (part <strong>of</strong> the Planning Division) processes entitlement requests such as Use Permits, Subdivisions, Design<br />
Review, General Plan Amendments, and Zone Changes. Decreases in expenditures <strong>of</strong> $163,000 in this area over FY 12-13 are due to the<br />
transfer <strong>of</strong> a position to the Special Project program area (discussed below).<br />
Special Projects<br />
The Special Projects section (part <strong>of</strong> the Planning Division) provides comprehensive planning support for updating the General Plan, the<br />
Zoning Code, and the Local Coastal Plan. Increases in expenditures <strong>of</strong> $251,000 in this area over FY 12-13 are due to the transfer <strong>of</strong> a<br />
position from Project Review into this program area as well as anticipated transfers to other county departments from the Aggregate<br />
Resource Management Road Mitigation fund, use <strong>of</strong> the Plan Administration fund for General Plan programs, and increased contract<br />
services for planned projects. Significant project work, assisted by this additional staffing and funding, plan for FY 13-14 include update<br />
<strong>of</strong> the Development Code, Local Coastal Plan, Housing Element, Public Safety Element, and the Climate Action Plan. Additional work<br />
to update the zoning code to implement the Scenic Resources, Biotic Resources and Agricultural Resources element <strong>of</strong> the General Plan<br />
is also underway.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
PRMD’s services help meet all four goals in the <strong>County</strong>’s Strategic Plan. The department’s primary alignment is with the “Safe,<br />
Healthy, and Caring Communities” and “Economic and Environmental Stewardship” goals. “Safe Healthy and Caring Communities” are <br />
supported by the department’s building and safety, engineering, and well and septic programs (expenditures totaling $11.81 million).<br />
This includes implementation <strong>of</strong> federal, state and local laws that ensure buildings are structurally safe for residents, workers and visitors<br />
alike. PRMD’s septic system program ensures that onsite sewage disposal is done safely and without impacting human or environmental<br />
health.<br />
The goal <strong>of</strong> “Economic and Environmental Stewardship” is supported by services performed by Environmental Review, Special<br />
Projects, and Project Review sections (expenditures totaling $7.32 million) through high quality community planning that facilitates<br />
economic development and protects <strong>Sonoma</strong> <strong>County</strong>’s unique environment.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
127<br />
Development Services
PERMIT AND RESOURCE MANAGEMENT DEPARTMENT<br />
Pete Parkinson, Director<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Implemented key recommendations <strong>of</strong> the PRMD Customer Service Working Group which brought together industry leaders with<br />
PRMD staff with the purpose <strong>of</strong> recommending approaches to further improve PRMD’s customer service.<br />
• Hosted PRMD’s first-ever “open house” and implemented a customer education program known as PRMD Citizen’s Academy as<br />
part <strong>of</strong> the next phase <strong>of</strong> Customer Service Enhancements identified in 2010.<br />
• Completed environmental documentation and initiated the public hearing process for the proposed Mark West Quarry project.<br />
• Completed public review and adoption <strong>of</strong> the Historic Resources Guidelines for Bodega Bay, Duncan Mills, Freestone and<br />
Occidental.<br />
• Certified three additional Certified Access Specialists to comply with next phase <strong>of</strong> State Law SB 1608, relating to accessibility for<br />
persons with disabilities by January 1, <strong>2014</strong>.<br />
• Completed additional staff training in the California Green Building Standards Program.<br />
• Participated with statewide organizations in the development <strong>of</strong> the <strong>2013</strong> model building codes.<br />
• Completed implementation <strong>of</strong> new Micros<strong>of</strong>t Dynamics project cost accounting system.<br />
• Obtained a $1 million grant from the state Strategic Growth Council to prepare a Greenhouse Gas Reduction Implementation Plan<br />
(GRIP) in partnership with the Regional Climate Protection Authority and all nine cities, <strong>of</strong> which $40,000 is expected to be<br />
received by PRMD.<br />
FY 13-14 OBJECTIVES<br />
• Purchase and implement new permitting s<strong>of</strong>tware system to replace the current system, Permits Plus, in conjunction with an<br />
internal review <strong>of</strong> permit processes to maximize efficiencies and streamlining capabilities recognized by the new system.<br />
• Continue to implement a customer education program as part <strong>of</strong> the next phase <strong>of</strong> Customer Service Enhancements identified in<br />
2010.<br />
• Initiate public review <strong>of</strong> the Draft Development Code Update and complete the public hearing process at the Planning Commission<br />
to provide a recommendation to the Board <strong>of</strong> Supervisors.<br />
• Complete an update <strong>of</strong> the Well and Septic “Blue Book” containing all septic regulations affecting <strong>Sonoma</strong> <strong>County</strong>.<br />
• Complete adoption process for a modernized <strong>County</strong> Well Ordinance.<br />
• Continue working with the Water Agency to submit to the state biannual groundwater elevation data pursuant to the California<br />
State Groundwater Elevation Monitoring program.<br />
• Work with Regional Water Boards to implement new statewide septic system regulations (AB 885) to ensure that local conditions<br />
and needs are addressed.<br />
• Complete update <strong>of</strong> the Airport Land Use Compatibility Plan once the FAA has approved the adopted Master Plan for the <strong>Sonoma</strong><br />
<strong>County</strong> Airport.<br />
• Work with Regional Climate Protection Authority to develop multi-jurisdictional community-wide greenhouse climate action<br />
program.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
128<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen H. Kane, Executive Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$59,205,656<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Community Development Commission<br />
is to promote decent and affordable housing, revitalize communities, and<br />
Total Revenues/Use <strong>of</strong> Fund Balance $58,249,461<br />
support public services that increase economic stability for <strong>County</strong> residents. Total General Fund Contribution $956,195<br />
We are committed to providing services in an effective, efficient, and Total Staff 33.00<br />
respectful manner.<br />
% Funded by General Fund 1.62%<br />
DEPARTMENT DESCRIPTION<br />
The Community Development Commission is organized into three divisions. The Housing Authority provides sliding-scale rental<br />
housing assistance payments to property owners on behalf <strong>of</strong> approximately 3,000 low- income households. The Property Finance &<br />
Services Division manages affordable housing financing programs, provides construction management services for assisted residential<br />
and non-housing capital projects, and manages the properties, other assets, and obligations <strong>of</strong> the Successor Agency and Housing<br />
Successor Entity. The Community Partners Division hosts a homeless services planning consortium (<strong>Sonoma</strong> <strong>County</strong> Continuum <strong>of</strong><br />
Care) and provides grant funding for programs operated by local non-pr<strong>of</strong>it community services agencies.<br />
Kathleen Kane<br />
Director<br />
Housing<br />
Authority<br />
Property<br />
Finance &<br />
Services<br />
Community<br />
Partners<br />
Rental<br />
Assistance<br />
Programs<br />
$27.3 M<br />
Housing Finance<br />
Programs<br />
$3.5 M<br />
Construction<br />
Services<br />
$4.2 M<br />
Property & Asset<br />
Management<br />
$16.8 M<br />
Homeless<br />
Services<br />
Planning<br />
$509 K<br />
Community<br />
Grant<br />
Funding<br />
$2.1 M<br />
Funding Sources<br />
$4,940,622<br />
$12,104,472 $956,195<br />
General Fund <br />
Contribution<br />
Federal Grants<br />
Developer Fees<br />
Funding Uses<br />
$4,940,622<br />
$2,059,358<br />
$508,599<br />
Rental Assistance<br />
Housing Finance<br />
Programs<br />
Construction Services<br />
Property Tax Revenues<br />
$27,301,529<br />
Property & Asset<br />
Management<br />
Rents, Fees, Interest, &<br />
Other<br />
Homeless Services<br />
Planning<br />
$2,114,444<br />
$5,471,891<br />
$864,000<br />
$32,754,032<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$16,793,682<br />
$4,150,889 $3,450,977<br />
Community Grant<br />
Funding<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
129<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen H. Kane, Executive Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 34.00 33.00 33.00 0.00 <br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Housing Authority<br />
Rental Assistance 26,907,744 27,301,529 393,785 1.5<br />
Property Finance & Services<br />
Housing Finance Programs 4,852,228 3,450,977 (1,401,251) (28.9)<br />
Construction Services 2,213,375 4,150,889 1,937,514 87.5<br />
Property & Asset Management 14,870,643 16,793,682 1,923,039 12.9<br />
Community Partners<br />
Homeless Services Planning 363,222 508,599 145,377 40.0<br />
Community Grant Funding 2,108,212 2,059,358 (48,854) (2.3)<br />
Internal Transfers /Reimbursements 5,081,675 4,940,622 (141,053) (2.8)<br />
Total Expenditures 56,397,099 59,205,656 2,808,557 5.0<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 956,195 956,195 0 <br />
Federal Grants 33,934,628 32,754,032 (1,180,596) (3.5)<br />
Developer Fees 500,000 864,000 364,000 72.8<br />
Property Tax Revenues 2,438,710 5,471,891 3,033,181 124.4<br />
Rents, Fees, Interest, & Other 1,209,270 2,114,444 905,174 74.9<br />
Internal Transfers /Reimbursements 5,081,675 4,940,622 (141,053) (2.8)<br />
Use <strong>of</strong> Fund Balance 12,276,621 12,104,472 (172,149) (1.4)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 56,397,099 59,205,656 2,808,557 5.0<br />
Notes: Expenses and revenues include $4.9 million in internal transfers and reimbursements, thus<br />
resulting in a total net budget <strong>of</strong> $54.3 million.<br />
RECOMMENDED BUDGET<br />
Expenditures for the Community Development Commission are increasing by $2.8 million, or 5%. This is primarily due to the<br />
Commission’s post-redevelopment dissolution designation as Housing Successor Entity for the <strong>County</strong> and the cities <strong>of</strong> <strong>Sonoma</strong> and<br />
Sebastopol, as well as increased production and per unit costs for the Flood Elevation and Housing Rehabilitation Programs. This<br />
increase assumes that pending litigation will allow the <strong>County</strong> to complete all planned Roseland Village and Highway 12 improvements<br />
by spending $10.3 million in fund balance from previously accumulated property tax increment and bond proceeds, augmented with<br />
some new post-dissolution property tax distributions. If litigation is unsuccessful, the Commission and CAO will recommend using<br />
additional property tax distributions to fund the improvements. Major changes in funding include:<br />
Rental Assistance<br />
Expenditures for rental assistance are budgeted to increase $394,000 due to increases in the Fair Market Rent rates established by the<br />
U.S. Department <strong>of</strong> Housing and Urban Development (HUD) for <strong>Sonoma</strong> <strong>County</strong>. Of this amount, $261,000 is related to the Housing<br />
Choice Voucher Program (HCV, also known as “Section 8”), and $133,000 is for the Shelter Plus Care Program which provides rental<br />
assistance to 119 households in <strong>Sonoma</strong> <strong>County</strong> who are homeless and have a disability. This assumes that the Commission will spend<br />
all <strong>of</strong> its $1.1 million in HCV fund balance, which can be used only to compensate for fluctuations in housing assistance payment levels,<br />
to <strong>of</strong>f-set a comparable reduction in <strong>2013</strong> Federal funding, and that Federal funding in <strong>2014</strong> is restored to 2012 levels. The Commission<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
130<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen H. Kane, Executive Director<br />
is using these assumptions as the best estimate at this time. If correct, the Commission will be able to continue providing assistance to all<br />
but 0.5% (15) <strong>of</strong> the 2,820 households on the HCV Program.<br />
Housing Finance Programs<br />
Expenditures for financing affordable housing development and preservation are decreasing by $1.4 million. This reflects lower<br />
revenues in prior years that are now being applied to projects ready to move forward. Funding expected in FY 13-14 for future projects<br />
totals $3.4 million in new revenue, primarily from the federal HOME Program (reduced by approximately 5% from prior year), the<br />
federal CDBG Program (level funded), and development fees deposited to the <strong>County</strong> Fund for Housing (expected to increase by<br />
$364,000).<br />
Construction Services<br />
Construction services expenditures are expected to increase by $1.9 million, primarily due to a greater number <strong>of</strong> properties that are<br />
planned for completion under the Commission’s Flood Elevation and Housing Rehabilitation Programs, combined with an increase in<br />
the expected per unit costs for these projects.<br />
Property and Asset Management<br />
Following the dissolution <strong>of</strong> redevelopment agencies in February, 2012, the Successor Agency for the <strong>Sonoma</strong> <strong>County</strong> Community<br />
Redevelopment Agency (Successor Agency), a separate legal entity from both the <strong>County</strong> and the Commission, was established to wind<br />
down and satisfy all remaining non-housing obligations <strong>of</strong> the former <strong>County</strong> redevelopment agency. The Successor Agency operates<br />
with the oversight and approval <strong>of</strong> the <strong>County</strong> Board <strong>of</strong> Supervisors in their capacity as the Successor Agency’s governing body, and<br />
subject to the direction <strong>of</strong> a seven-member appointed Oversight Board. The Successor Agency has contracted with the Commission to<br />
provide administrative and project delivery staffing for all required work. In addition, the Commission was designated as the Housing<br />
Successor Entity for the former redevelopment agencies <strong>of</strong> the <strong>County</strong> and the cities <strong>of</strong> <strong>Sonoma</strong> and Sebastopol. Expenditures for<br />
Property and Asset Management are increasing by $1.9 million.<br />
The Dissolution Act requires the Successor Agency to adopt a series <strong>of</strong> Recognized Obligation Payment Schedules (ROPS) covering<br />
successive six-month periods and listing all <strong>of</strong> the enforceable obligations <strong>of</strong> the former redevelopment agency, including administrative<br />
expenses to support the Successor Agency. The two ROPS covering the periods <strong>of</strong> July through December <strong>2013</strong> and January through<br />
June <strong>2014</strong> comprise the Successor Agency budget for FY 13-14.<br />
The Successor Agency expenditures for FY 13-14, as shown on the ROPS submitted for State approval, total $16,035,731 and includes<br />
an increase <strong>of</strong> $1.4 million for the Roseland Village and Highway 12 improvements. The projects and expenditures may change if the<br />
State successfully overturns any <strong>of</strong> the items listed on the ROPS, or if the ROPS for subsequent periods are revised to reduce or<br />
eliminate any <strong>of</strong> the currently listed obligations. These expenditures are supported through fund balance <strong>of</strong> the former Redevelopment<br />
Agency, remaining bond proceeds, and property taxes from former redevelopment areas.<br />
Housing Successor Entity: As the designated Housing Successor for the <strong>County</strong> and Cities <strong>of</strong> <strong>Sonoma</strong> and Sebastopol, the Commission<br />
received an expanded workload to manage the former redevelopment agencies’ affordable housing programs, which requires $470,000<br />
in additional staffing and administrative funding. For FY 13-14, the Commission has determined that planning and administrative<br />
expenditures from the Low and Moderate Income Housing Asset Fund for each project area are necessary for the production,<br />
improvement, and reservation <strong>of</strong> low and moderate-income housing. As <strong>of</strong> this writing, staff is preparing options for Board consideration<br />
to cover these costs. Those options will include following the Board policy direction in November, 2012, to sell two or more real<br />
properties transferred from the cities, and to use sales proceeds as well as rental income and loan repayments, to the extent necessary to<br />
pay for administrative and operating costs. This budget assumes the sale <strong>of</strong> two properties. While these one-time funds are budgeted to<br />
pay on-going administrative costs, these sales are expected to yield sufficient funds to pay these costs for a 2-3 year period, which will<br />
enable the agency to weather the transition period until such time as the housing assets are generating a more sustainable stream <strong>of</strong><br />
revenue. The balance <strong>of</strong> income from assets will be available to provide financial assistance for affordable housing development and<br />
preservation. Another option will include using property tax revenue that previously went to the redevelopment agencies.<br />
Homeless Services Planning<br />
Expenditures for Homeless Services Planning are increasing by $145,000. This is largely because the CDC expects to initiate a new<br />
program in FY 13-14 called Coordinated Assessment using a $102,000 federal Continuum <strong>of</strong> Care award and Transient Occupancy Tax<br />
funds for local match <strong>of</strong> $40,000. This program will assist homeless persons in accessing services through a coordination <strong>of</strong> referral,<br />
assessment and intake processing throughout the county’s network <strong>of</strong> homeless service providers.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
131<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen H. Kane, Executive Director<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, the $59.2 million in services provided by the CDC align most closely with “Safe,<br />
Healthy, and Caring Communities.” A minor portion <strong>of</strong> CDC’s expenditures could also be considered as supporting the Strategic Plan<br />
goal <strong>of</strong> “Investing in the Future” as they include anti-poverty and homeless prevention programs.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Assisted 2,820 households with Section 8 rental subsidies, 180 mostly homeless clients with rental assistance, 19 low-income<br />
mobile home owners with space rent assistance, and 12 extremely low-income special needs residents with project-based rental<br />
assistance.<br />
• Provided $1,073,177 in funding for 6 affordable housing developments providing 239 affordable housing units, 137 restricted for<br />
very-low income families, 98 for low-income families, and 4 for moderate income families.<br />
• In cooperation with Transportation and Public Works and the <strong>County</strong> Administrator, received Board approval <strong>of</strong> $450,000 in<br />
funding to complete the engineering design documents for the Hwy. 12 project, enabling the project to obtain final permits and thus<br />
be ‘shovel ready’ when construction funding becomes available.<br />
• Received Regional Water Board approval for an amended scope <strong>of</strong> work for groundwater remediation responsibilities at Roseland<br />
Village shopping center, saving an estimated $500,000. Continued to provide public access on site for community activities<br />
including the annual Cinco de Mayo celebration.<br />
• Completed 23 housing rehabilitation projects, with a total value <strong>of</strong> $781,500, using a combination <strong>of</strong> federal Community<br />
Development Block Grant (CDBG), State <strong>of</strong> California CalHOME funds, or redevelopment funds. Elevated 14 flood-prone<br />
residential structures in the lower Russian River area using Federal Emergency Management Agency grant funding and owner<br />
matching funds in the amount <strong>of</strong> $2,178,000.<br />
• Completed phases 5 and 6 <strong>of</strong> Sweetwater Springs Water District capital improvement plan ($1,477,500), completed phase 3 <strong>of</strong> the<br />
development <strong>of</strong> Guerneville’s Riverkeeper Stewardship Park ($128,500), and completed phase 1 <strong>of</strong> the Monte Rio Creekside Park<br />
($1,356,890), for which Commission funding created a match to procure additional grant funding for future phases <strong>of</strong> the project.<br />
• Led the Continuum <strong>of</strong> Care to implement provisions and principles <strong>of</strong> the federal Homeless Emergency Assistance and Rapid<br />
Transition to Housing (HEARTH) Act <strong>of</strong> 2009, including a pilot Rapid Re-Housing Program (homeless shelter diversion program.)<br />
• Provided over $378,370 in federal grant funds and $440,000 in <strong>County</strong> funds to 17 local nonpr<strong>of</strong>it agencies in support <strong>of</strong> 10<br />
homeless shelters and transitional housing facilities and 15 other human services programs serving over 15,000 county residents.<br />
FY 13-14 OBJECTIVES<br />
• Assist in prevention <strong>of</strong> homelessness and promote stable housing for nearly 3,000 low-income households by providing rental<br />
subsidies through the Housing Choice Voucher and similar programs.<br />
• Secure additional federal funding to increase the capacity <strong>of</strong> rental housing assistance programs, in collaboration with <strong>County</strong><br />
departments and community based organizations to assist chronically homeless individuals with disabilities.<br />
• Utilize technology to streamline the administration <strong>of</strong> rental assistance programs through the implementation <strong>of</strong> electronic document<br />
management, computerized file notes, and handheld inspection devices.<br />
• Establish a new Coordinated Assessment program in concert with community partners to assist homeless persons in identifying and<br />
accessing appropriate shelter and other homeless services county-wide.<br />
• Secure full renewal homeless services funding and some additional federal funding through the Continuum <strong>of</strong> Care funding process<br />
by providing leadership, coordination, data management, and technical assistance to the local Continuum <strong>of</strong> Care consortium <strong>of</strong><br />
homeless services providers.<br />
• Place and manage all affordable housing funds available from <strong>County</strong> Fund for Housing and Federal programs via our competitive<br />
process for affordable housing developers.<br />
• Successfully manage the ongoing redevelopment agency dissolution process including the management <strong>of</strong> housing assets,<br />
responsibilities and requirements transferred through the dissolution process from the cities <strong>of</strong> Sebastopol and <strong>Sonoma</strong> but without<br />
administrative funding.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
132<br />
Development Services
COMMUNITY DEVELOPMENT COMMISSION<br />
Kathleen H. Kane, Executive Director<br />
• Develop a plan for a successful transformation <strong>of</strong> the Roseland Shopping Center, owned by the CDC and left in limbo by the State’s<br />
dissolution <strong>of</strong> redevelopment, into a viable economic and community resource.<br />
• Develop and implement a plan in concert with other <strong>County</strong> departments to secure alternate funding sources to continue key<br />
redevelopment activities such as, but not limited to, the State Highway 12 project in <strong>Sonoma</strong> Valley, mixed-use development <strong>of</strong> the<br />
Roseland Village site, Monte Rio wastewater feasibility studies, and Guerneville area homeless shelter and services.<br />
• Complete 15 flood elevation and 20 housing rehabilitation projects, mitigating future damage for flood prone properties and<br />
benefitting low-income owner-occupant households in the removal <strong>of</strong> health and safety hazards.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
133<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
134<br />
Development Services
MISSION STATEMENT<br />
The Fire and Emergency Services Department mission is to provide<br />
exceptional service dedicated to protecting life, property, and the<br />
environment.<br />
DEPARTMENTAL DESCRIPTION<br />
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $9,202,994<br />
Total Revenues/Use <strong>of</strong> Fund Balance $8,627,899<br />
Total General Fund Contribution $575,095<br />
Total Staff 22.25<br />
The Fire and Emergency Services Department provides hazardous materials % Funded by General Fund 6.25%<br />
services including regulating storage and handling <strong>of</strong> hazardous materials at<br />
businesses and responding to hazardous material emergency incidents. Fire operations services are provided through <strong>County</strong> Service<br />
Area (CSA) #40 as the Department provides management and command and control oversight for 15 volunteer fire companies which<br />
respond to fires, calls for medical assistance and other emergencies in many rural locations in the <strong>County</strong>. The Department also provides<br />
fire prevention, inspection, investigation services. The Department provides emergency management services as the lead countywide<br />
agency to coordinate emergency preparedness and response among cities, special districts and the state.<br />
Mark Aston<br />
Director<br />
Hazardous<br />
Materials Services<br />
$1.5 M<br />
Fire Operations<br />
$3.3 M<br />
Fire Prevention<br />
$1.0 M<br />
Emergency<br />
Management<br />
Services<br />
$1.4 M<br />
Administration<br />
$909 K<br />
Funding Sources<br />
General Fund<br />
Contribution<br />
Funding Uses<br />
Hazardous Materials<br />
$418,347 $1,153,200<br />
$880,335<br />
$575,095<br />
$3,201,083<br />
Property Tax/<br />
Special Assessments<br />
Fees<br />
$1,153,200<br />
$908,677<br />
$1,476,837<br />
Fire Operations<br />
Fire Prevention<br />
Use <strong>of</strong> Fund Balance<br />
$451,151<br />
$2,523,783<br />
Emergency<br />
Management Grants<br />
Other Miscellaneous<br />
Revenues<br />
Internal Transfers<br />
/Reimbursements<br />
$1,351,844<br />
$1,016,910<br />
$3,295,526<br />
Emergency<br />
Management<br />
Administration<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
135<br />
Development Services
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing<br />
Hazardous Materials Services<br />
Adopted<br />
5.50<br />
Approved<br />
5.50<br />
<strong>Recommended</strong><br />
5.50<br />
Change<br />
0.00<br />
Change<br />
-<br />
Fire Operations 4.60 4.60 3.00 (1.60) (34.8)<br />
Fire Prevention 2.00 2.00 4.00 2.00 100.0<br />
Emergency Management Services 4.00 4.00 4.00 0.00 -<br />
Administration 5.75 5.75 5.75 0.00 -<br />
Total Permanent Positions 21.85 21.85 22.25 0.40 1.8<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Hazardous Materials<br />
Adopted<br />
1,396,592<br />
<strong>Recommended</strong><br />
1,476,837<br />
Change<br />
80,245<br />
Change<br />
5.7<br />
Fire Operations 3,199,330 3,295,526 96,196 3.0<br />
Fire Prevention 868,334 1,016,910 148,576 17.1<br />
Emergency Management 1,664,768 1,351,844 (312,924) (18.8)<br />
Administration 923,124 908,677 (14,447) (1.6)<br />
Internal Transfers /Reimbursements 1,133,362 1,153,200 19,838 1.8<br />
Total Expenditures 9,185,510 9,202,994 17,484 0.2<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 575,095 575,095 0 -<br />
Property Tax/ Special Assessments 3,110,398 3,201,083 90,685 2.9<br />
Fees 2,414,100 2,523,783 109,683 4.5<br />
Emergency Management Grants 1,128,695 880,335 (248,360) (22.0)<br />
Other Miscellaneous Revenues 433,570 418,347 (15,223) (3.5)<br />
Internal Transfers /Reimbursements 1,133,362 1,153,200 19,838 1.8<br />
Use <strong>of</strong> Fund Balance 390,290 451,151 60,8610<br />
15.6<br />
Total Revenues 9,185,510 9,202,994 17,484 0.2<br />
Notes: Transfers and reimbursements from one part <strong>of</strong> the Department's budget to another total $1.2<br />
million for a net total budget <strong>of</strong> $8.0 million.<br />
RECOMMENDED BUDGET<br />
Expenditures for the Fire and Emergency Services Department are budgeted at $9.2 million. Revenues are similar to the prior year, with<br />
increases from fees, property taxes, and fund balance <strong>of</strong>f-set by reductions in homeland security grants.<br />
Hazardous Materials<br />
Expenditures for hazardous materials services are increasing by $80,000, primarily due to additional permitting activity. These expenses<br />
are <strong>of</strong>f-set by fees, particularly by aligning fees with the actual costs for sites permitted for underground storage tanks.<br />
Fire Operations<br />
Fire Services (CSA #40) operating costs are increasing $96,000. This includes a $74,000 increase to eliminate the remaining balance <strong>of</strong><br />
Fire Services’ contribution to Fitch Mountain water system improvements that were initiated in 1991, and a $21,000 increase in the use<br />
<strong>of</strong> The Sea Ranch fund balance to $92,000. The use has <strong>of</strong>fset increased costs <strong>of</strong> 24-hour/7-day-a-week service via a contract with Cal<br />
Fire and assists in covering the costs <strong>of</strong> leasing a fire engine.<br />
Other changes include increases in volunteers’ workers’ compensation and liability insurance costs, largely <strong>of</strong>fset by eliminating a<br />
vacant 0.60 FTE Material Handler, reducing extra help positions, shifting a position to Fire Prevention, and decreasing services and<br />
supplies.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
136<br />
Development Services
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
Fire Prevention<br />
Expenditures for Fire Prevention are budgeted to increase by $149,000. The increase is due to shifting a position from Fire Operations to<br />
handle increased permitting activity, as well as adding a Senior Fire Inspector whose costs will be largely <strong>of</strong>fset by fee revenue and<br />
salary savings. The Senior-level position is needed to address the complex permitting and inspection activities.<br />
Emergency Management Services<br />
Emergency Management expenditures are reduced by $313,000, primarily because the Department will receive less emergency<br />
management grant funding as lead agency for emergency preparedness in the <strong>Sonoma</strong> <strong>County</strong> Operational Area. The Department applies<br />
for and coordinates with other agencies to determine the priorities for grant proposals. The grants increase and sustain the capacity <strong>of</strong><br />
<strong>County</strong> agencies (e.g., the Sheriff’s Office and Health Department’s Emergency Medical Services), city police and fire departments, and<br />
other local agencies to respond to emergencies such as hazardous materials incidents, earthquakes and floods. Grant funds are used<br />
primarily to purchase equipment.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Fire and Emergency Services Department’s services support the <strong>County</strong>’s Strategic Planning efforts in the “Safe, Healthy and<br />
Caring Communities” and “Economic and Environmental Stewardship” areas. All Hazardous Materials Services, Fire Operations and<br />
Prevention, and Emergency Management activities focus on protecting the public, property and the environment. Of the $9 million<br />
budget, 100% <strong>of</strong> the funding is spent in these areas.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Hazardous Material Services<br />
Hazardous Materials Enforcement/Violation Actions*<br />
Actual<br />
923<br />
Estimated<br />
500<br />
Projected<br />
700<br />
Hazardous Material Emergency Response Incidents 19 12 15<br />
Fire Services<br />
Fire/EMS Emergency Response Incidents 1,250 1,280 1,310<br />
Meet Response Time Goal <strong>of</strong> Arrival within 15 Minutes 83.7% 84.0% 85.0%<br />
<strong>of</strong> Dispatch<br />
* Violations fluctuate substantially from year to year, depending on activities <strong>of</strong> those with permits.<br />
Note: With the exception <strong>of</strong> the measure above on meeting response time goals, the measures above are<br />
more focused on workload than performance. The Department plans to develop additional performance<br />
measures in these areas over the next year.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Completed the Standards <strong>of</strong> Coverage for emergency response, a comprehensive planning process that establishes emergency<br />
response performance measures.<br />
• Responded to 1,568 emergency calls within <strong>County</strong> Fire and neighboring departments with zero responder injuries in 2012. The<br />
Duty Chief staff responded to 441 <strong>of</strong> the total calls, providing direct field supervision, responder safety oversight and Unified<br />
Command functions with other responding agencies.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
137<br />
Development Services
FIRE AND EMERGENCY SERVICES<br />
Mark Aston, Director<br />
• Leased two new fire engines to replace outdated equipment used by volunteer fire companies in Camp Meeker and Mayacamas.<br />
• Successfully managed trackside fire operations at four major racing events at the <strong>Sonoma</strong> Raceway.<br />
• Managed, coordinated, administered and received reimbursement in excess <strong>of</strong> $1.8 million in ongoing Homeland Security grants<br />
for <strong>County</strong> and city law enforcement, ambulance providers, fire agencies, and other <strong>County</strong> departments to improve emergency<br />
response capability, planning and preparedness.<br />
• Completed a revision to the Lower Russian River Flood Response Plan, including evacuation and re-entry elements, and<br />
integrating field operations at Graton Fire as the Russian River Incident Command Post. With Information Systems and Sheriff’s<br />
Office, put into service enhanced public safety radio and telephone communication ability at Graton Fire to support incident<br />
command operations.<br />
• Increased disaster situational awareness and data management capability in the Emergency Operations Center by implementing,<br />
training and exercising Common Operating Picture System (COPS), s<strong>of</strong>tware developed by the <strong>County</strong> Information Systems<br />
Department.<br />
• Planned, designed and conducted a <strong>County</strong>wide earthquake drill, the Great ShakeOut III, with many cities, all <strong>of</strong> the hospitals and<br />
many community response partners.<br />
• Enhanced the ability to communicate to the public during an emergency by upgrading the Operational Area Telephone Emergency<br />
Notification System (TENS), in conjunction with Information Systems Department.<br />
• Inspected 269 restaurants for compliance with State laws regulating the safe usage <strong>of</strong> carbon dioxide gas. Assisted businesses<br />
storing large quantities in complying with improved safety measures for their customers and employees.<br />
• Successfully investigated and negotiated two major enforcement cases for violations <strong>of</strong> underground storage tank laws and<br />
chemical safety regulations, resulting in $60,250 in settlements.<br />
FY 13-14 OBJECTIVES<br />
• Continue to deliver Fire Emergency Services in accordance with the Standards <strong>of</strong> Coverage Response Plan.<br />
• Continue the development <strong>of</strong> standardized operations for all Fire Companies within <strong>County</strong> Fire in accordance with industry<br />
standards.<br />
• Coordinate and provide leadership training; training academy opportunities; and enhancement <strong>of</strong> in-service training criteria.<br />
• Provide leadership to all fire departments and districts within <strong>Sonoma</strong> <strong>County</strong> in the tri-annual adoption <strong>of</strong> the California Fire<br />
Code, California Building Code the California Residential Code and the <strong>County</strong> Fire Safe Regulations.<br />
• Draft a countywide weed abatement program for densely populated areas <strong>of</strong> unincorporated <strong>Sonoma</strong> <strong>County</strong>, which will enhance<br />
vegetation management and reduce the threat <strong>of</strong> wildland fires.<br />
• Begin <strong>of</strong>fering ALERT SONOMA to the public for voluntary enrollment to receive emergency text warning and notification<br />
messages from the Operational Area Telephone Emergency Notification System (TENS).<br />
• Update the <strong>County</strong> Operational Area Emergency Operations Plan (EOP).<br />
• Work with public safety organizations throughout <strong>Sonoma</strong> <strong>County</strong> to assist them in gaining access to the hazardous materials<br />
information available through the California Environmental Reporting System for the sites within their respective jurisdictions.<br />
• Begin the 3-year update <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Hazardous Materials Incident Response (Area) Plan.<br />
• Complete development <strong>of</strong> a response plan for releases <strong>of</strong> petroleum and other hazardous materials into the Russian River, in<br />
conjunction with the federal Environmental Protection Agency and other community groups.<br />
• Construct new fire station in Annapolis.<br />
• Continue planning for new fire station in Lakeville.<br />
• Participate in effort to support Board goal <strong>of</strong> analyzing Fire Service governance.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
138<br />
Development Services
MISSION STATEMENT<br />
The mission <strong>of</strong> the Transportation and Public Works Department is to<br />
provide quality transportation and public works services within <strong>Sonoma</strong><br />
<strong>County</strong> in a responsive and pr<strong>of</strong>essional manner for the benefit <strong>of</strong> the public.<br />
DEPARTMENT DESCRIPTION<br />
TRANSPORTATION AND PUBLIC WORKS<br />
Susan Klassen, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $234,338,559<br />
Total Revenues/Use <strong>of</strong> Fund $225,685,157<br />
Balance Total General Fund Contribution $8,653,402<br />
Total Staff 186.02<br />
The Transportation and Public Works Department is divided into two<br />
% Funded by General Fund 3.69%<br />
divisions. The Engineering & Maintenance Division’s primary functions<br />
include Road Maintenance & Improvements <strong>of</strong> the <strong>County</strong>’s roads and bridges; the Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution<br />
Control District which was established to prevent emissions from stationary sources in the northern county air basin; Other Small<br />
Districts which administers several Lighting, Landscaping, Permanent Roads, and Water Districts and <strong>County</strong> Service Areas, as well as<br />
managing cable franchise fees and the Heavy Equipment internal services fund, and services not chargeable to other program areas. The<br />
Transportation & Solid Waste Division primary functions are: Solid Waste Disposal which provides integrated waste management<br />
services; Airport which operates and maintains the <strong>Sonoma</strong> <strong>County</strong> Airport, and Transit Services which provides fixed-route bus and<br />
paratransit services.<br />
Susan Klassen<br />
Director<br />
Engineering &<br />
Maintenance<br />
Transportation<br />
& Solid Waste<br />
Road Maint &<br />
Improvements<br />
$72.6 M<br />
Air Pollution<br />
Control<br />
District<br />
$2.5 M<br />
Other Small<br />
Districts<br />
$4.8 M<br />
Solid Waste<br />
Disposal<br />
$37.8 M<br />
Airport<br />
$36.2 M<br />
Transit<br />
Services<br />
$25.9 M<br />
Funding Sources<br />
$8,653,402<br />
$24,025,214<br />
$54,546,554<br />
General Fund<br />
Contribution<br />
Federal/State/Taxes<br />
/Lic/Permits/Franchises<br />
/Fees<br />
Real Estate/Equip. Rental<br />
/Interest/Power Sales<br />
Charges for Services<br />
Funding Uses<br />
$54,546,554<br />
$72,616,155<br />
Road Maintenance &<br />
Improvements<br />
Air Pollution Control<br />
District<br />
Other Small Districts<br />
Solid Waste Disposal<br />
Airport<br />
$36,144,315<br />
$10,764,687<br />
$100,204,387<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
$25,860,061<br />
$36,169,500<br />
$2,492,271<br />
$4,821,973<br />
$37,832,045<br />
Transit Services<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
139<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Susan Klassen, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Engineering and Maintenance 125.00 125.00 125.00 0.00 -<br />
Transportation and Solid Waste 61.02 61.02 61.02 0.00 -<br />
Total Permanent Positions 186.02 186.02 186.02 0.00 -<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Engineering & Maintenance<br />
Road Maintenance & Improvements<br />
Adopted<br />
78,783,552<br />
<strong>Recommended</strong><br />
72,616,155<br />
Change<br />
(6,167,397)<br />
Change<br />
(7.8)<br />
Air Pollution Control District 2,247,140 2,492,271 245,131 10.9<br />
Other Small Districts 5,506,372 4,821,973 (684,399) (12.4)<br />
Internal Transfers /Reimbursements 12,545,724 14,546,791 2,001,067 16.0<br />
Transportation & Solid Waste<br />
Solid Waste Disposal 38,731,887 37,832,045 (899,842) (2.3)<br />
Airport 34,675,202 36,169,500 1,494,298 4.3<br />
Transit Services 24,499,573 25,860,061 1,360,488 5.6<br />
Internal Transfers /Reimbursements 33,841,303 39,999,763 6,158,460 18.2<br />
Total Expenditures 230,830,753 234,338,559 3,507,806 1.5<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 15,937,594 8,653,402 (7,284,192) (45.7)<br />
Federal/State/Taxes /Lic/Permits/Franchises /Fees 102,446,421 100,204,387 (2,242,034) (2.2)<br />
Real Estate/Equip. Rental /Interest/Power Sales 11,532,410 10,764,687 (767,723) (6.7)<br />
Charges for Services 35,060,107 36,144,315 1,084,208 3.1<br />
Internal Transfers /Reimbursements 46,387,027 54,546,554 8,159,527 17.6<br />
Use <strong>of</strong> Fund Balance 19,467,194 24,025,214 4,558,020 23.4<br />
Total Revenues/Use <strong>of</strong> Fund Balance 230,830,753 234,338,559 3,507,806 1.5<br />
Note: Transfers and reimbursement <strong>of</strong> expenses from one part <strong>of</strong> the Transportation and Public Works budget<br />
to another total $54.6 million for a net budget <strong>of</strong> $187.7 million.<br />
RECOMMENDED BUDGET<br />
The Transportation and Public Works FY13-14 budget reflects overall expenditures <strong>of</strong> $234.3 million, a $3.5 million or 1.5% increase<br />
over FY 12-13, mostly in Transit and Airport program areas (details below). The FY 13-14 budget includes a $8.7 million General Fund<br />
contribution which is a $7.3 million or 45.7% decrease from the prior year associated with the one-time allocation <strong>of</strong> $8 million in FY<br />
12-13 for pavement preservation efforts to improve condition <strong>of</strong> the <strong>County</strong> roadway system. Other significant changes in revenues<br />
include an increased Use <strong>of</strong> Fund Balance in the Roads Fund <strong>of</strong> $5.2 million or 27.8% for pavement projects budgeted in FY 12-13 but<br />
that will be actually constructed in FY 13-14 and a change in Internal Transfers/Reimbursements <strong>of</strong> $8.1 million or 17.5% largely due to<br />
a one-time adjustment to accounting procedures in the Transit division.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
140<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Susan Klassen, Director<br />
Road Maintenance and Improvements<br />
Expenditures in the Roads Division decrease $6.2 million to $72.6 million largely due to a reduction for the Hwy 101 at Airport<br />
Interchange Project which was awarded and began construction in FY 12-13, and the reduction <strong>of</strong> one-time support for various pavement<br />
preservation projects noted above.<br />
Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution Control District<br />
Expenditures increase approximately $268,000 (11.2%) for grant funded projects to reduce emissions from heavy-duty diesel engines<br />
and other pollution within the District.<br />
Other Small Districts<br />
Expenditures decrease $211,000 or 4.2% mainly due to a reduction from FY 12-13 to capital expenditures from Public, Educational, and<br />
Governmental (PEG) fees.<br />
Solid Waste Disposal<br />
Expenditures in the Solid Waste Division decreased by $900,000 or 2.3% mainly due to a reduction in overall administration expenses.<br />
Airport<br />
The Airport Division FY 13-14 expenditures have increased by $1.5 million or 4.3% largely due to increases related to the Runway<br />
extension project which will begin construction in summer <strong>of</strong> <strong>2013</strong>.<br />
Transit<br />
The increase <strong>of</strong> $1.4 million or 5.6% is largely due an increase <strong>of</strong> $2.6 million in appropriations for bus purchases <strong>of</strong>fset by a $1.2<br />
million reduction to expenditures for intermodal and terminal facility projects from FY 12-13.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The diverse functions <strong>of</strong> the Department <strong>of</strong> Transportation and Public Works align with the following areas <strong>of</strong> the <strong>County</strong>’s Strategic<br />
Plan:<br />
• Invest in the Future ($104 million): Roads and Airport maintenance and improvement projects support the county’s priority to<br />
maintain and develop safe and reliable facilities and infrastructure. Transit continues to work closely with <strong>Sonoma</strong>-Marin Area Rail<br />
Transit (SMART) and local entities to complete construction <strong>of</strong> intermodal facilities, and invest in technological advances to<br />
improve customer service with a new GPS-based passenger information system.<br />
• Economic & Environmental Stewardship ($16 million): The Roads division is an integral part <strong>of</strong> the National Pollution Discharge<br />
Elimination System (NPDES) program, which ensures that projects are designed for little or no environmental impact to the area.<br />
Transit uses natural gas powered buses resulting in a significant cost savings as well as a countywide environmental benefit and has<br />
developed several park and ride facilities throughout the county in an effort to promote carpooling and the use <strong>of</strong> public transit. The<br />
Air Pollution Control District helps to ensure clean air for <strong>Sonoma</strong> <strong>County</strong> residents and visitors. The Solid Waste Disposal<br />
program area is tasked with managing solid waste in a safe and efficient manner to protect the health <strong>of</strong> the community in<br />
accordance with state and federal regulations.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
141<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Susan Klassen, Director<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators<br />
Road Maintenance & Improvements<br />
<strong>County</strong> Maintained Miles<br />
Actual<br />
1,382<br />
Estimated<br />
1,382<br />
Projected<br />
1,382<br />
Backbone/Primary Road System Miles<br />
(included in miles above) 156 198 198<br />
Airport<br />
Airline Passengers 201,166 205,000 211,150<br />
Transit Services<br />
Passengers - Transit/Paratransit 1,413,400 1,427,329 1,455,464<br />
Total Miles - Transit/Paratransit 2,535,818 2,564,287 2,618,173<br />
Air Pollution Control District<br />
Permits to Operate 28 20 20<br />
Burn Permits 3,300 3,300 3,300<br />
Note: The Indicators presented above will form the basis for future development <strong>of</strong><br />
performance measures.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Completed the following key roads projects: Signalization <strong>of</strong> Fulton Road and Airport Boulevard, Fort Ross Road Slide Repair,<br />
Carriage Lane Storm Water Improvements, Burbank Pathway, Drake Road Reconstruction, Tower Road Culvert Installation and<br />
Coleman Valley Road Culvert Replacement.<br />
• Advertised and awarded multiple contracts for various surface treatments on 50 miles <strong>of</strong> <strong>County</strong> roads.<br />
• Completed permit applications for additional capacity at the Central Disposal Site for continued landfill operations.<br />
• Continued the Construction and Demolition Debris Sorting programs at Healdsburg and <strong>Sonoma</strong> Transfer Stations.<br />
• Worked with Alaska Airlines to add a seasonal third daily Los Angeles flight between June and November. Successfully transitioned<br />
the Las Vegas flight to San Diego.<br />
• Awarded the purchase <strong>of</strong> nine 40’ Compressed Natural Gas (CNG) buses and completed construction <strong>of</strong> a new CNG fueling facility at<br />
the <strong>Sonoma</strong> <strong>County</strong> Transit yard.<br />
• Expanded fixed-route service to provide additional capacity on multiple routes.<br />
• Commenced with Phase I implementation <strong>of</strong> new NextBus and NextStop electronic passenger information system.<br />
• North <strong>County</strong> Electric Vehicle Charging Infrastructure Project recognized, as part <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Electric Trail, with a<br />
Governor’s Environmental and Economic Leadership Award.<br />
FY 13-14 OBJECTIVES<br />
• Implement a <strong>County</strong> Road Plan and work to identify new funding sources to address the needs <strong>of</strong> the entire <strong>County</strong> Road Network.<br />
The plan will strive to improve Pavement Condition Index, as reported by Metropolitan Transportation Commission, from poor to<br />
fair, restore or extend useful life <strong>of</strong> roads and continue to expand the <strong>County</strong>’s backbone/primary road network as additional revenues<br />
become available. Develop funding partnerships with local, state and tribal jurisdictions for supplemental transportation funding.<br />
Increase lobbying efforts geared towards transportation funding reform at federal and state level.<br />
• Improve citizen access and involvement by exploring technology available for mobile devices that will allow for easy reporting/status<br />
<strong>of</strong> maintenance related issues such as potholes, vegetation complaints, signs down, or signal/streetlight outages.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
142<br />
Development Services
TRANSPORTATION AND PUBLIC WORKS<br />
Susan Klassen, Director<br />
• Continue long-term planning for regional solution for solid waste, including implementation <strong>of</strong> a Master Operations Agreement<br />
(MOA) and flow commitment agreements with the Cities, and settlement <strong>of</strong> respective responsibility for unfunded liabilities between<br />
the <strong>County</strong> and cities.<br />
• Begin phased construction <strong>of</strong> expansion (Phase III <strong>of</strong> Landfill 2) at the Central Disposal Site for continued landfill operations through<br />
the MOA including beginning <strong>of</strong> construction <strong>of</strong> the partial final cover for the Central Landfill.<br />
• Continue efforts to attract additional commercial airlines for service to non-Alaska Air destinations. Expand Alaska Air services to<br />
include the return <strong>of</strong> a third Los Angeles (LAX) flight on a year round basis and work on increasing the frequency <strong>of</strong> the San Diego<br />
and Seattle flights.<br />
• Continue construction and mitigation efforts related to the runway safety enhancement project. Prepare and release bid for terminal<br />
remodel project, to improve the passenger experience and enhance security to accommodate increased commercial service in<br />
conjunction with runway improvements scheduled to be completed spring 2015.<br />
• Continue to work with other local transit operators to improve fare and schedule coordination. Continue coordinating with SMART in<br />
support <strong>of</strong> “Bus Bridge” service for northern <strong>Sonoma</strong> <strong>County</strong>.<br />
• Finalize implementation <strong>of</strong> the NextBus and NextStop passenger information system to allow for mobile access to schedule<br />
information.<br />
• To increase efficiency, negotiate an agreement with the California Air Resources Board (ARB) so the District can locally implement<br />
ARB’s Landfill regulation for greenhouse gases.<br />
• Develop and implement a change-out incentive program for woodstoves and fireplaces.<br />
• Complete design plans and environmental permitting for Stage 2 <strong>of</strong> the Hwy 12 widening and pedestrian improvements and submit to<br />
Caltrans for approval and potential funding. Upon state approval and the allocation <strong>of</strong> construction funds, the project will be bid and<br />
awarded for implementation.<br />
APPENDIX<br />
Bridges<br />
Overlays/Road Improvements<br />
Replacements<br />
Porter Creek Rd ovr Porter Creek 1,619,334 2012-13 Pavement Preservation Program 8,400,000<br />
Boyes Blvd ovr <strong>Sonoma</strong> Creek 1,080,000 Highway 116 at Mirabel Roundabout 2,950,000<br />
Geysers Road ovr Big Sulphur Creek 765,000 2012 Pavement Preservation Program 2,344,117<br />
Wohler ovr Mark West Creek 760,001 Arnold Drive at Agua Caliente Intersection 1,700,000<br />
Watmaugh Road Bridge 645,000 Adobe at East Washington 500,000<br />
Lambert Bridge 618,000 Hwy 12 at Madrone Approach-Caltrans Coop 337,000<br />
Geysers Road ovr Fraiser Creek 520,000 Mirabel Road Shoulder Widening 335,000<br />
Freestone Flat Road ovr Salmon Creek 440,000 Stony Point at Roblar 295,000<br />
Hauser Bridge Road ovr South Fork Gualala River 345,000 Laughlin Road Reconstruction 270,000<br />
West Dry Creek Road ovr Pena Creek 540,000 Safe Routes to School-Sheppard/Roseland 195,000<br />
Bohan Dillon Road ovr South Fork Gualala River 285,000 Research and Development Future Projects 100,000<br />
King Ridge Road ovr Austin Creek 300,000 17,426,117<br />
Laughlin Rd ovr Mark West Creek 200,000<br />
River Road ovr Gill Creek 95,000<br />
Other<br />
Wohler ovr Russian River-Seismic Retr<strong>of</strong>it 625,000<br />
Research and Development-Future Projects 50,000<br />
Monte Rio Bridge Seismic Retr<strong>of</strong>it Study 25,000<br />
O'Donnell Lane over Calabazas Creek-Rehab 25,000<br />
ROADS CAPITAL PROJECTS<br />
8,937,335 GRAND TOTAL 26,363,452<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
143<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
144<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
MISSION STATEMENT<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Water Agency is to effectively manage<br />
the water resources in its care for the benefit <strong>of</strong> people and the environment<br />
through resource and environmental stewardship, technical innovation, and<br />
responsible fiscal management.<br />
The <strong>Sonoma</strong> <strong>County</strong> Water Agency is a countywide special district founded<br />
in 1949 whose Board <strong>of</strong> Directors is comprised <strong>of</strong> the same members as the<br />
<strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors. The Water Agency’s main functions<br />
are: Water Resources, including water supply and transmission,<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $202,287,513<br />
Total Revenues/Use <strong>of</strong> Fund Balance $202,287,513<br />
Total General Fund Contribution $0<br />
Total Staff 207.50<br />
% Funded by General Fund 0.00%<br />
*Expenditures net transfers and<br />
internal reimbursements:<br />
$127,039,022<br />
maintenance <strong>of</strong> Warm Springs Dam, flood control, and wastewater collection and treatment; Sustainability and Renewable Energy<br />
Programs, which includes energy efficiency improvements, solar power and anaerobic digestion projects, and climate change research,<br />
among other activities; and Administration processes including internal services functions and organizational and financial<br />
management. These core functions are key elements <strong>of</strong> meeting the Water Agency’s goal <strong>of</strong> securing our future by investing in our water<br />
resources, our environment and our community.<br />
Grant Davis<br />
Director<br />
Administration<br />
Water Resources<br />
Sustainability &<br />
Renewable<br />
Energy<br />
Finance &<br />
Administration<br />
$6.2 M<br />
Internal<br />
Services<br />
$2.1 M<br />
Flood<br />
Control<br />
$9.6 M<br />
Warm Springs<br />
Dam<br />
$12.1 M<br />
Water<br />
Transmission<br />
$45.5 M<br />
Sanitation<br />
$49.4 M<br />
Energy<br />
Projects<br />
$2.2 M<br />
Funding Uses<br />
$6,224,800<br />
$2,074,585<br />
$9,604,414<br />
$12,110,625<br />
Finance &<br />
Administration<br />
Internal Services<br />
Flood Control<br />
Funding Sources<br />
$17,946,737<br />
$25,714,387<br />
Property Tax<br />
Charges for Services<br />
Water/Power Sales<br />
$75,248,491<br />
$2,184,400<br />
$49,352,534<br />
$45,487,664<br />
Warm Springs Dam<br />
Water Transmission &<br />
Supply<br />
Sanitation<br />
Energy Projects<br />
Internal Transfers /<br />
Reimbursements<br />
$75,248,491<br />
$3,172,167<br />
$43,106,931<br />
$36,548,800<br />
$550,000<br />
Grants<br />
Use <strong>of</strong> Fund Balance<br />
Interest/Other<br />
Internal Transfers /<br />
Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
145<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 194.50 201.50 207.50 6.00 2.98<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures<br />
Administration<br />
Finance & Administration<br />
Adopted<br />
6,115,419<br />
<strong>Recommended</strong><br />
6,224,800<br />
Change<br />
109,381<br />
Change<br />
1.8<br />
Internal Services 397,925 2,074,585 1,676,660 421.4<br />
Internal Transfers / Reimbursements 51,074,798 55,850,749 4,775,951 9.4<br />
Water Resources<br />
Flood Control 9,513,800 9,604,414 90,614 1.0<br />
Warm Springs Dam 14,633,181 12,110,625 (2,522,556) (17.2)<br />
Water Transmission & Supply 54,663,637 45,487,664 (9,175,973) (16.8)<br />
Sanitation 46,493,516 49,352,534 2,859,018 6.1<br />
Internal Transfers / Reimbursements 34,916,315 19,397,742 (15,518,573) (44.4)<br />
Sustainability & Renewable Energy<br />
Energy Projects 1,345,100 2,184,400 839,300 62.4<br />
Total Expenditures 219,153,691 202,287,513 (16,866,178) (7.7)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Property Tax 17,153,449 17,946,737 793,288 4.6<br />
Charges for Services 24,585,853 25,714,387 1,128,534 4.6<br />
Water/Power Sales 32,979,608 36,548,800 3,569,192 10.8<br />
Grants 6,880,000 550,000 (6,330,000) (92.0)<br />
Loans/Bonds 6,000,000 - (6,000,000) (100.0)<br />
Interest/Other 3,717,766 3,172,167 (545,599) (14.7)<br />
Internal Transfers / Reimbursements 86,592,113 75,248,491 (11,343,622) (13.1)<br />
Use <strong>of</strong> Fund Balance 41,244,902 43,106,931 1,862,029 4.5<br />
Total Revenues/Use <strong>of</strong> Fund Balance 219,153,691 202,287,513 (16,866,178) (7.7)<br />
*Notes:Transfer and reimbursement <strong>of</strong> expenses from one section <strong>of</strong> the Water Agency's budget to<br />
another total $75.2 million, resulting in a net budget <strong>of</strong> $127 million.<br />
RECOMMENDED BUDGET<br />
The Water Agency budget includes expenditures <strong>of</strong> $202.3 million, a decrease <strong>of</strong> $16.9 million over FY 12-13. This is due to a variety<br />
<strong>of</strong> changes in specific program areas and sanitation zones and districts. Revenues total $202.3 million, a decrease <strong>of</strong> $16.9 million over<br />
FY 12-13. This is due to a reduction <strong>of</strong> $6.3 million in grant revenue as the majority <strong>of</strong> grants applied for are pending execution or notice<br />
<strong>of</strong> approval. Additional reductions are due to $6 million in bonds which were issued in FY 12-13 for the Napa-<strong>Sonoma</strong> Salt Marsh<br />
Construction Project, while no new bonds are currently planned for FY 13-14. Pending review <strong>of</strong> long range financial and capital plans,<br />
additional bonds may be issued at a later date. Transfers and reimbursements are also decreasing associated with the reduced expenses<br />
and reduced transfers between sections.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
146<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
Finance and Administration<br />
The Finance and Administration program area includes all management, personnel, and general administrative functions.<br />
<strong>Recommended</strong> expenditures total $6.2 million, an increase <strong>of</strong> $109,000 over FY 12-13. This is due primarily to the addition <strong>of</strong> positions<br />
during the FY 12-13 budget year as well as additions recommended for FY 13-14 with the goal <strong>of</strong> positioning the Water Agency’s staff<br />
with an increased level <strong>of</strong> technical and pr<strong>of</strong>essional expertise in order to meet the current work and project loads and respond to<br />
changing legislation and regulations. The FY 13-14 position additions include the addition <strong>of</strong> 6.0 FTEs including one senior <strong>of</strong>fice<br />
assistant, three engineers, one right <strong>of</strong> way supervisor, a hydrogeologist, a vegetation control advisor, and a maintenance worker. These<br />
additions are net the reduction <strong>of</strong> two vacant technician positions.<br />
During FY 12-13 a net <strong>of</strong> 7.0 FTE positions were added including technical writing specialists, environmental and program specialists,<br />
engineering and engineer technician position and project and administrative support positions. A majority <strong>of</strong> the expenditure increases<br />
associated with the position additions are <strong>of</strong>fset by position deletions, reduction in extra help usage as permanent staff will be available,<br />
and increased reimbursements from the assigned program/budget area resulting in reduced expenses in this budget area.<br />
The recommended budget reflects $7.9 million in revenues, an increase <strong>of</strong> $1.1 million, due to a slight increase in forecasted property<br />
taxes, interest earned, charges for services at Spring Lake Park, and sale <strong>of</strong> power from the internal power resources fund.<br />
Internal Services<br />
Internal services include the Water Agency’s buildings, equipment and fleet, and the power used to run its operations<br />
Expenditures total $2.1 million, an increase <strong>of</strong> $1.7 million over FY 12-13. This is due to cyclical purchases <strong>of</strong> vehicles, $1.1 million,<br />
increased maintenance costs, $173,000, anticipated increases in power usage, $700,000, and capitalized cost <strong>of</strong> outfitting the new<br />
maintenance facility $1.1 million, which is <strong>of</strong>fset partially by rents and equipment rentals charges and power charges, for a net increase<br />
in this budget area <strong>of</strong> $1.7 million. Power expenses are expected to increase due to slight rate increases from the Power and Water<br />
Resources Pooling Authority and PG&E. It is also expected there will be increased usage, primarily in water transmission and sanitation.<br />
The largest contributing factor to the cost <strong>of</strong> facilities is the costs <strong>of</strong> moving the Service Center, building the Service Center parking lot,<br />
and replacing the ro<strong>of</strong> at 404 Aviation Drive.<br />
Revenues for the Equipment Fund are expected to decrease $321,000 over FY 12-13 due to reduction in equipment rental rates and<br />
associated expenses. The Facilities Fund revenues will increase by $158,000 due to increases in the rents charged to the Water Agency’s<br />
Administration and enterprises.<br />
Flood Control<br />
For the flood control function, the Water Agency designs, constructs, and maintains flood control facilities in six zones which include:<br />
Zone 1A – Laguna Mark West, Zone 2A-Petaluma, Zone 3A-Valley <strong>of</strong> the Moon, Zone 5A-Lower Russian River, Zone 7A-North Coast,<br />
and Zone 8A-South Coast zones. The seasonal stream and creek maintenance work constitutes the majority <strong>of</strong> this program’s effort.<br />
The recommended budget reflects $9.6 million in expenditures for Flood Control related expenditures, a $91,000 increase from FY 12-<br />
13 due to increased channel maintenance in Zone 2A and several projects in Zone 3A. Flood Control Zone revenues are $7.7 million,<br />
which is a decrease <strong>of</strong> $800,000 from FY 12-13, primarily due to one-time grant revenue received in FY 12-13 for habit enhancement<br />
project in Zone 1A. The difference between revenues and expenditures is made up by use <strong>of</strong> the fund balances <strong>of</strong> each fund for various<br />
one-time or periodic maintenance and capital projects, which have been accumulating for such projects as well as capital and equipment<br />
purchases in the six flood control zones.<br />
Warm Springs Dam<br />
The Warm Springs Dam activities include maintenance costs paid to the U.S. Army Corps <strong>of</strong> Engineers, Water Agency maintenance<br />
activities on the hydro-electric plant, payment <strong>of</strong> the debt service on the original loan used to pay for construction <strong>of</strong> the dam, and work<br />
associated with the Biological Opinion in restoring the fish habitat in Dry Creek. Total expenditures for these activities are $12.1 million<br />
consisting <strong>of</strong> $6.3 million for debt service, $4.3 million in expenses related to the Biological Opinion, $800,000 to the Corps <strong>of</strong><br />
Engineers, and $700,000 on other maintenance and capital expenditures. This is a decrease <strong>of</strong> $2.5 million over FY 12-13 due to<br />
completion <strong>of</strong> the pilot fish habitat project in Dry Creek. Revenues total $5.2 million, an increase <strong>of</strong> $264,000 over FY 12-13 primarily<br />
from property taxes and the maturation <strong>of</strong> $6.1 million in U.S. Treasury bonds.<br />
Water Transmission and Water Supply<br />
The Water Agency’s water transmission system provides for wholesale water supply and delivery to eight primary contractors (Santa<br />
Rosa, Petaluma, <strong>Sonoma</strong>, Rohnert Park, Cotati, Valley <strong>of</strong> the Moon Water District, Town <strong>of</strong> Windsor, and North Marin Water District),<br />
a major non-contractor customer, Marin Municipal Water District, and to other smaller customers. Water Supply activities cover<br />
management <strong>of</strong> the flows in the Russian River and Recycled Water Projects.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
147<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
The Water Transmission and Water Supply recommended expenditures total $45.5 million, $4.3 million <strong>of</strong> which are direct expenses to<br />
Water Supply programs. The remaining $41.2 million is related to Water Transmission, including the four designated funds created by<br />
the Restructured Agreement: Water Management Planning, Watershed Planning and Restoration, Recycled Water and Local Supply, and<br />
Water Conservation. Expenses are decreasing by $9.2 million over FY 12-13 due to reduced capital expenditures in Common Facilities<br />
and Pipeline Facilities funds resulting from funding ending for various small projects. Direct Operations and Maintenance expenditures<br />
total $19 million, a decrease <strong>of</strong> $565,000 over FY 12-13 primarily from lower consulting services, s<strong>of</strong>tware purchases, and equipment<br />
usage charges.<br />
Revenues reflect the proposed FY 13-14 water rate increases <strong>of</strong> 3.84% to 4.95% depending on the aqueduct. The increases in rates are<br />
primarily attributable to the costs <strong>of</strong> the Biological Opinion, and water contractors’ voluntary building fund balances in the aqueduct<br />
capital funds in anticipation <strong>of</strong> future project needs.<br />
Renewable Energy / Sustainability<br />
The renewable energy/sustainability function includes development <strong>of</strong> renewable energy projects and project financing to help make the<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> more sustainable in response to climate change. Costs <strong>of</strong> studies and Water Agency labor being spent on the <strong>Sonoma</strong><br />
Clean Power program are also included in this fund. The <strong>Sonoma</strong> Clean Power Joint Powers Authority will reimburse the Water Agency<br />
for these expenses in future fiscal years.<br />
Expenses total $2.2 million, an increase <strong>of</strong> $839,000 over FY 12-13 due to increases in various pr<strong>of</strong>essional and industry membership<br />
and education costs, Water Agency labor costs, and consulting services for a variety <strong>of</strong> renewable energy, energy efficiency, climate<br />
change and sustainability programs and projects. Expenditures are funded by the Water Agency General Fund. This budget unit also<br />
includes $100,000 in Water Agency labor costs and $400,000 in consulting contracts managed by the Water Agency to continue the<br />
development <strong>of</strong> the <strong>Sonoma</strong> Clean Power program until the Joint Powers Authority is operational. These costs will be reimbursed to the<br />
Water Agency in future fiscal years, anticipated to begin in FY 14-15 per agreement with the Joint Powers Authority and the Water<br />
Agency.<br />
Sanitation<br />
The Water Agency provides sanitation functions to county sanitation districts (CSD) and zones. The maintenance and operation <strong>of</strong><br />
collection systems, treatment plants, and recycled water disposal and reuse systems constitute the on-going work <strong>of</strong> this program area.<br />
The discussion <strong>of</strong> each county sanitation district (CSD) or zone operated by the Water Agency includes a statement regarding the level<br />
<strong>of</strong> service provided under the proposed budget. The levels <strong>of</strong> service are defined as follows:<br />
• Minimum Level <strong>of</strong> Service: Includes services necessary for the protection <strong>of</strong> public health and safety, employee safety, and the<br />
environment.<br />
• Standard Level <strong>of</strong> Service: Includes services necessary to operate and maintain the sanitation systems in order to limit or reduce<br />
the risk <strong>of</strong> (1) service interruption and (2) violations <strong>of</strong> the respective National Pollutant Discharge Elimination System (NPDES)<br />
permit or Waste Discharge Requirements issued by the regional boards.<br />
• Asset Preservation Level <strong>of</strong> Service: Includes services and programs necessary to (1) operate, maintain and replace facilities and<br />
equipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on the quality <strong>of</strong> life<br />
in the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs.<br />
The Water Agency establishes and closely monitors fund balance targets (designated fund balance levels) for each <strong>of</strong> the operational<br />
funds to ensure the effective financial management <strong>of</strong> Water Agency operations. Fund balance accumulation is necessary because <strong>of</strong> the<br />
timing <strong>of</strong> the bi-annual collection and allocation <strong>of</strong> revenues through the tax rolls. Also because <strong>of</strong> the variation from year to year in<br />
operational needs, the fund balances <strong>of</strong> each district and zone can be expected to vary significantly from the target guideline in any given<br />
year. The Water Agency may increase fund balances to use for future capital improvements. Later, the fund balance will be decreased to<br />
avoid borrowing money for the capital project. Additionally, the Water Agency will use expenditure control and rate increases where<br />
appropriate to bring any projected fund balance shortfalls in line with these targets.<br />
Occidental CSD – Projected to operate at Minimum Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $1.4 million, an increase <strong>of</strong> $58,000 over FY 12-13 due to transfers to finance the Capital Replacement<br />
Program. Revenues are budgeted at $1.2 million, an increase <strong>of</strong> $229,000 from FY 12-13. The Occidental CSD operations and<br />
maintenance expenses are expected to increase $13,000 primarily reflecting increases in district operations staff support services.<br />
Transfers to the Capital Fund are increasing from $70,000 to $500,000 in anticipation <strong>of</strong> future expenses for increased storage capacity.<br />
The Occidental CSD continues to face very serious financial and operational difficulties, with operating revenues and Occidental CSD’s<br />
fund balance being inadequate to fully support operations and maintenance. As such, the budget includes a $750,000 transfer from the<br />
Water Agency’s General Fund to Occidental CSD.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
148<br />
Development Services
Russian River CSD – Projected to operate at Standard Level <strong>of</strong> Service during FY 13-14<br />
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
FY 13-14 expenditures total $5.5 million, decreasing by $170,000 from FY 12-13 primarily due to reduced capital expenditures<br />
following completion <strong>of</strong> the UV treatment project. The operations and maintenance costs are also budgeted to decrease from reduced<br />
consulting expenses, while these decreases are <strong>of</strong>fset by increasing transfers to the Construction Fund <strong>of</strong> $440,000 for improvements to<br />
the Biological Nutrient Removal process. Revenues are budgeted at $3.9 million, an increase <strong>of</strong> $129,000 from FY 12-13 due to<br />
increased rates.<br />
<strong>Sonoma</strong> Valley CSD – Projected to operate at Asset Preservation Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $31.1 million, a decrease <strong>of</strong> $835,000 due to a reduction in equipment usage charges and consulting<br />
services and reduced interest on long term debt <strong>of</strong> $215,000 resulting from successful refinancing <strong>of</strong> existing debt. Revenues are<br />
budgeted to increase <strong>of</strong> $609,000 from FY 12-13 due to the 5.0% rate increase which will be used to sustain the multiyear program to<br />
replace the collection system.<br />
South Park CSD – Projected to operate at Standard Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $6.3 million, a $470,000 decrease over FY 12-13, largely due to reductions in service and supply costs and<br />
capital replacement transfers. The construction fund was built up previously in anticipation <strong>of</strong> the projects scheduled for this coming<br />
year. The operations and maintenance expenditures are budgeted to increase $34,000, primarily due to increases in the maintenance<br />
agreement costs passed on from the City <strong>of</strong> Santa Rosa. Revenues are budgeted at $3.3 million, a $95,000 increase from FY 12-13,<br />
reflecting a 2.5% increase in rates.<br />
The South Park CSD wastewater is treated and disposed <strong>of</strong> by the City <strong>of</strong> Santa Rosa at the Laguna Sub-regional Treatment Plant. In<br />
accordance with an agreement with the South Park CSD, the City <strong>of</strong> Santa Rosa is currently responsible for the operation and routine<br />
maintenance <strong>of</strong> the collection system. The agreement also requires that the South Park CSD replace, slip-line or repair 41,610 feet <strong>of</strong> the<br />
collection system and upgrade the Todd Road lift station before the transfer takes place. To date 12,122 feet <strong>of</strong> this work remains to be<br />
completed, pending the availability <strong>of</strong> funding. Timing <strong>of</strong> the final replacement <strong>of</strong> the collection system and other improvements are<br />
dependent upon the ability <strong>of</strong> the district to fund the last $3 million on a pay-as-you go basis in future years. Completion <strong>of</strong> this work<br />
and the need to annex the district into the City <strong>of</strong> Santa Rosa means that the district will continue as a separate entity for the foreseeable<br />
future.<br />
Sea Ranch Sanitation Zone – Projected to operate at Standard Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $750,000, an increase <strong>of</strong> $110,000 over FY 12-13, reflecting various minor increases in operations and<br />
maintenance expenditures as well as small projects in the Construction Fund to improve pumping and storage capabilities. Revenues<br />
total $549,000, reflecting an increase <strong>of</strong> $20,000 over FY 12-13 due to a 3.5% rate increase. The remaining expense costs are covered<br />
through depreciation and fund balance to be used for the capital projects.<br />
Penngrove Sanitation Zone – Projected to operate at Standard Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $763,500, reflecting an increase <strong>of</strong> $20,000 from FY 12-13 resulting from increases in the charges from the<br />
City <strong>of</strong> Petaluma and consulting costs, <strong>of</strong>fset by decreases in transfers to the construction fund due to no projects being planned in the<br />
upcoming fiscal year. Revenues total $667,000, increasing by $35,000 from FY 12-13 due to a 5% rate increase.<br />
Geyserville Sanitation Zone – Projected to operate at Asset Preservation Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $386,000, including operations and maintenance budgeted expenditures decreasing by $4,000 from FY 12-<br />
13 and construction fund decreases <strong>of</strong> $30,000. Revenues total $295,000, an increase <strong>of</strong> $7,000 from a 2% rate increase. Use <strong>of</strong> fund<br />
balance and depreciation make up the difference in expense.<br />
Airport-Larkfield-Wikiup Sanitation Zone – Projected to operate at Standard Level <strong>of</strong> Service during FY 13-14<br />
FY 13-14 expenditures total $4.9 million, an increase <strong>of</strong> $323,000 over FY 12-13. Operations and maintenance expenditures are<br />
increasing by $408,000 due to increases in district operations costs and the purchase <strong>of</strong> capital equipment. Offsetting these increases are<br />
lower transfers to the construction fund as there are less projects planned in the upcoming fiscal year. Revenues total $3 million, an<br />
increase <strong>of</strong> $172,000 due to a 7% rate increase. The difference between revenues and expenses is made up by use <strong>of</strong> fund balance and<br />
depreciation.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
149<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The General Manager concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
There are three key strategic planning documents guiding the Water Agency's functions and activities. The first is the Water Agency's<br />
Strategic Plan, developed in 2012, which help guide the Water Agency’s activities for the next five years. The second is the Water<br />
Supply Strategies Action Plan which is updated annually and addresses the water supply challenges faced by the Water Agency and its<br />
water customers. The third guiding document is the <strong>County</strong>’s Strategic Plan, which gives general guidance and direction to the Water<br />
Agency on key goal areas. Together, these three plans frame the Water Agency’s program work and advancements.<br />
The Water Agency Strategic Action Plan Objectives are: 1) protect the health and safety <strong>of</strong> the public and the environment; 2) manage<br />
sanitation systems in a cost-effective manner; 3) encourage beneficial use <strong>of</strong> recycled water; and 4) adequately fund and implement<br />
infrastructure replacement and upgrade projects. The Water Agency objectives relate to the <strong>County</strong>’s Strategic Plan in variety <strong>of</strong> areas,<br />
most substantially through Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship by providing the<br />
infrastructure necessary to transmit clean water to the community as well as collection and treatment and flood control measures.<br />
Additionally, a number <strong>of</strong> FY 13-14 infrastructure projects will support environmental stewardship by complying with the Biological<br />
Opinion and expansion <strong>of</strong> various recycled water initiatives and continued support <strong>of</strong> <strong>Sonoma</strong> Clean Power.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Completed 5 year update to the Water Agency’s Strategic Plan.<br />
• Completed the first mile <strong>of</strong> demonstration habitat enhancements in Dry Creek related to the Biological Opinion.<br />
• Continued to improve operating procedures, documentation, and the training <strong>of</strong> employees as required by ISO 14000 and ISO 9001.<br />
• Received a total <strong>of</strong> $4.98 million in grants for various projects.<br />
• Achieved cost savings to match declining revenue and received an AA+ bond rating on its water revenue bonds from Standard and<br />
Poor’s. Received an AA- rating on the <strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District Bonds. As a result <strong>of</strong> refinancing there were net<br />
present value savings <strong>of</strong> more than $3 million over the life <strong>of</strong> the bonds.<br />
• Continued to expand the <strong>Sonoma</strong> <strong>County</strong> Youth Ecology Corps summer youth employment program.<br />
• Completed the Community Choice Aggregation Feasibility Study.<br />
• Implemented partial variable rates for annual sanitation service fees in <strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District.<br />
• Lead Integrated Regional Water Management efforts in the Bay Area and North Coast Regions.<br />
• Updated the Water Supply Strategies Action Plan and completed priority activities from the prior plan document including: study <strong>of</strong><br />
the inflatable dam on riverbank filtration; development <strong>of</strong> an Emergency Response Plan for natural disasters affecting the water<br />
transmission system; and development <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Efficiency Financing program to help local government and non-pr<strong>of</strong>its<br />
finance energy projects.<br />
• Used the Water Supply Strategies and Long Range Financial Model with water contractors to cooperatively develop strategic capital<br />
projects and wholesale water rates.<br />
• Proactively replaced aging isolation valves in the water distribution system.<br />
• Worked with the Eel Russian River Commission and the counties <strong>of</strong> Humboldt and Mendocino to develop and implement a regional<br />
plan to prevent spread <strong>of</strong> invasive quagga and zebra mussels in North Coast waterways.<br />
• Assisted the US Army Corps <strong>of</strong> Engineers to get funding for the Coho Brood Stock Facility at Warm Springs Dam.<br />
• Completed the shade structure and other improvements at the Rock Pile Road property.<br />
• Implemented scheduled public tours <strong>of</strong> the Water Agency’s water supply and sanitation facilities with over 150 participants.<br />
• Participated in the formation <strong>of</strong> the Russian River Independent Science Review Panel.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
150<br />
Development Services
SONOMA COUNTY WATER AGENCY<br />
Grant Davis, General Manager<br />
FY 13-14 OBJECTIVES<br />
• Secure grant funding for continued implementation <strong>of</strong> the Biological Opinion and continue to pursue state and federal funding for<br />
natural hazard reliability projects, as a way <strong>of</strong> reducing costs to rate payers. Continue to pursue strategic partnerships and alliances to<br />
leverage staff and funding resources.<br />
• Continue environmental and technical analyses to modify minimum instream flow requirements and to make technical adjustments to<br />
existing water rights.<br />
• Conduct further rate studies for water services.<br />
• Complete the move <strong>of</strong> the Service Center into Airport Sanitation Zone facility and sell or lease the 2150 West College Avenue<br />
facility.<br />
• Prepare a Supervisory Control and Data Acquisition Master Plan and begin an update to the Information Technology Master Plan.<br />
• Prepare environmental documents for Occidental <strong>County</strong> Sanitation District reclamation system improvements.<br />
• Construct recycled water expansion projects in the <strong>Sonoma</strong> Valley <strong>County</strong> Sanitation District including components <strong>of</strong> the Napa<br />
<strong>Sonoma</strong> Marsh and <strong>Sonoma</strong> Valley Recycled Water projects.<br />
• Continue to implement groundwater studies and Groundwater Management Plans in <strong>Sonoma</strong> Valley and the Santa Rosa Plain.<br />
• Continue developing integrated storm water detention and groundwater recharge projects in the flood control zones 1, 2, and 3.<br />
• Continue potential implementation <strong>of</strong> Community Choice Aggregation (<strong>Sonoma</strong> Clean Power).<br />
• Work with <strong>Sonoma</strong> <strong>County</strong> Youth Ecology Corps to expand programs to local parks.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
151<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
152<br />
Development Services
MISSION STATEMENT<br />
To foster a healthy business environment and provide services that promote<br />
the local economy.<br />
DEPARTMENTAL DESCRIPTION<br />
The <strong>Sonoma</strong> <strong>County</strong> Economic Development Department (EDD) provides<br />
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
BUDGET AT A GLANCE:<br />
Total Expenditures<br />
Total Revenues/Use <strong>of</strong> Fund Balance<br />
Total General Fund Contribution<br />
Total Staff<br />
% Funded by General Fund<br />
$4,128,823<br />
$4,128,823<br />
$0<br />
9.00<br />
0.00%<br />
services to encourage the startup, retention, and expansion <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong><br />
businesses and jobs. The EDD further promotes economic development by<br />
encouraging tourism through funding agreements with visitor centers that serve the unincorporated areas <strong>of</strong> the <strong>County</strong>, and <strong>Sonoma</strong><br />
<strong>County</strong> Tourism (SCT). The EDD also operates the film <strong>of</strong>fice.<br />
The EDD’s budget is organized into two divisions - Business Assistance Services and Research and Program Development. Within<br />
Business Assistance Services there are four primary functions: Business Retention and Expansion, the Film Program, Green Business,<br />
and Worksite Wellness. Within Research and Program Development there are three primary functions: Workforce Development,<br />
Workshops, and Tourism.<br />
Ben Stone<br />
Director<br />
Business Assistance<br />
Services<br />
$1.1 M<br />
Research & Program<br />
Development<br />
$3.0 M<br />
Funding Sources<br />
Funding Uses<br />
$435,270<br />
Transient Occupancy<br />
Tax<br />
Business Assistance<br />
Services<br />
$1,146,022<br />
$3,693,553<br />
External<br />
Reimbursements<br />
Research & Program<br />
Development<br />
$2,982,801<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
153<br />
Development Services
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Business Assistance Services 5.50 5.50 6.50 1.00 18.2<br />
Research & Program Development 2.50 2.50 2.50 0.00 -<br />
Total Permanent Positions 8.00 8.00 9.00 1.00 12.5<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Business Assistance Services 1,024,248 1,146,022 121,774 11.9<br />
Research & Program Development 3,052,548 2,982,801 (69,747) (2.3)<br />
Total Expenditures 4,076,796 4,128,823 52,027 1.3<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Transient Occupancy Tax 3,560,602 3,693,553 132,951 3.7<br />
External Reimbursements 480,194 435,270 (44,924) (9.4)<br />
Research Grants 36,000 0 (36,000) (100.0)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 4,076,796 4,128,823 52,027 1.3<br />
RECOMMENDED BUDGET<br />
Expenditures for the Economic Development Department are $4.1 million, an increase <strong>of</strong> $52,000 over FY 12/13. This is primarily due<br />
to salary and benefit increases associated with the addition <strong>of</strong> one position to the Business Assistance Services program and increased<br />
overhead and internal services costs, including those associated with increased investment in future technology infrastructure<br />
replacement needs. The Business Assistance Services program is primarily responsible for providing early detection <strong>of</strong> problems<br />
experienced by local businesses and developing solutions to keep jobs in <strong>Sonoma</strong> <strong>County</strong>. In order to better meet the expanding<br />
demands on the department and program needs, this recommended budget includes the addition <strong>of</strong> 1.0 FTE Department Analyst position<br />
to serve as the Business Assistance Officer, increasing permanent support for the business assistance hotline, permit and business<br />
development and expansion liaison and troubleshooting functions, and general business assistance with the startup and expansion <strong>of</strong> area<br />
businesses. The position is currently funded as a half-time extra-help position but the growing demand for these services has resulted in<br />
the need to make this a fulltime, permanent position.<br />
Revenue increases are associated with increased appropriations from the Advertising Fund (Transient Occupancy Tax) to support the<br />
increased expenditures. These increased revenues are <strong>of</strong>fset slightly by a decrease in revenue <strong>of</strong> $36,000 from the Economic<br />
Development Foundation which previously provided reimbursement for a portion <strong>of</strong> research contracts which are now funded by the<br />
Department, resulting in a net revenue increase over FY 12/13 <strong>of</strong> $52,027.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The services and goals <strong>of</strong> the Economic Development Department most closely align with “Economic & Environmental Stewardship”.<br />
Both the Business Assistance Services and the Research and Program Development areas help to build and retain jobs in <strong>Sonoma</strong><br />
<strong>County</strong> and create partnerships between the private and public sectors.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
154<br />
Development Services
ECONOMIC DEVELOPMENT DEPARTMENT<br />
Ben Stone, Director<br />
FY 12-13 ACCOMPLISHMENTS <br />
• Developed a business retention and expansion program and visited over 100 businesses throughout the unincorporated area <strong>of</strong> the<br />
county.<br />
• Launched the Business Assistance Program and Hotline to assist businesses in navigating the regulatory environment and<br />
troubleshooting any roadblocks to doing business. The Departments <strong>of</strong>fers a suite <strong>of</strong> free business development tools including<br />
access to industry trends, market demographics, site selection, and techniques for reaching new markets.<br />
• Coordinated and staffed efforts <strong>of</strong> the Innovation Action Council to complete an action plan on permits, workforce, and branding.<br />
The plan was developed in collaboration with local educational institutions, the Workforce Investment Board, and the Santa Rosa<br />
Chamber <strong>of</strong> Commerce Building Economic Success Together (BEST) Program with the goal <strong>of</strong> providing educational programs<br />
and workforce development training specific to the needs <strong>of</strong> employers and to help further develop local economic clusters.<br />
• Led the effort to establish a Foreign Trade Zone in <strong>Sonoma</strong> <strong>County</strong> to give local businesses a competitive advantage when<br />
importing materials used in value-added production.<br />
• Expanded technical assistance efforts by <strong>of</strong>fering workshops on foreign trade zones, exporting, access to capital, and business<br />
development tools.<br />
• Successfully completed the third year <strong>of</strong> sponsoring Restaurant Week with record attendance and growing impact on local<br />
economy.<br />
• Continued successful sponsorship <strong>of</strong> three major business economic forecasting events with record attendance.<br />
• Continued collaboration and partnership with the Building Economic Success Together (BEST) Program, including providing<br />
$100,000 in financing to the program.<br />
• Continued funding support <strong>of</strong> five Visitor Center programs supporting tourism efforts across the <strong>County</strong> and implemented a unified<br />
signage program which will assist visitors in locating and identifying visitor centers and related information booths.<br />
• Spotlighted the craft brewery industry with a new industry survey, video spotlighting nationally recognized local brewery, and craft<br />
brewery industry workshop.<br />
FY 13-14 OBJECTIVES <br />
• Continue to grow and expand the business retention and expansion program launched this year with the intent to visit over 150<br />
businesses throughout the county with a focus on the unincorporated area <strong>of</strong> the county.<br />
• Continue to grow and expand the Business Assistance Program and Hotline to assist businesses in navigating the regulatory<br />
environment and troubleshooting roadblocks to doing business with the goal <strong>of</strong> servicing over 50 existing or startup businesses and<br />
responding to approximately 260 business assistance hotline calls.<br />
• Provide continued support to countywide tourism efforts by managing contracts for services with <strong>Sonoma</strong> <strong>County</strong> Tourism and<br />
various Visitor Centers.<br />
• Continue sponsorship <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> Restaurant Week.<br />
• Complete an arts sector strategic plan to encourage economic development through the coordination and promotion <strong>of</strong> the arts and<br />
cultural activities sector.<br />
• Expand education and outreach efforts for Green Business Program and certify up to 25 new businesses.<br />
• Launch a new Workplace Wellness program that promotes the business and community value <strong>of</strong> healthy workforce initiatives<br />
among <strong>Sonoma</strong> <strong>County</strong> employers, and that recognizes employers for developing and implementing exceptional employee<br />
wellness programs.<br />
• Continue the next phase with the Innovation Action Council in developing permit process improvement actions through a multiagency<br />
public/private partnership; coordinate the efforts <strong>of</strong> over 40 educational institutions along with workforce development<br />
providers and business groups to create the region’s first employer-driven workforce strategy; and through a new “Marketing<br />
Alliance” connect over 30 groups that currently market <strong>Sonoma</strong> <strong>County</strong>’s assets to provide enhanced opportunities to market local<br />
goods and services.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
155<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
156<br />
Development Services
MISSION STATEMENT<br />
BUDGET AT A GLANCE:<br />
REGIONAL PARKS<br />
Caryl Hart, Director<br />
Total Expenditures<br />
$19,715,613<br />
The mission <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> Regional Parks is to create healthy<br />
communities and contribute to the economic vitality <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> by<br />
Total Revenues/Use <strong>of</strong> Fund Balance $16,322,202<br />
acquiring, developing, managing and maintaining parks and trails countywide. Total General Fund Contribution $3,393,411<br />
Regional Parks preserves irreplaceable natural and cultural resources, and Total Staff 77.00<br />
<strong>of</strong>fers opportunities for recreation and education to enhance the quality <strong>of</strong> life<br />
% Funded by General Fund 17.21%<br />
and well-being <strong>of</strong> residents and visitors to <strong>Sonoma</strong> <strong>County</strong>.<br />
DEPARTMENT DESCRIPTION<br />
Regional Parks provides recreational, educational, social, and cultural opportunities for <strong>Sonoma</strong> <strong>County</strong> residents and visitors. The<br />
department budget is divided into two divisions. The Operations and Planning Division includes four primary areas; Marinas which<br />
includes the management <strong>of</strong> Mason’s Marina, Spud Point Marina, and the Sport Fishing Center in Bodega Bay, Park Operations which<br />
is responsible for the safety and security <strong>of</strong> park visitors and assets, Park Maintenance which is responsible for maintaining and<br />
repairing park facilities and recreational areas, and Planning & Acquisition which is responsible for obtaining grants, acquiring fee title<br />
and easements <strong>of</strong> recreational properties, and the planning and design <strong>of</strong> recreational and resource projects. The Community<br />
Engagement Division has three primary areas; Marketing & Partnerships which focuses on community outreach and increasing<br />
revenue and partnership opportunities for the benefit <strong>of</strong> park users, Programs which develops and provides education, recreation and<br />
cultural experiences, and Volunteer Services which coordinates the activities <strong>of</strong> committed teams <strong>of</strong> dedicated volunteers who work to<br />
enhance park facilities and programs.<br />
Caryl Hart<br />
Director<br />
Operations &<br />
Planning<br />
Community<br />
Engagement<br />
Marinas<br />
$3.1 M<br />
Park<br />
Operations<br />
$6.2 M<br />
Park<br />
Maintainance<br />
$4.3 M<br />
Planning &<br />
Acquisition<br />
$2.0 M<br />
Marketing &<br />
Partnerships<br />
$485 K<br />
Programs<br />
$732 K<br />
Volunteer<br />
Services<br />
$331 K<br />
Funding Sources<br />
$714,504<br />
$2,525,806<br />
$2,300,349<br />
$3,072,823<br />
$3,393,411<br />
$360,546<br />
$1,126,714<br />
$6,221,460<br />
General Fund <br />
Contribution<br />
Transient Occupancy<br />
Tax & other Taxes<br />
Park Mitigation Fees<br />
Memberships/Other<br />
Fees<br />
Charges for Services<br />
Marina Revenue<br />
Internal Transfers<br />
/Reimbursements<br />
Use <strong>of</strong> Fund Balance<br />
Funding Uses<br />
$2,525,806<br />
$328,227<br />
$695,543<br />
$493,824<br />
$3,102,091<br />
$2,040,409<br />
$6,551,688<br />
$3,978,025<br />
Marinas<br />
Park Operations<br />
Park Maintenance<br />
Planning &<br />
Acquisitions<br />
Marketing &<br />
Partnerships<br />
Education Programs<br />
Volunteer Services<br />
Internal Transfers<br />
/Reimbursements<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
157<br />
Development Services
REGIONAL PARKS<br />
Caryl Hart, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 75.52 76.00 77.00 1.00 1.3%<br />
Note: FTE Change is .50 FTE Senior Office Assistant to support Planning & Acquisitions, and .50<br />
FTE Marketing Specialist in Marketing & Partnerships.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Operations and Planning<br />
Marinas 2,906,048 3,102,091 196,043 6.7<br />
Park Operations 6,579,430 6,551,688 (27,742) (0.4)<br />
Park Maintenance 3,799,664 3,978,025 178,361 4.7<br />
Planning & Acquisitions 1,768,657 2,040,409 271,752 15.4<br />
Internal Transfers /Reimbursements 2,506,338 2,263,969 (242,369) (9.7)<br />
Community Engagement<br />
Marketing & Partnerships 349,451 493,824 144,373 41.3<br />
Education Programs 726,019 695,543 (30,476) (4.2)<br />
Volunteer Services 238,799 328,227 89,428 37.4<br />
Internal Transfers /Reimbursements 231,316 261,837 30,521 13.2<br />
Total Expenditures 19,105,722 19,715,613 609,891 3.2<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 3,291,411 3,393,411 102,000 3.1<br />
Transient Occupancy Tax & other Taxes 2,212,366 2,300,349 87,983 4.0<br />
Park Mitigation Fees 322,202 360,546 38,344 11.9<br />
Memberships/Other Fees 995,166 1,126,714 131,548 13.2<br />
Charges for Services 6,001,717 6,221,460 219,743 3.7<br />
Marina Revenue 2,681,806 3,072,823 391,017 14.6<br />
Internal Transfers /Reimbursements 2,737,654 2,525,806 (211,848) (7.7)<br />
Use <strong>of</strong> Fund Balance 863,400 714,504 (148,896) (17.2)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 19,105,722 19,715,613 609,891 3.2<br />
Note: Transfers and reimbursement <strong>of</strong> expenses from one part <strong>of</strong> the Regional Parks budget to another<br />
total $2.5 million for a net budget <strong>of</strong> $17.2 million.<br />
RECOMMENDED BUDGET<br />
Summary <strong>of</strong> Changes: Overall expenditures are increasing by $610,000 or 3.2%. Operations and Planning is increasing $376,000 with<br />
increases in salary/benefits costs and increase in Marina expenditures (details below). Community Engagement is increasing $234,000<br />
with increases in salary/benefits and a one-time increase due to a change in allocated administrative expenditures.<br />
General Fund support increases $102,000 or 3.1% from FY 12-13 to resume funding for technology infrastructure that has been deferred<br />
in recent years, and to develop a Master Plan for Maxwell Farms Regional Park. Non-General Fund revenues increase $508,000 mostly<br />
driven by a $391,000 increase to Marina Revenue from fuel sales and berthing fees, as well as increased park membership sales and<br />
Charges for Services, mostly for planning work noted below.<br />
Marinas<br />
Expenditures increase $196,000 (6.7%) mainly due to an increase in the volume <strong>of</strong> fuel purchases for salmon and crab season and<br />
seasonal extra-help staffing at Mason’s Marina to maintain docks, and increase berthing capacity.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
158<br />
Development Services
REGIONAL PARKS<br />
Caryl Hart, Director<br />
Park Maintenance<br />
Expenditures increase $178,000 (4.7%), and are primarily driven by landscaping equipment purchases for Ragle and Doran Parks, which<br />
are funded by the Equipment Replacement Fund.<br />
Planning & Acquisitions<br />
Expenditures increase <strong>of</strong> $271,000 (15.4%) reflect the restoration <strong>of</strong> staffing necessary to address an increase to reimbursable planning<br />
projects including Hood Mountain Park, Russian River Access, <strong>Sonoma</strong> Schellville Trail, <strong>Sonoma</strong> Valley Park, and Riverfront Park.<br />
Increases in Park Mitigation Fee revenue and Charges for Services fund these increased costs.<br />
Marketing & Partnerships<br />
Expenditures increase $144,000 (41.3%) mostly due to additional staffing to expand retail partnerships, providing more points <strong>of</strong> sale to<br />
increase park membership sales, and for additional program support to the Environmental Discovery Center (EDC). EDC program<br />
support is fully reimbursed from Spring Lake Park.<br />
Volunteer Services<br />
Expenditures increase $89,000 (37.4%) due to increased staffing cost to oversee approximately 550 parks volunteers toward the<br />
completion <strong>of</strong> several high priority projects throughout the park system.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, services provided by Regional Parks align most closely with “Economic and<br />
Environmental Stewardship”. Operations & Planning contribute to the economic vitality <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong> by acquiring, developing,<br />
managing and maintaining parks and trails countywide. $17.9 million (91%) is spent in support <strong>of</strong> this area.<br />
9% <strong>of</strong> the budget or $1.8 million is spent on Community Engagement which is supports “Safe, Healthy and Caring<br />
Communities”. Community Engagement creates healthy communities by <strong>of</strong>fering opportunities for recreation and education to enhance<br />
the quality <strong>of</strong> life and well-being <strong>of</strong> residents and visitors to <strong>Sonoma</strong> <strong>County</strong>.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome Measures/Indicators<br />
Park Operations<br />
Park Visitors<br />
Actual<br />
5,383,600<br />
Estimated<br />
5,843,143<br />
Projected<br />
5,709,437<br />
Marketing & Partnerships<br />
Membership Sales 16,971 18,618 19,549<br />
Volunteer Services<br />
Volunteer Hours 38,000 40,000 42,000<br />
Park Operations<br />
Camping Nights Booked 31,034 30,442 30,430<br />
Marina<br />
Occupancy Rate 61.7% 61.8% 68.4%<br />
Notes: The Indicators presented above will form the basis for future development <strong>of</strong> performance<br />
measures.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
159<br />
Development Services
REGIONAL PARKS<br />
Caryl Hart, Director<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Improved service and operational efficiencies with the installation <strong>of</strong> 13 electronic pay stations to provide park visitors with the option<br />
to use credit cards for the payment <strong>of</strong> parking fees.<br />
• Operated and maintained Annadel State Park in partnership with California State Parks and numerous organizations including the<br />
<strong>Sonoma</strong> <strong>County</strong> Trails Council, Valley <strong>of</strong> the Moon Natural History Association and the Park Alliance <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
• Opened and commenced operation <strong>of</strong> the Laguna de Santa Rosa Trail and the 1,100 acre Taylor Mountain Regional Park.<br />
• In partnership with the Roseland Health Clinic and the Department <strong>of</strong> Health Services, created the Parks Prescription Program to<br />
encourage healthy behaviors and outdoor activities.<br />
• Increased Park Memberships 10%, from 16,971 to 18,618.<br />
• Partnered with Information Systems Department to pilot the <strong>County</strong>’s new Web Content Management System. The departments<br />
collaborated to design and launch a more dynamic and interactive website, which provides visitors new resources and ideas for getting<br />
out and active in <strong>Sonoma</strong> <strong>County</strong>.<br />
• Secured $12 million in funding from Federal, State, private, and local sources for multi-year park development projects, including a<br />
$750,000 State Development Grant for Phase I <strong>of</strong> Taylor Mountain Regional Park and $2.1 million in Federal and State disaster repair<br />
funding (FEMA/CALEMA).<br />
• Completed repairs from storm damage in 2005-06 at Hood Mountain Regional Park, and reopened the Los Alamos Road trailhead.<br />
• Completed major repairs to the South Breakwater at Bodega Bay and shoreline protection repairs to Spud Point Marina, Sport Fishing<br />
Center and Doran Park.<br />
• Completed ADA improvement projects at Ernie Smith & Healdsburg Veterans Memorial Beach.<br />
FY 13-14 OBJECTIVES<br />
• Develop the <strong>Sonoma</strong> <strong>County</strong> Integrated Park Plan to align Regional Parks and trails with state parks, city parks, publicly accessible<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space District (SCAPOSD) lands, and other public access lands into a cohesive<br />
network to expand recreational opportunities, tourism and build on Health Action goals.<br />
• Increase community engagement and increase overall park membership by 5%.<br />
• Intensify web-based communication, marketing and e-commerce strategies.<br />
• Implement a long-term sustainability plan for the Marinas properties.<br />
• Develop and open the Taylor Mountain Regional Park trailhead at Petaluma Hill Road.<br />
• Begin construction <strong>of</strong> Riverfront Regional Park Phase 3 and Steelhead Beach Campground.<br />
• Complete Bay Area Ridge Trail at Los Guilicos and Hood Mountain Regional Park.<br />
• Develop and open the SMART Bikeway between the Joe Rodota Trail and Hearn Avenue.<br />
• Accept the transfer <strong>of</strong> the 1,610 acre Tolay Creek Ranch Property from the <strong>Sonoma</strong> Land Trust.<br />
• Provide the Board with a comprehensive analysis and program to address system-wide deferred maintenance projects, associated<br />
costs, and funding strategy.<br />
• Complete transfer from the SCAPOSD <strong>of</strong> high priority properties pursuant to the adopted SCAPOSD fee lands strategy. These<br />
include the North <strong>Sonoma</strong> Mountain Regional Park & Open Space Preserve, and the Lawson property on Hood Mountain.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
160<br />
Development Services
1 1<br />
Mendocino<br />
<strong>County</strong><br />
3 8<br />
C l o v e r d a l e<br />
4<br />
Su l p h u r C r e e k<br />
Lake<br />
<strong>County</strong><br />
3 5<br />
3 4<br />
3 3<br />
3 2<br />
3 1<br />
Sou th Fo rk Gu alala River<br />
4 3<br />
?ÔE<br />
Lake<br />
<strong>Sonoma</strong><br />
Russian River<br />
Russian River<br />
Dry Creek<br />
!(<br />
KÍ<br />
1 2 4 4 1 0 4 2 5 1 2 9<br />
G u e r n e v i l l e<br />
2 5<br />
Sa l m o n C r ee k<br />
2 7<br />
4 1<br />
5 0<br />
7 3 2 6<br />
?ÔE<br />
H e a l d s b u r g<br />
AÜH<br />
4 9<br />
2 8<br />
4 8<br />
L a g u n a D e Sa n ta R o s a<br />
1 3<br />
9<br />
W i n d s o r<br />
S e b a s t o p o l<br />
3 7<br />
2 1<br />
3 0<br />
4 7<br />
19<br />
5<br />
Marin<br />
<strong>County</strong><br />
AçH<br />
Mark West Creek<br />
S a n t a<br />
R o s a<br />
1 4<br />
4 5<br />
R o h n e r t<br />
P a r k<br />
1 7<br />
6<br />
C o t a t i<br />
KÍ<br />
4 0<br />
Sant a Ro sa Creek<br />
5 2<br />
?ÝE<br />
2 4<br />
1 5<br />
P e t a l u m a<br />
3 6<br />
1 8<br />
1<br />
3 9<br />
2 3<br />
2 0<br />
8<br />
2 2<br />
Petaluma River<br />
AÜH<br />
4 6<br />
AàH<br />
?È<br />
Napa<br />
<strong>County</strong><br />
2<br />
S o n o m a<br />
So n o m a C r ee k<br />
AàH<br />
1 6<br />
S o n o m a C o u n t y R e g i o n a l P a r k s<br />
1. Alder Park<br />
2. Arnold Field<br />
3. Bird Walk Coastal Access<br />
4. Cloverdale River Park<br />
5. Colgan Creek Trail<br />
6. Crane Creek Regional Park<br />
7. Doran Beach Regional Park<br />
8. Ernie Smith Community Park<br />
9. Foothill Regional Park<br />
10. Forestville River Access/Mom's Beach<br />
11. Gualala Point Regional Park<br />
12. Guerneville River Park<br />
13. Healdsburg Veteran's Memorial Beach<br />
14. Helen Putnam Regional Park<br />
15. Hood Mountain Regional Park<br />
& Open Space Preserve<br />
16. Hudeman Slough Boat Launch<br />
17. Hunter Creek Trail<br />
18. Kenwood Plaza Park<br />
19. Laguna De Santa Rosa Trail<br />
20. Larson Park<br />
21. Maddux Ranch Park<br />
22. Maxwell Farms Regional Park<br />
23. Moran Goodman Park<br />
24. North <strong>Sonoma</strong> Mountain Regional Park<br />
(SCAPOSD/<strong>County</strong> Owned)<br />
25. Occidental Community Center<br />
26. Pinnacle Gulch / Short Tail Gulch Trail<br />
27. Porto Bodega Sport Fishing Center<br />
28. Ragle Ranch Regional park<br />
29. Riverfront Regional Park<br />
30. Santa Rosa Creek Trail<br />
31. Sea Ranch Access Trail Black Point<br />
32. Sea Rach Access Trail Pebble Beach<br />
33. Sea Ranch Access Trail Shell Beach<br />
34. Sea Ranch Access Trail Stengel Beach<br />
35. Sea Ranch Access Trail Walk On Beach<br />
36. Shaw Park<br />
37. Shiloh Ranch Regional Park<br />
38. Soda Springs Reserve<br />
39. <strong>Sonoma</strong> Valley Regional Park<br />
40. Spring Lake Regional Park<br />
41. Spud Point Marina / Mason's Marina<br />
42. Steelhead Beach Regional Park<br />
43. Stillwater Cove Regional Park<br />
44. Sunset Beach River Access<br />
45. Taylor Mountain Regional Park<br />
& Open Space Preserve<br />
46. Tolay Lake Regional Park<br />
47. Tom Schopflin Fields<br />
48. Watson School<br />
49. West <strong>County</strong>/Joe Rodota Trail<br />
50. Westside Regional Park<br />
51. Wohler Bridge Fishing Access<br />
52. Annadel State Park ( State Owned)<br />
S O N O M A C O U N T Y R E G I O N A L P A R K<br />
F A C I L I T I E S M A P<br />
:<br />
<strong>Sonoma</strong><br />
Regional<br />
Data Source: <strong>Sonoma</strong> <strong>County</strong> ISD<br />
<strong>County</strong><br />
Parks<br />
City Limits<br />
<strong>County</strong> Park<br />
0 5<br />
10 20<br />
Miles<br />
April, <strong>2013</strong><br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
161<br />
Development Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
162<br />
Development Services
OTHER COUNTY SERVICES<br />
Other <strong>County</strong> Services contains the following departmental budgets:<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation & Open Space District<br />
Agricultural Commissioner<br />
U.C. Cooperative Extension<br />
Library<br />
Fairgrounds<br />
Advertising<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
163<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> 2012-<strong>2013</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
164<br />
Other <strong>County</strong> Services<br />
Other <strong>County</strong> Services
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT<br />
William J. Keene, General Manager<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$36,012,837<br />
The mission <strong>of</strong> the <strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open<br />
Total Revenues/Use <strong>of</strong> Fund Balance $36,012,837<br />
Space District (District) is to permanently preserve the diverse landscapes <strong>of</strong><br />
<strong>Sonoma</strong> <strong>County</strong> for future generations, including working farms and ranches, Total General Fund Contribution<br />
$0<br />
greenbelts and community separators between and around urban areas, Total Staff 25.50<br />
natural areas and wildlife habitat, and land for public access and passive<br />
recreation.<br />
% Funded by General Fund 0.00%<br />
DEPARTMENT DESCRIPTION<br />
Funded by a dedicated, voter-approved sales tax (Measure F), the District partners with willing landowners, public agencies, and<br />
non-pr<strong>of</strong>it organizations to permanently protect land from development through agreements with landowners (conservation easements)<br />
and outright purchase <strong>of</strong> land. District acquisitions are guided by a long-range plan, “Connecting Communities and the Land,” which<br />
reflects community desires and values and directs preservation to the highest priority farmlands, greenbelts, natural areas, and<br />
recreational lands.<br />
The District is organized into three units: Conservation Planning, which develops and analyzes data to ensure the highest value land is<br />
protected; Stewardship which monitors conservation easements, and manages properties that the District owns in fee, to ensure that the<br />
values purchased are maintained in perpetuity; and Acquisition, which purchases conservation easements to protect farmland,<br />
greenbelts, natural areas, and recreational lands. Debt Service reflects repayment <strong>of</strong> Measure F 2007 bond financing used to purchase<br />
high priority conservation easements and fee properties.<br />
William Keene<br />
General Manager<br />
Conservation<br />
Planning<br />
$3.0 M<br />
Stewardship<br />
$4.6 M<br />
Acquisition<br />
$20.9 M<br />
Debt Service<br />
$7.5 M<br />
Funding Sources<br />
$7,178,482<br />
$548,697<br />
Sales Tax Earned<br />
(OSSTA)<br />
Contributions<br />
(OSSTA)<br />
Funding Uses<br />
$7,508,200<br />
Conservation<br />
$2,991,110 Planning<br />
$4,577,914<br />
Stewardship<br />
$166,188<br />
Rental Income<br />
$19,051,200<br />
Interest Earned<br />
Acquisition<br />
$9,068,270<br />
Use <strong>of</strong> Fund Balance<br />
$20,935,613<br />
Debt Service<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
165<br />
Other <strong>County</strong> Services
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT<br />
William J. Keene, General Manager<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 24.75 24.75 25.50 0.75 3.0%<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Conservation Planning 2,599,792 2,991,110 391,318 15.1<br />
Stewardship 7,614,478 4,577,914 (3,036,564) (39.9)<br />
Acquisition 13,626,086 20,935,613 7,309,527 53.6<br />
Debt Service 7,506,600 7,508,200 1,600 0.0<br />
Total Expenditures 31,346,956 36,012,837 4,665,881 14.9<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Sales Tax Earned (OSSTA) 16,128,000 19,051,200 2,923,200 18.1<br />
Contributions (OSSTA) 7,375,931 9,068,270 1,692,339 22.9<br />
Rental Income 166,188 166,188 0 -<br />
Interest Earned 641,769 548,697 (93,072) (14.5)<br />
Use <strong>of</strong> Fund Balance 7,035,068 7,178,482 143,414 2.0<br />
Total Revenues/Use <strong>of</strong> Fund Balance 31,346,956 36,012,837 4,665,881 14.9<br />
RECOMMENDED BUDGET<br />
Expenditures <strong>of</strong> $36 million are increasing by $4.7 million or 14.9% over FY 12-13 levels. The increase is due to new planned land<br />
acquisitions, partially <strong>of</strong>fset by lower planned stewardship costs. Specifics are discussed below. Position allocations increase by .50 FTE<br />
Administrative Aide and .25 FTE Accounting Tech. in order to appropriately address administrative workload. Additional costs for this<br />
administrative support are spread across program areas.<br />
Revenues overall are increasing 14.9%, due to projected sales tax growth resulting in $2.9 million (18%) increase over FY 12-13 budget<br />
in Measure F Sales Tax Earned. Sales tax revenue was budgeted very conservatively in FY 12-13 due to economic uncertainties.<br />
Therefore, the FY 13-14 recommended budget reflects a 1% increase over actual FY 12-13 Measure F Sales Tax revenue projections<br />
(about $18.9 million) in FY 12-13. Contributions from the Open Space Special Tax Account (OSSTA) increase $1.7 million (23%).<br />
These revenue increases along with Use <strong>of</strong> Fund Balance will support funding Acquisition costs noted below.<br />
Conservation Planning<br />
Expenditures are increasing $391,000 (15%) primarily due to a one-time increase in planned work on habitat data collection and<br />
analysis.<br />
Stewardship<br />
Costs are budgeted to decrease $3.0 million (40%) from FY 12-13 mostly due to the completion <strong>of</strong> several large recreational<br />
infrastructure projects, and reduced land management costs resulting from the successful transfer <strong>of</strong> several fee properties in FY 12-13 to<br />
partner entities which become responsible for ongoing land management costs.<br />
Acquisitions<br />
Land acquisition expenditures increase $7.3 million (54%) due to planned conservation easement and fee title purchases and are funded<br />
primarily by Measure F proceeds and use <strong>of</strong> fund balance as identified in the District’s 2012-2015 Work Plan. FY 13-14 expenditures <strong>of</strong><br />
$20.9 million include $6.9 million in re-budgeted appropriations for acquisitions anticipated but not completed in FY 12-13. These<br />
appropriations also include funding for the District’s Matching Grant program where operations and maintenance funding is provided to<br />
the partnering entity for the first three years after recreational fee property transfers.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
166<br />
Other <strong>County</strong> Services
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT<br />
William J. Keene, General Manager<br />
LONG TERM FINANCIAL PLAN<br />
SCAPOSD Fund FY 12/13 - 15/16 FY 16/17 - 20/21 FY 21/22 - 25/26 FY 26/27 - 30/31<br />
Beginning Cash Balance 68,725,265 38,257,726 20,120,148 6,953,863<br />
Revenues<br />
Sales Tax & Interest Earned 68,219,446 90,624,142 96,092,623 81,495,330<br />
Expenditures<br />
Operating 31,908,601 33,785,920 34,376,708 26,349,174<br />
Stewardship 7,022,377 6,729,000 7,629,000 7,229,000<br />
Land Purchases 29,759,787 30,716,000 29,716,000 24,816,000<br />
Debt Service 29,996,220 37,530,800 37,537,200 30,027,050<br />
Total Expenditures 98,686,985 108,761,720 109,258,908 88,421,224<br />
Ending Cash Balance 38,257,726 20,120,148 6,953,863 27,969<br />
Stewardship Reserve Fund 12,669,875 17,780,248 24,622,394 32,552,951<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The General Manager concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong> Strategic Plan, programs provided by the Agricultural Preservation and Open Space District most closely<br />
align with the goal <strong>of</strong> “Economic and Environmental Stewardship.” All activities under the District’s Conservation Planning,<br />
Acquisition, and Stewardship Programs ($28.5 million) identified in this budget are aimed at achieving the outcomes <strong>of</strong> this goal<br />
including:<br />
• Protecting, maintaining, and managing public lands and open space systems.<br />
• Ensuring that agricultural resources are preserved and valued for food and for maintaining links to our <strong>County</strong>’s agricultural<br />
heritage.<br />
• Protecting watersheds, promoting biodiversity and contributing to recreational and economic vitality.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Outcome/Performance Indicators Actual Estimated Projected<br />
Transfer <strong>of</strong> Fee Properties (acres) 0 1,100 1,000<br />
Agricultural Leases (acres) 4,000 4,000 4,600<br />
Conservation Valuation Complete N/A 15% 75%<br />
Carbon Sequestration Analysis Complete N/A 25% 75%<br />
# Public Events* 200 150 200<br />
# Trained Volunteers* 400 500 750<br />
Note: *Indicates Measures <strong>of</strong> Community Outreach Efforts. The Indicators<br />
presented above will form the basis for future development <strong>of</strong> true performance<br />
measures.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
167<br />
Other <strong>County</strong> Services
AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT<br />
William J. Keene, General Manager<br />
FY 12-13 ACCOMPLISHMENTS<br />
• With partners, protected nearly 20,000 acres <strong>of</strong> land at a District cost <strong>of</strong> approximately $6.3 million, including the acquisition <strong>of</strong><br />
Preservation Ranch, ensuring increased wildlife habitat and preserving water quality for Coho, Chinook, and Steelhead. This brings<br />
total acres protected by the District to107,100.<br />
• Initiated six new conservation easement acquisition projects with active agricultural operations totaling nearly 2,300 acres.<br />
• Through the <strong>County</strong> Lands Project, completed an inventory, report, and application process for public lands available for<br />
agricultural use.<br />
• Created the Fitch Mountain Open Space Preserve which will provide opportunities for the public enjoyment <strong>of</strong> the land and critical<br />
access to future parkland.<br />
• In collaboration with stakeholders, partners, and the community, developed a Board-approved Fee Lands Strategy; prioritizing fee<br />
properties for transfer and further analysis <strong>of</strong> disposition options, and identifying focus areas for interim management <strong>of</strong> properties.<br />
• Transferred or initiated transfer <strong>of</strong> all highest priority fee properties to partnering entities, including Montini to the City <strong>of</strong> <strong>Sonoma</strong>,<br />
and Taylor Mountain to Regional Parks. The majority <strong>of</strong> all properties will be opened for public recreational use.<br />
• Awarded approximately $1.4 million, and initiated agreements to award an additional $1.1 million, through the Matching Grant<br />
Program for urban open space projects in Forestville, Guerneville, Santa Rosa, Sebastopol, and <strong>Sonoma</strong>, to preserve and enhance<br />
urban open space land and increase public access to these lands.<br />
• With partners, initiated implementation <strong>of</strong> the Conservation Valuation initiative to analyze the economic benefits <strong>of</strong> conservation<br />
related to protecting drinking water supplies, providing flood control, enhancing recreational tourism, and supporting local<br />
agricultural viability.<br />
• Provided public access to lands through the Taylor Mountain Permit program, District Outings, and Agricultural and<br />
Environmental Education programs.<br />
• Secured nearly $1.5 million in outside grant funds, to support acquisition and habitat enhancement <strong>of</strong> the Mark West properties,<br />
construction <strong>of</strong> the North Slope <strong>Sonoma</strong> Mountain Ridge Trail project, and an Economic Valuation <strong>of</strong> Conservation in <strong>Sonoma</strong><br />
<strong>County</strong>.<br />
• With county and community partners, embarked on the development <strong>of</strong> a county-wide vegetation and habitat map to be used for<br />
planning and prioritizing land acquisition as well as providing quality baseline data for land management.<br />
FY 13-14 OBJECTIVES<br />
• Prioritize and pursue land and easement acquisitions based on important resource values, partnerships, and available funding, and<br />
initiate ongoing stewardship <strong>of</strong> each acquisition.<br />
• Continue statewide efforts through the Working Lands Coalition to advocate for funding for agricultural land conservation.<br />
• Complete implementation <strong>of</strong> the Board-approved Fee Lands Strategy including transfer <strong>of</strong> several fee properties to park agencies or<br />
other land management partners.<br />
• Continue planning, resource management, habitat, and public access projects at District-owned properties, including Montini<br />
Preserve, Calabazas Creek, Healdsburg Ridge, and North Slope <strong>Sonoma</strong> Mountain.<br />
• Continue implementation <strong>of</strong> county-wide carbon sequestration analysis <strong>of</strong> forests and open space lands developing a set <strong>of</strong> maps,<br />
analyses, tools and policy recommendations that address the role <strong>of</strong> land conservation in reducing Greenhouse Gas (GHG)<br />
emissions.<br />
• Develop a strategy to support efforts to address climate change, both through actions that reduce GHGs actions such as trail and<br />
bikeway development, and actions that protect <strong>Sonoma</strong> <strong>County</strong> lands, native species, and residents from expected impacts <strong>of</strong><br />
climate change.<br />
• Develop a habitat mitigation policy for District-protected lands.<br />
• Work with partners to create an incubator farm site on publicly owned land in <strong>Sonoma</strong> <strong>County</strong> to help support the long term<br />
economic viability <strong>of</strong> local agriculture.<br />
• Support continued urban open space conservation through the Competitive Matching Grant Program.<br />
• Measure and publicly report progress on accomplishing the actions outlined in the District’s 2012-2015 Work Plan.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
168<br />
Other <strong>County</strong> Services
LAND INTERESTS OF THE<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation and Open Space District<br />
MENDOCINO<br />
LAKE<br />
!(<br />
Preston<br />
BIG SULPHUR CREEK<br />
LITT L E<br />
!(<br />
Asti<br />
SULPHUR CREEK<br />
!(<br />
!(<br />
Sea Ranch<br />
Annapolis<br />
Stewarts Point<br />
!(<br />
Las Lomas<br />
DRY C RE EK<br />
!( !(<br />
!(<br />
Geyserville<br />
Lytton<br />
!(<br />
Jimtown<br />
!(<br />
Kellogg<br />
NAPA<br />
AUSTIN CREEK<br />
PA C IFI C<br />
!(<br />
Walsh Landing<br />
Cazadero<br />
!(<br />
!(<br />
Fort Ross<br />
El Bonita<br />
!( Korbel Hacienda<br />
Guernewood Park<br />
!( Summerhome !( !( Rio Dell<br />
!( !(<br />
Fulton<br />
!( Guerneville !( Hollydale !(<br />
!(<br />
!(<br />
Mirabel Park Forestville<br />
Sheridan !( !(<br />
Jenner<br />
Duncans !( Mills !( Monte Rio<br />
!( !(<br />
Sousas Corner<br />
!( Graton<br />
Oakmont<br />
Camp Meeker !( !(<br />
!(<br />
Occidental<br />
!( !(<br />
OC E AN<br />
Carmet<br />
Freestone<br />
!( !(<br />
Cunningham<br />
Cadwell<br />
Salmon Creek<br />
!(<br />
!(<br />
!(<br />
Bodega<br />
Hessel<br />
!( !(<br />
Bodega Bay !( Knowles !( Corner<br />
!(<br />
Valley Ford<br />
Bloomfield<br />
Fetters Hot Springs<br />
!( !(<br />
!( !(<br />
Penngrove<br />
!(<br />
!(<br />
!(<br />
!(<br />
Two Rock<br />
Mark West Springs<br />
SANTA ROSA CRE EK<br />
!(<br />
M ARK WEST CREEK<br />
MANTANZAS CREEK<br />
PETALUMA RIVER<br />
SAN ANTO NIO CREEK<br />
Calistoga<br />
!(<br />
Kenwood<br />
Lakeville<br />
!(<br />
Glen Ellen<br />
St. Helena<br />
Agua Caliente<br />
Boyes Hot Springs<br />
El Verano<br />
!(<br />
!(<br />
Schelville<br />
Big Bend<br />
!(<br />
Vineburg<br />
Yountville<br />
!(<br />
!(<br />
Sears Point<br />
MARIN<br />
District Holdings<br />
Acquisition Plan Designation<br />
Agriculture<br />
Greenbelts<br />
Natural Resources<br />
Transfer Projects<br />
Transfer FY 2012-13<br />
Transfer FY <strong>2013</strong>-14<br />
Public or Protected Land<br />
0 5 ´<br />
Miles<br />
Map Date: 3/11/10<br />
S:/GISProjects/Miscellaneous/<strong>County</strong>wide/PDFs/countywide_for_CAO_13-14_budget.pdf<br />
Recreation<br />
Incorporated City Land Map Date: 3/14/<strong>2013</strong><br />
Sources: <strong>Sonoma</strong> <strong>County</strong> GIS Group,<br />
USGS, <strong>Sonoma</strong> Land Trust, SCAPOSD<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
169<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> 2012-<strong>2013</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
170<br />
Other <strong>County</strong> Services<br />
Other <strong>County</strong> Services
AGRICULTURAL COMMISSIONER<br />
Tony Linegar, Agricultural Commissioner/Sealer<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures $4,964,529<br />
The mission <strong>of</strong> the Agricultural Commissioner’s Office is to promote and<br />
protect agriculture, the health and safety <strong>of</strong> our community, environment and<br />
Total Revenues/Use <strong>of</strong> Fund Balance $3,594,237<br />
the economy through education and the enforcement <strong>of</strong> laws and regulations. Total General Fund Contribution $1,370,292<br />
DEPARTMENT DESCRIPTION<br />
Total Staff 30.23<br />
The Agricultural Commissioner’s Office enforces local, state, and federal % Funded by General Fund 27.60%<br />
laws and regulations pertaining to agriculture, natural resource protection,<br />
human health and safety, and the marketplace. The department is organized into two distinct divisions: Agricultural and Weights and<br />
Measures. The Agricultural Division’s primary functions include: Human Health and Safety which enforces pesticide use and<br />
hazardous materials regulations; Environmental Protection which implements the Vineyard Erosion and Sediment Control and Frost<br />
Protection ordinances, and serves as the liaison to the Fish and Wildlife Commission; and Agricultural Economic Protection which<br />
conducts activities that minimize the introduction and spread <strong>of</strong> noxious pests and pests <strong>of</strong> economic concern, and promotes agriculture.<br />
The Weights and Measures Division chiefly provides Economic and Consumer Protection by ensuring fair and equitable business<br />
practices in the marketplace by testing the accuracy <strong>of</strong> all commercial weighing and measuring devices used in trade as well as checking<br />
the quantity <strong>of</strong> packaged commodities. Under local ordinance, the Division is also responsible for verifying the accuracy <strong>of</strong> scanners<br />
used at the point <strong>of</strong> sale.<br />
Funding Sources<br />
$39,800<br />
$965,581<br />
$19,440<br />
$3,650<br />
$1,370,292<br />
General Fund Contribution<br />
State and Federal Revenue<br />
Licenses/Fines/Charges for<br />
Services<br />
Special Funds<br />
Reimbursements<br />
Funding Uses<br />
$1,021,809<br />
$1,280,449<br />
Human Health &<br />
Safety<br />
Environmental<br />
Protection<br />
Agricultural<br />
Economic Protection<br />
$2,565,766<br />
Use <strong>of</strong> Fund Balance<br />
$2,120,259<br />
$542,012<br />
Economic &<br />
Consumer Protection<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
171<br />
Other <strong>County</strong> Services
AGRICULTURAL COMMISSIONER<br />
Tony Linegar, Agricultural Commissioner/Sealer<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 30.23 30.23 30.23 0.00 -<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Adopted <strong>Recommended</strong> Change Change<br />
Expenditures (Uses)<br />
Agricultural Division<br />
Human Health & Safety 888,848 1,280,449 391,601 44.1<br />
Environmental Protection 420,823 542,012 121,189 28.8<br />
Agricultural Economic Protection 2,484,817 2,120,259 (364,558) (14.7)<br />
Weights and Measures Division<br />
Economic & Consumer Protection 943,650 1,021,809 78,159 8.3<br />
Total Expenditures 4,738,138 4,964,529 226,391 4.8<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 1,257,104 1,370,292 113,188 9.0<br />
State and Federal Revenue 2,580,379 2,565,766 (14,613) (0.6)<br />
Licenses/Fines/Charges for Services 832,905 965,581 132,676 15.9<br />
Special Funds 45,950 39,800 (6,150) (13.4)<br />
Reimbursements 7,200 19,440 12,240 170.0<br />
Use <strong>of</strong> Fund Balance 14,600 3,650 (10,950) (75.0)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 4,738,138 4,964,529 226,391 4.8<br />
RECOMMENDED BUDGET<br />
Expenditures for the Agricultural Commissioner’s Office are increasing by $226,000 (5%) to approximately $5 million, primarily due to<br />
routine salary step increases for existing staff, and the additional funding for a position to coordinate the Vineyard Erosion and Sediment<br />
Control (VESCO) program.<br />
The General Fund contribution increases by $113,000 (9%) in support <strong>of</strong> the VESCO program (detail below). Other revenues increase<br />
approximately $113,000, mostly driven by an increase <strong>of</strong> $70,000 in Weights and Measures fee revenues, associated with state-set fee<br />
levels.<br />
Human Health & Safety<br />
The primary program under this category is the Pesticide Use Enforcement (PUE) program which ensures that pesticide use is conducted<br />
in a safe, effective and legal manner. In recent years department resource have shifted to support high priority, federally funded<br />
European Grapevine Moth (EGVM) eradication activities. In FY 13-14 expenditures in PUE increase by $392,000 (44%) over<br />
FY 12-13, as a result <strong>of</strong> the success <strong>of</strong> EGVM eradication efforts noted below, and the department shifting resources from other lower<br />
risk agricultural programs. The department continues to pursue options to enhance PUE funding, after years <strong>of</strong> impactful reductions to<br />
this program.<br />
Environmental Protection<br />
There will be an increase <strong>of</strong> 29% or $121,000 in expenditures in this area in FY 13-14. This increase is primarily the result <strong>of</strong> an increase<br />
in workload associated with the VESCO program due to the strengthening <strong>of</strong> the economy leading to an increase in the amount and<br />
complexity <strong>of</strong> vineyard development activity and a projected 14% increase in permit applications over FY 12-13.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
172<br />
Other <strong>County</strong> Services
AGRICULTURAL COMMISSIONER<br />
Tony Linegar, Agricultural Commissioner/Sealer<br />
Agricultural Economic Protection<br />
Expenditures are decreasing by about 15% or $365,000. This decrease is largely due to the fact that much <strong>of</strong> the county has been<br />
removed from the European Grapevine Moth (EGVM) quarantine. Other programs in the economic protection area will continue to be<br />
staffed at minimum levels to allow as many resources as possible to be diverted to Pesticide Use Enforcement activities.<br />
Weights & Measures Economic & Consumer Protection<br />
Expenditures are increasing by about 9% or $82,000, supported by increases in fee generated revenues. The State has approved a<br />
Variable Frequency Inspection protocol which allows the division to reduce device inspections with high compliance rates and shift<br />
those resources to programs that have demonstrated low compliance rates. As a result, in FY 13-14 device inspections will decline, and<br />
package inspections verifying “net content” and labeling requirements will be increased by nearly 4,000. This shift is reflected in<br />
Outcome/Performance Measures table below.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Agricultural Commissioner/Sealer concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, the services provided by the Agricultural Commissioner/Sealer’s Office align most<br />
closely with “Economic & Environmental Stewardship” by protecting and supporting the economic and environmental viability <strong>of</strong> the<br />
<strong>County</strong> ($3.68 million), while the specific program area <strong>of</strong> Human Health and Safety ($1.28 million) most closely aligns with “Safe,<br />
Healthy, and Caring Communities”.<br />
OUTCOME/PERFORMANCE MEASURES<br />
Outcome/Performance Indicators<br />
Agriculture Division<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
FY 11-12 FY 12-13 FY 13-14<br />
Actual Estimated Projected<br />
Pesticide Registrant Activities 4,644 4,683 4,704<br />
Pest Exclusion Inspections 15,625 12,657 8,827<br />
Pest Detection Traps Serviced 124,150 118,248 112,407<br />
Grading, Drainage, Vineyard & Orchard Projects 86 132 150<br />
Weights & Measures Division<br />
Device Inspections 9,912 9,240 7,000<br />
Price Verification Inspections 17,618 16,250 16,000<br />
Quantity Control Inspections 100 1,000 5,000<br />
Note: The Indicators presented above will form the basis for future development <strong>of</strong> performance<br />
measures.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Through successful eradication efforts county wine grape acreage under quarantine due to European Grapevine Moth was reduced by<br />
86%, from approximately 46,500 to 5,600 acres, resulting in no moths detected in the county in 2012 and the county declared<br />
“eradicated” by the United States Department <strong>of</strong> Agriculture in early <strong>2013</strong>.<br />
• Launched online Certified Producer Certificate system, which allows producers who sell at certified farmers’ markets to enter their<br />
own production information for their annual renewal. Use <strong>of</strong> the free online tool has reduced staff time spent on data entry, and fees<br />
charged to producers.<br />
• Partnered with Health Services to launch a free online “Approved Produce Gardener Certificate” to promote local food production<br />
and distribution by creating a mechanism for local community and school gardens, as well as small growers, to legally sell or donate<br />
produce to food facilities.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
173<br />
Other <strong>County</strong> Services
AGRICULTURAL COMMISSIONER<br />
Tony Linegar, Agricultural Commissioner/Sealer<br />
• Obtained state approval and implemented a Variable Frequency <strong>of</strong> Inspection protocol for weighing and measuring devices. This<br />
permits resources to be strategically transferred from higher to lower compliance programs, thereby focusing limited staff time to<br />
promote improved consumer protection.<br />
• Replaced the retail fuel testing truck through a Joint Power Agreement with Napa and Marin Counties, saving $22,000. This<br />
specialized equipment allows increased inspection efficiency and improved work conditions.<br />
• Cross trained staff in new program areas for greater ability to complete federal and state contract activities and maximize revenue<br />
from these sources while promoting greater efficiency and improved customer service.<br />
• Implemented new provisions related to tree removal in the Grading, Drainage and Vineyard and Orchard Site Development<br />
Ordinance.<br />
FY 13-14 OBJECTIVES<br />
• Conduct various activities to help remove the remaining 5,600 acres <strong>of</strong> the county from the EGVM quarantine and prevent reinfestation.<br />
• Implement the agricultural grading and drainage permitting process previously performed by PRMD. Grading and drainage review<br />
will now be performed in conjunction with VESCO review, allowing a more streamlined process.<br />
• Expand working partnerships and funding opportunities with other state agencies and district attorney’s <strong>of</strong>fices in order to<br />
proactively pursue consumer protection cases that have implications <strong>of</strong> consumer harm across county lines.<br />
• Continue partnering with the State Regional Water Quality Control Boards and private industry for opportunities to leverage the<br />
standards and practices already implemented under VESCO to meet the Water Boards’ requirements for agricultural producers to<br />
submit plans to comply with clean water standards.<br />
• Improve services in core agriculture programs mandated by the California Food and Agriculture Code. Specifically, target weed<br />
eradication focusing on the highest priority noxious and invasive weeds not yet widely established, prior to these weeds gaining a<br />
foothold and spreading to rangelands, open spaces, and recreational areas.<br />
• Work to meet inspection requirements for all registered devices, complete the annual inspections at retail businesses for the price<br />
verification program, and respond to all consumer complaints and conduct investigations as necessary.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
174<br />
Other <strong>County</strong> Services
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT Total Expenditures $757,256<br />
The mission <strong>of</strong> the University <strong>of</strong> California Cooperative Extension (UCCE)<br />
is to sustain a vital agriculture environment and community in <strong>Sonoma</strong><br />
<strong>County</strong> by providing University <strong>of</strong> California research-based information in<br />
agriculture, natural resource management, and nutrition and youth<br />
development.<br />
DEPARTMENTAL DESCRIPTION<br />
Total Revenues/Use <strong>of</strong> Fund Balance<br />
Total General Fund Contribution<br />
Total Staff<br />
% Funded by General Fund<br />
$81,350<br />
$675,906<br />
5.25<br />
89.26%<br />
Through a collaborative agreement between the University <strong>of</strong> California and <strong>Sonoma</strong> <strong>County</strong>, the UCCE provides science-based<br />
research and educational programming to assist people in <strong>Sonoma</strong> <strong>County</strong> in solving problems and creating opportunities in agriculture,<br />
natural resources, and youth development. The <strong>County</strong> provides funding for clerical and field support staff, <strong>of</strong>fice space and operational<br />
support for the academic faculty and research staff employed by the University. The UCCE is divided into seven major program areas:<br />
Horticulture provides education and research assistance and business training to existing and beginning farmers, and supports the<br />
Master Gardener program; Marine Science promotes the wise use <strong>of</strong> coastal resources in fishing and aquaculture; Livestock and<br />
Rangeland Management supports local livestock and dairy industries; Viticulture supports wine grape growers to improve growing<br />
practices; Integrated Pest Management researches and implements alternative pest control methods; <strong>Sonoma</strong> <strong>County</strong> 4-H Youth<br />
Development provides volunteer training and oversight <strong>of</strong> the program; Watershed Management includes support <strong>of</strong> Coho salmon<br />
recovery efforts.<br />
Stephanie Larson<br />
Director<br />
Horticulture<br />
$268 K<br />
Marine<br />
$46 K<br />
Livestock &<br />
Range Mngt<br />
$77 K<br />
Viticulture<br />
$84 K<br />
Integrated<br />
Pest Mngt<br />
$84 K<br />
4-H<br />
$153 K<br />
Watershed<br />
Mngt<br />
$46 K<br />
Funding Sources<br />
$7,500<br />
$35,250 $22,000<br />
$16,600<br />
$675,906<br />
General Fund<br />
Compost Grant<br />
Sudden Oak Death<br />
Grant<br />
Donations &<br />
Reimbursements<br />
State/Federal<br />
Funding Uses<br />
$46,179<br />
$152,825<br />
$83,522<br />
$83,743<br />
$76,629<br />
$268,179<br />
$46,179<br />
Horticulture<br />
Marine<br />
Livestock & Range<br />
Mngt.<br />
Viticulture<br />
Integrated Pest Mngt.<br />
4-H<br />
Watershed Mngt.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
175<br />
Other <strong>County</strong> Services
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
STAFFING SUMMARY<br />
FY 12-13 FY 12-13 FY 13-14 FTE %<br />
Staffing Adopted Approved <strong>Recommended</strong> Change Change<br />
Permanent Positions 4.65 5.25 5.25 0.00 -<br />
Note: FTE's were increased mid-year FY 12-13 by .1 FTE Senior Office Assistant and .5 FTE Dept.<br />
Analyst.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
Horticulture 276,831 268,179 (8,652) (3.1)<br />
Marine 49,590 46,179 (3,411) (6.9)<br />
Livestock & Range Mngt. 51,795 76,629 24,834 47.9<br />
Viticulture 81,030 83,743 2,713 3.3<br />
Integrated Pest Mngt. 72,765 83,522 10,757 14.8<br />
4-H 170,265 152,825 (17,440) (10.2)<br />
Watershed Mngt. 35,265 46,179 10,914 30.9<br />
Total Expenditures 737,541 757,256 19,715 2.7<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 635,906 675,906 40,000 6.3<br />
Compost Grant 16,600 16,600 0 -<br />
Sudden Oak Death Grant 32,932 35,250 2,318 7.0<br />
Donations & Reimbursements 23,069 7,500 (15,569) (67.5)<br />
State/Federal 29,034 22,000 (7,034) (24.2)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 737,541 757,256 19,715 2.7<br />
RECOMMENDED BUDGET<br />
The recommended budget is $757,256 which includes total expenditure increase <strong>of</strong> approximately 3% from adopted FY 12-13 budget.<br />
ISD expenditures increase across all program areas, partially <strong>of</strong>fset by a decrease <strong>of</strong> $16,000 for one-time desktop replacement costs in<br />
FY 12-13. The increase is due to the need to resume funding for technology infrastructure that has been deferred in recent years, and a<br />
change to the method for allocating GIS costs across all county departments.<br />
Overall revenues increase approximately 3% from FY 12-13. General Fund contribution is increasing $40,000 to support the newly<br />
established position <strong>of</strong> Agriculture Ombudsman, which provides one-on-one assistance to local farmers and ranchers to develop and<br />
expand their niche agricultural businesses. State/Federal Revenues decrease by $7,000 (24%) due to a reduction <strong>of</strong> FY 12-13 activities<br />
that are eligible for reimbursement, which is received in FY 13-14. This is partially <strong>of</strong>fset by an increase to Sudden Oak Death Grant<br />
funding. Revenues also reflect a $16,000 (68%) reduction in one-time reimbursement from ISD for computer replacements in FY 12-13.<br />
As noted above, expenditures related to the replacements also decrease by an equal amount, and therefore there is no net cost impact.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The UCCE Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
Of the four goals in the <strong>County</strong>’s Strategic Plan, the services provided by the University <strong>of</strong> California Cooperative Extension most align<br />
with the goal <strong>of</strong> “Economic & Environmental Stewardship” ($564,000) through natural resource preservation and food production<br />
programs.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
176<br />
Other <strong>County</strong> Services
The 4-H program ($153,000) specifically aligns with the goal <strong>of</strong> “Investing in the Future”.<br />
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
The UCCE complements other strategic <strong>County</strong> programs, working across departments addressing critical issues such as local food<br />
systems, Agritourism, streamlining the agriculture and food production permit process, natural resource management, and youth career<br />
development.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
Outcome/Performance Indicators<br />
Horticulture<br />
Small Farm Consultations<br />
Master Gardener Educational Meetings*<br />
Watershed Management<br />
Ranch Water Quality Plans<br />
# Adult Coho salmon return to Russian River<br />
Livestock & Range Mgmt.<br />
Beg. Farmers & Ranchers Participants*<br />
4-H<br />
# <strong>of</strong> Adult Volunteers*<br />
# <strong>of</strong> Members*<br />
FY 11-12<br />
Actual<br />
895<br />
362<br />
2<br />
192<br />
23<br />
450<br />
1000<br />
FY 12-13<br />
Estimated<br />
800<br />
380<br />
8<br />
380<br />
23<br />
450<br />
1100<br />
FY 13-14<br />
Projected<br />
1,000<br />
410<br />
9<br />
496<br />
30<br />
460<br />
1150<br />
Note: *Indicates success <strong>of</strong> community outreach efforts.<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Documented the success <strong>of</strong> efforts to recover endangered Coho salmon populations in Russian River tributaries in collaboration<br />
with approximately 500 local landowners, the Department <strong>of</strong> Fish and Wildlife, National Oceanic and Atmospheric<br />
Administration.<br />
• Collaborated on the <strong>County</strong> Land for Food Production, Phase 1, Community Gardens report, adopted by the Board <strong>of</strong><br />
Supervisors, making <strong>County</strong>-owned lands available for local food production.<br />
• Established the Agricultural Ombudsman program which assisted 33 new projects, ranging from a road side produce stand to<br />
meat sales to a cheese creamery.<br />
• Graduated 23 local Beginning Farmers and Ranchers, through the USDA Beginning Farmer & Rancher Development Project,<br />
providing educational and financial information to improve agricultural sustainability.<br />
• Coordinated the Value Chain project, associated with the North Coast Regional Food System Network, to evaluate the impacts<br />
agriculture industries make in <strong>Sonoma</strong> <strong>County</strong>.<br />
• Provided support to monitor and correctly time insecticide treatments for the control <strong>of</strong> European Grapevine Moth.<br />
• Developed educational videos to identify and monitor key insect pests in vineyards, and reduce overall pesticide use in the<br />
<strong>County</strong>.<br />
• Installed 20 towers in or adjacent to vineyards with temperature sensors to monitor low temperatures during the spring frost<br />
period. Data collected will allow growers to quantify the potential benefit from the use <strong>of</strong> wind machines during frost events.<br />
• Conducted public outreach, education, and monitoring to limit the impact <strong>of</strong> Sudden Oak Death on forest and landscape trees,<br />
reduce the loss <strong>of</strong> property value and the hazards <strong>of</strong> dead or dying trees.<br />
• Conducted, along with 280 Master Gardener volunteers, educational programs to help <strong>Sonoma</strong> <strong>County</strong> residents start or<br />
increase home composting, which reduce the input <strong>of</strong> yard waste and kitchen scraps into the landfill.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
177<br />
Other <strong>County</strong> Services
U.C. COOPERATIVE EXTENSION<br />
Stephanie Larson, Director<br />
• Enrolled 120 new adult volunteer leaders, from all areas <strong>of</strong> the county, with the purpose <strong>of</strong> delivering 4-H youth development<br />
programs.<br />
FY 13-14 OBJECTIVES<br />
• Enhance the Agricultural Ombudsman program for the expansion <strong>of</strong> niche market and local food production, increasing<br />
agricultural economic viability and jobs.<br />
• Develop a model for local incubator farms to increase food production and economic opportunities for local farmers and<br />
ranchers.<br />
• Introduce new specialty crops to local farmers through various demonstration plantings <strong>of</strong> mandarin, Meyer lemon, heirloom<br />
apples, figs, oil and table olives, mulberry, raspberries, tomatoes, and blackberries.<br />
• Monitor distribution and abundance <strong>of</strong> endangered Coho salmon in the Russian River and document stream conditions and<br />
water flow needed to facilitate ongoing recovery.<br />
• Monitor Sudden Oak Death in <strong>Sonoma</strong> <strong>County</strong> and educate landowners, arborists, and the general public about its biology,<br />
spread, and control procedures.<br />
• Conduct educational outreach in home gardening practices that promote water conservation, reduce landfill inputs, and reduce<br />
the amount <strong>of</strong> toxic garden pesticides in the urban landscape, through Master Gardeners program.<br />
• Train 4-H volunteers in the area <strong>of</strong> Bully Prevention in order to identify targeted youth, educate parents and address the needs<br />
<strong>of</strong> all involved.<br />
• Introduce the Diversity and Leadership Initiative through the 4-H program, increasing opportunities for youth to build career<br />
skills for the future.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
178<br />
Other <strong>County</strong> Services
LIBRARY<br />
Sandra M. Cooper, Director<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures $16,468,398<br />
Organize and provide access to information and universal knowledge. Protect<br />
Total Revenues/Use <strong>of</strong> Fund Balance $16,468,398<br />
intellectual freedom and promote the value and joy <strong>of</strong> reading, in order to<br />
enrich the lives <strong>of</strong> the people <strong>of</strong> our community.<br />
Total General Fund Contribution $0<br />
DEPARTMENT DESCRIPTION<br />
Total Staff 138.33<br />
The <strong>Sonoma</strong> <strong>County</strong> Library is a joint powers agency established by the % Funded by General Fund 0.00%<br />
county and cities to provide library service on an equal basis throughout the county. The Library Joint Powers Authority (JPA) is<br />
governed by a seven-member Library Commission, which includes five appointees <strong>of</strong> the Board <strong>of</strong> Supervisors and one appointee each<br />
from the cities <strong>of</strong> Petaluma and Santa Rosa.<br />
The <strong>Sonoma</strong> <strong>County</strong> Library is a countywide system that provides services through ten regional libraries, two rural library stations, and<br />
the central library and headquarters which is located in Santa Rosa. The Library’s services include (1) public programs and community<br />
engagement: special activities for people <strong>of</strong> all ages, its special libraries (History & Genealogy and the <strong>Sonoma</strong> <strong>County</strong> Wine Library),<br />
literacy services, access to online resources, and community partnerships; (2) collections: a general and comprehensive collection <strong>of</strong><br />
books, magazines, and multi-media materials for reference and public borrowing; and (3) public spaces: the Central Santa Rosa Library,<br />
10 regional libraries, and two rural stations serve as community gathering places for residents to study, read, or participate in community<br />
activities as well as the library’s digital presence that is available to residents 24x7. The programs are supported by an array <strong>of</strong><br />
administrative services: budget and finance, human resources, information technology, communications and graphics, fundraising and<br />
development, and volunteer coordination.<br />
Sandra Cooper<br />
Director<br />
Public<br />
Programs/Community<br />
Engagement<br />
Collections/ Materials<br />
Management<br />
Public Spaces<br />
Administration<br />
Funding Sources<br />
$390,000 $1,168,986<br />
$654,715<br />
$204,552<br />
Property Tax<br />
Intergovernmental<br />
Funding Uses<br />
$252,500<br />
$2,816,398<br />
Salaries and Benefits<br />
Library Materials<br />
$14,050,145<br />
Fines, Fees &<br />
Miscellaneous<br />
Donations<br />
$1,888,000<br />
$11,511,500<br />
Capital /Equipment<br />
/Furnishing<br />
Use <strong>of</strong> Fund Balance<br />
Other Operating<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
179<br />
Other <strong>County</strong> Services
LIBRARY<br />
Sandra M. Cooper, Director<br />
STAFFING SUMMARY<br />
Staffing<br />
FY 12-13<br />
Adopted<br />
FY 12-13<br />
Approved<br />
FY 13-14 FTE %<br />
<strong>Recommended</strong> Change Change<br />
Permanent Positions 138.33 138.33 138.33 0.00 -<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Salaries and Benefits<br />
Adopted<br />
11,226,622<br />
<strong>Recommended</strong><br />
11,511,500<br />
Change<br />
284,878<br />
Change<br />
2.5<br />
Library Materials 1,838,200 1,888,000 49,800 2.7<br />
Capital /Equipment /Furnishing 540,000 252,500 (287,500) (53.2)<br />
Other Operating 2,499,445 2,816,398 316,953 12.7<br />
Total Expenditures 16,104,267 16,468,398 364,131 2.3<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Property Tax 13,804,636 14,050,145 245,509 1.8<br />
Intergovernmental 206,235 204,552 (1,683) (0.8)<br />
Fines, Fees & Miscellaneous 716,324 654,715 (61,609) (8.6)<br />
Donations 341,000 390,000 49,000 14.4<br />
Use <strong>of</strong> Fund Balance 1,036,072 1,168,986 132,914 12.8<br />
Total Revenues/Use <strong>of</strong> Fund Balance 16,104,267 16,468,398 364,131 2.3<br />
RECOMMENDED BUDGET<br />
Expenditures for the Library are budgeted to increase $364,000, or 2.3%. This increase will be financed partly through projected<br />
increases in property tax values, resulting in an anticipated increase in property taxes revenue. The estimate also reflects conservative<br />
estimates <strong>of</strong> potential additional revenue that the Library will receive as its share <strong>of</strong> property taxes that were previously going to the<br />
now-dissolved redevelopment agencies in the <strong>County</strong>, based on the best information available as <strong>of</strong> this writing. In both FY 11-12 and<br />
FY 12-13 the Library received over $250,000 in unexpected property taxes including funds from the former redevelopment areas. Major<br />
changes include:<br />
Salary and Benefits<br />
Salary and benefit costs are increasing $285,000. This is due primarily to a 50% increase in workers compensation costs ($107,000),<br />
additional use <strong>of</strong> extra help ($79,000), lower projected savings from vacancies ($51,000), higher health and dental insurance costs<br />
($58,000), and salary increases ($36,000), with <strong>of</strong>f-setting savings contributions to Cal PERS for retirement costs ($41,000).<br />
Capital, Equipment, and Furnishings<br />
Expenditures for capital projects, equipment, and furnishings are budgeted to decrease $288,000, or 53%. While substantial needs<br />
remain, the Library is curtailing capital improvements because <strong>of</strong> budget limitations.<br />
Other Operating Costs<br />
Other operating costs are budgeted to increase $317,000, or 12.7%. This includes an additional $88,000 toward employee relations<br />
including legal services to support labor relations, and a study <strong>of</strong> classifications and compensation, $64,000 toward upgrading PC<br />
s<strong>of</strong>tware for public computers and Library staff, $62,000 for equipment funded by gifts and donations, $50,000 toward a major upgrade<br />
<strong>of</strong> the Library’s website and on-line services, and $25,000 for the first phase <strong>of</strong> developing a strategic plan.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
180<br />
Other <strong>County</strong> Services
LIBRARY<br />
Sandra M. Cooper, Director<br />
Use <strong>of</strong> Fund Balance<br />
The budget relies on the use <strong>of</strong> $765,000 in fund balance to pay for operations. From FY 10-11 through FY 12-13, the Library projected<br />
a substantial use <strong>of</strong> fund balance to support operations, ranging from $515,000 to $1.1 million. In each year revenues have exceeded<br />
expectations, and operating costs have been near or below budget as the Library has negotiated concessions from employees. Thus,<br />
while the Library has historically budgeted for a large use <strong>of</strong> fund balance to pay for operations, it has largely been able to avoid doing<br />
so and has applied operational savings to increase the fund balance. Because the budgeted revenues for property taxes that previously<br />
went to redevelopment are conservative, there may be some additional revenue from this source in FY 13-14. The Library plans to<br />
pursue multiple strategies to minimize the use <strong>of</strong> fund balance in FY 13-14.<br />
The budget also includes $175,000 from the General Fund balance to pay for capital improvements, and $254,000 in fund balance from<br />
special revenue funds for special projects. The Library has spent a substantial part <strong>of</strong> its fund balance on capital improvements in recent<br />
years, primarily costs related to renovating the <strong>Sonoma</strong> and Sebastopol branches.<br />
Long-term Finances<br />
The Library faces major long-term financial challenges in both revenues and expenses.<br />
Revenues: In FY 13-14 revenues are projected to be $1.5 million, or 9%, below the peak <strong>of</strong> FY 07-08. This is primarily due to reduced<br />
funding from the state ($643,000) - which is not expected to return – and lower property taxes ($484,000), interest earnings ($251,000),<br />
and fines and fees ($112,000). The FY 13-14 budget projects some increase in property tax revenues as the economy recovers. While the<br />
Library will benefit from property taxes that would otherwise have gone to redevelopment agencies, property taxes would have to<br />
increase an additional 11% in FY 13-14 to make up for reductions in other funding.<br />
Expenses/Capital: The FY 13-14 budget reduces spending from the Library’s General Fund on capital and related expenses from an<br />
average <strong>of</strong> $626,000 for the last three years to $175,000 in FY 13-14. The Library will focus on maintaining current assets and not<br />
pursuing building renovations and improvements.<br />
Expenses/Retiree Health: The FY 13-14 budget begins to address the long-term financial liability for retiree health costs (i.e., Other Post<br />
Employment Benefits, or OPEB). The Commission approved a policy noting its intention to control the growth <strong>of</strong> the liability and to<br />
prefund the OPEB liability, and recommends committing $500,000 in fund balance for this purpose. However, the annual required<br />
contribution to pay for the future benefits is about $850,000/year. Even with $500,000 commitment, the Library’s unfunded liability for<br />
these benefits will be about $6 million at the end <strong>of</strong> FY 13-14. Also, the use <strong>of</strong> fund balance to pre-fund OPEB liabilities is inconsistent<br />
with the Library’s budget policy to use one-time funds for one-time expenses, and is not sustainable. In addition, in coming years the<br />
Library is likely to face requirements for substantially higher contributions toward pension costs.<br />
The Library is taking some initial steps to address its long-term challenges. Even if property tax increases from redevelopment exceed<br />
budgeted expectations, additional changes will likely be needed because <strong>of</strong> the increase in the OPEB liability, reduced state and other<br />
funding, the slow growth in property taxes, and substantial capital and other investment needs. Thus, the <strong>County</strong> Administrator will<br />
continue working with the Library in FY 13-14 to address the challenges.<br />
In addition, the <strong>County</strong> and all cities and towns are participating in a review <strong>of</strong> the JPA, which was established in 1975. This review is<br />
expected to conclude in FY 13-14, with recommendations for potential changes to the JPA to be brought to the local elected bodies for<br />
consideration. The Advisory Committee for that effort has recommended that the JPA include the development <strong>of</strong> a strategic plan for the<br />
Library, and $25,000 to initiate such an effort is included in the FY 13-14 budget. Thus, this budget recommends that once the JPA<br />
process concludes, that the governing body at that time develop a strategic plan that considers the long-term financial challenges as part<br />
<strong>of</strong> that effort.<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT <br />
The Director concurs with the <strong>County</strong> Administrator’s recommended budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Library’s budget most closely aligns with the Strategic Plan goal <strong>of</strong> Civic Services and Engagement. A widely accessible, free<br />
public library is a core public service that provides a variety <strong>of</strong> enriching opportunities for the public.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
181<br />
Other <strong>County</strong> Services
LIBRARY<br />
Sandra M. Cooper, Director<br />
FY 12-13 ACCOMPLISHMENTS<br />
• Launched the Library’s e-book service with a collection <strong>of</strong> 2,002 e-books that circulated 13,705 times in the first six months.<br />
• Completed the remodel <strong>of</strong> the Sebastopol Regional Library.<br />
• Expanded the use <strong>of</strong> RFID hardware and s<strong>of</strong>tware to staff at all library branches.<br />
• Launched the <strong>Sonoma</strong> Heritage Collection, which makes resources from the Library’s special collections (History & Genealogy<br />
and the Wine Library) available in digital format through the Library’s web site.<br />
• Participated in grant-funded projects to test open source s<strong>of</strong>tware solutions to support sharing collection resources with other<br />
libraries in Northern California and as an option for a new integrated library system (ILS).<br />
• Installed a new VOIP telephone system.<br />
FY 13-14 OBJECTIVES<br />
• Support completion <strong>of</strong> review <strong>of</strong> Library JPA.<br />
• Implement systems and tools to support improved financial management and reporting.<br />
• Develop a schedule <strong>of</strong> fixed asset replacement with costs to assist.<br />
• Complete pilot project to evaluate tools to support patron-initiated interlibrary loan with other Northern California libraries.<br />
• Complete evaluation <strong>of</strong> open-source integrated library system and implement if appropriate.<br />
• Implement the vision for a “digital branch,” an enhanced web site and suite <strong>of</strong> online services.<br />
• Partner with North Bay libraries and museums in the “Discover & Go” museum pass program for library cardholders.<br />
• Complete the information gathering phase <strong>of</strong> a strategic planning process.<br />
• Complete a classification and compensation study.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
182<br />
Other <strong>County</strong> Services
MISSION STATEMENT<br />
The Fairground’s mission is to promote and protect agricultural and social<br />
values; enrich educational, cultural, and recreational well-being; and contribute<br />
to the economic development <strong>of</strong> the <strong>County</strong> by utilizing the Fairgrounds for<br />
attractive and financially responsible programs and events on a year-round<br />
basis.<br />
DEPARTMENTAL DESCRIPTION<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
BUDGET AT A GLANCE:<br />
Total Expenditures $9,339,542<br />
Total Revenues/Use <strong>of</strong> Fund Balance $9,339,542<br />
Total General Fund Contribution $0<br />
Total Staff 33.75<br />
% Funded by General Fund 0.00%<br />
The <strong>Sonoma</strong> <strong>County</strong> Fair and Exposition, Inc., under an agreement with the <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong>, acts as the <strong>County</strong>’s agent with regard to<br />
operation <strong>of</strong> the <strong>County</strong> Fair and the year-round management <strong>of</strong> the Fairgrounds. The Fair is budgeted on a calendar year basis and<br />
operates as an enterprise fund.<br />
The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors appoints Fair directors and approves the Fair budget. All assets, liabilities, and net revenues<br />
<strong>of</strong> the Fair belong to the <strong>County</strong>, and all permanent employees <strong>of</strong> the Fair are employees <strong>of</strong> the <strong>County</strong>.<br />
The Fairgrounds provides several services, particularly the annual <strong>Sonoma</strong> <strong>County</strong> Fair, which includes horse racing as a major feature.<br />
The Fairgrounds hosts a variety <strong>of</strong> interim events sponsored by other organizations, such as trade shows and festivals, throughout the<br />
year. The Jockey Club <strong>of</strong>fers year-round satellite pari-mutuel wagering.<br />
The <strong>Sonoma</strong> <strong>County</strong> Board <strong>of</strong> Supervisors approved the Fair budget for calendar year <strong>2013</strong> on December 11, 2012.<br />
Tawny Tesconi<br />
Fair Manager<br />
<strong>County</strong> Fair<br />
$2.9 M<br />
Horse Racing/<br />
Satellite Wagering<br />
$1.4 M<br />
Administration/<br />
Debt Service/<br />
Cap. Improvements<br />
$1.9 M<br />
Interim Events<br />
$1.2 M<br />
Maintenance<br />
$1.9 M<br />
Funding Sources<br />
$283,828<br />
$1,566,500<br />
$485,366<br />
<strong>County</strong> Fair<br />
Horse Racing/Satellite<br />
Wagering<br />
Funding Uses<br />
$1,943,290<br />
<strong>County</strong> Fair<br />
Horse Racing/Satellite<br />
Wagering<br />
$4,932,800<br />
Capital Contributions<br />
& Other<br />
$2,912,027<br />
Administration/Debt<br />
Service/Cap. Imp.<br />
Interim Events<br />
Interim Events<br />
Use <strong>of</strong> Fund Balance<br />
$1,215,163<br />
Maintenance<br />
$2,071,048<br />
$1,895,499<br />
$1,373,563<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
183<br />
Other <strong>County</strong> Services
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
STAFFING SUMMARY<br />
Calendar Year Calendar Year Calendar Year<br />
2012 2012 <strong>2013</strong> FTE %<br />
Staffing Adopted Approved Approved Change Change<br />
Permanent Positions 33.75 33.75 33.75 0.00 0.00<br />
FINANCIAL SUMMARY<br />
Calendar 2012 Calender <strong>2013</strong> $ %<br />
Expenditures (Uses)<br />
<strong>County</strong> Fair<br />
Adopted<br />
3,159,450<br />
Adopted<br />
2,912,027<br />
Change<br />
(247,423)<br />
Change<br />
(7.8)<br />
Horse Racing/Satellite Wagering 1,448,250 1,373,563 (74,687) (5.2)<br />
Administration/Debt Service/Cap. Imp. 2,473,993 1,895,499 (578,494) (23.4)<br />
Interim Events 1,043,250 1,215,163 171,913 16.5<br />
Maintenance 1,946,700 1,943,290 (3,410) (0.2)<br />
Total Expenditures 10,071,643 9,339,542 (732,101) (7.3)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
<strong>County</strong> Fair 5,364,575 4,932,800 (431,775) (8.0)<br />
Horse Racing/Satellite Wagering 2,125,400 2,071,048 (54,352) (2.6)<br />
Capital Contributions & Other 583,650 485,366 (98,284) (16.8)<br />
Interim Events 1,396,700 1,566,500 169,800 12.2<br />
Use <strong>of</strong> Fund Balance 601,318 283,828 (317,490) (52.8)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 10,071,643 9,339,542 (732,101) (7.3)<br />
RECOMMENDED BUDGET<br />
The recommended budget includes $9.3 million in revenues and expenditures, $732,000 and 7.3% less than in 2012. The Fair anticipates<br />
breaking even and does not need to use Fund Balance to finance operations.<br />
Changes in the <strong>2013</strong> budget are due to the following factors:<br />
<strong>County</strong> Fair: The budget reflects a 16 day Fair, down one day from a 17 day Fair; it will open on a Thursday, not a Wednesday as in<br />
prior years.<br />
Administration, Debt Service and Capital Improvements: These costs are decreasing $578,000 from the prior year. This is due to<br />
$286,000 in reduced debt service, largely due to refinancing a loan for the photovoltaic project, and $291,000 in reduced capital<br />
expenses. The <strong>2013</strong> capital expenses will be partly financed by unrestricted reserves, which are projected to end the year at $1.7 million.<br />
Projects include compliance with the Americans with Disabilities Act (ADA), grandstand improvements, replacement <strong>of</strong> a major<br />
electrical switch and other infrastructure upgrades.<br />
Interim Events: Revenue and expenses for interim events are increasing significantly, reflecting the anticipated continuation <strong>of</strong> a trend<br />
<strong>of</strong> increased bookings that began in 2012 and those already made for <strong>2013</strong> when the budget was prepared. Also, the budget assumes that<br />
the Harmony Festival, cancelled in 2012, will not be returning.<br />
The Fair continues to pursue additional revenue opportunities, including:<br />
<br />
<br />
<br />
Adding uses <strong>of</strong> the Jockey Club that complement current satellite wagering<br />
Booking more public events and consumer shows at the Fairgrounds<br />
Repurposing the “Z” Barn property on Aston Avenue to a revenue generating partnership since these stalls are no longer needed<br />
for racing<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
184<br />
Other <strong>County</strong> Services
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
DEPARTMENT HEAD CONCURRENCE OR COMMENT<br />
The Fair Manager concurs with the <strong>County</strong> Administrator’s budget.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Fairgrounds supports the Strategic Plans goal <strong>of</strong> Economic & Environmental Stewardship by maximizing use <strong>of</strong> the Fairgrounds to<br />
provide agricultural, educational, and recreational enjoyment that enhances the public’s link to the <strong>County</strong>’s heritage, and attracts<br />
visitors and their spending to the <strong>County</strong>. The annual <strong>County</strong> Fair is a destination showcase event attracting over 300,000 people per<br />
year and proudly displays <strong>Sonoma</strong> <strong>County</strong>’s diverse and rich communities and heritage. Many local businesses benefit from purchases<br />
made outside <strong>of</strong> the Fairgrounds by those attending the Fair. In addition, the <strong>Sonoma</strong> <strong>County</strong> Harvest Fair continues to be a major wine<br />
and food event that promotes the <strong>County</strong>’s wine and agriculture industries.<br />
OUTCOME/PERFORMANCE MEASURES<br />
OUTCOME/PERFORMANCE MEASURES SUMMARY<br />
Calendar Year Calendar Year Calendar Year<br />
2011 2012 <strong>2013</strong><br />
Outcome/Performance Indicators<br />
Operating Pr<strong>of</strong>it/Loss<br />
Actual<br />
(302,482)<br />
Actual<br />
(355,926)<br />
Projected<br />
172<br />
Total Fair Attendance 330,000 318,000 315,000<br />
Harvest Fair Attendance 22,409 22,180 22,000<br />
Attendance at Events Not Sponsored by the Fair 700,000 700,000 700,000<br />
2012 ACCOMPLISHMENTS<br />
• Significant growth in Interim (non Fair) revenue even with the loss <strong>of</strong> a major event (Harmony Festival).<br />
• Improvement to the Community Theater (previously the Redwood Theater), which included removing ramps and a dirt mound that<br />
created an ADA barrier; removal <strong>of</strong> a wall that limited capacity and accessibility; installation <strong>of</strong> a lawn area and addition <strong>of</strong> more<br />
electrical and water utilities to expand the type <strong>of</strong> events that can utilize this venue.<br />
• The addition <strong>of</strong> the “Greentivities” and “Inspiration Station” programs at the <strong>County</strong> Fair. Both areas provided customers more <strong>of</strong> a<br />
“hands on” experience by <strong>of</strong>fering educational and entertaining seminars and exhibits that encouraged spectators to try activities such<br />
as glass fusion art, recycled craft projects and sewing. Many <strong>of</strong> these attractions were geared to children and most were provided free<br />
<strong>of</strong> charge to the Fair-going public. In addition, the “Greentivities” program provided information on sustainability, natural resource<br />
conservation and tied the event to many other county departments and nonpr<strong>of</strong>it organizations that focus on recycling and reduction <strong>of</strong><br />
our carbon footprint.<br />
• Increased sponsorship revenues for both the <strong>County</strong> Fair and Harvest Fair.<br />
• Significant programming changes to boost attendance at the Harvest Fair, such as adding a gate promotion that <strong>of</strong>fered a “one-stop”<br />
ticket opportunity for patrons that included a coupon for retail sales area. In addition, the Fair added more culinary experiences such<br />
as culinary competitions and expanded retail products to include locally grown food products in addition to the established wine<br />
products.<br />
• Refinancing and significant discounting <strong>of</strong> the Photovoltaic project debt.<br />
• The partnership with Ovations to create the Sliders Restaurant in the Showcase Building during the Fair to increase length <strong>of</strong> stay and<br />
customer satisfaction.<br />
• Training <strong>of</strong> a new management staff (over 40% <strong>of</strong> management staff has been working for the Department less than 2 years).<br />
• Formation <strong>of</strong> a charitable 501c(3) Foundation that will be a benefactor for the Department.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
185<br />
Other <strong>County</strong> Services
<strong>2013</strong> OBJECTIVES<br />
FAIRGROUNDS<br />
Tawny Tesconi, Fair Manager<br />
• Pursue multi-year naming rights sponsorships for portions <strong>of</strong> the racing facility.<br />
• Perform energy and water use audits to determine if additional upgrades can result in cost savings.<br />
• Collaborate with other organizations to research bonds or other funding mechanisms to do community benefit facility improvements,<br />
particularly in the area <strong>of</strong> sustainability.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
186<br />
Other <strong>County</strong> Services
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
BUDGET AT A GLANCE:<br />
MISSION STATEMENT<br />
Total Expenditures<br />
$3,991,061<br />
To encourage tourism, agriculture, and economic development in the county by<br />
supporting promotional, community and cultural activities.<br />
Total Revenues<br />
$3,991,061<br />
DEPARTMENT DESCRIPTION<br />
The Advertising Program is funded through revenues generated by the county<br />
Transient Occupancy Tax (TOT). The 9% tax is charged on all hotels, motels,<br />
bed and breakfasts, inns, and campgrounds in the unincorporated area <strong>of</strong> the<br />
Total General Fund Contribution<br />
Total Staff<br />
% Funded by General Fund<br />
$0<br />
0.00<br />
0.00%<br />
county. Per Board policy, the proceeds <strong>of</strong> this tax are distributed between the General Fund (25%) and the Advertising Fund (75%). The<br />
Advertising Fund finances Economic Development initiatives and the Advertising Program grants. The Advertising budget also funds a<br />
portion <strong>of</strong> the Regional Parks Department operations and maintenance costs and other departmental projects.<br />
Through use <strong>of</strong> Advertising Program grants to non-pr<strong>of</strong>it organizations for advertising and promotions activities, the <strong>County</strong> encourages<br />
tourism, agriculture, and economic development through increased demand and job creation. There are three main components <strong>of</strong> the<br />
Program: Advertising, which provides grants to non-pr<strong>of</strong>it events and organizations to promote tourism and economic development<br />
through visitor awareness and attendance; Community Services, which includes grants to public safety entities to address some <strong>of</strong> the<br />
impacts <strong>of</strong> tourism, affordable housing resources, cultural preservation activities, and funding for the Regional Parks Department and the<br />
Economic Development Department (budgeted separately) and <strong>Sonoma</strong> <strong>County</strong> Tourism (budgeted through the Economic Development<br />
Department); and Administration, which includes collections and audit processes, legal services and overall program management.<br />
Veronica Ferguson<br />
<strong>County</strong> Administrator<br />
Advertising<br />
$580 K<br />
Community Services<br />
$3.0 M<br />
Administration<br />
$435 K<br />
Funding Sources<br />
Funding Uses<br />
$528,368<br />
Transient<br />
Occupancy Tax<br />
$435,479<br />
$580,000<br />
Advertising<br />
Community Services<br />
$3,462,693<br />
Use <strong>of</strong> Fund<br />
Balance<br />
Administration<br />
$2,975,582<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
187<br />
Other <strong>County</strong> Services
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
STAFFING SUMMARY<br />
There are no staff within this budget unit.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses)<br />
Advertising<br />
Adopted<br />
603,600<br />
<strong>Recommended</strong><br />
580,000<br />
Change<br />
(23,600)<br />
Change<br />
(3.9)<br />
Community Services 2,682,851 2,975,582 292,731 10.9<br />
Administration 465,737 435,479 (30,258) (6.5)<br />
Total Expenditures 3,752,188 3,991,061 238,873 6.4<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
Transient Occupancy Tax 3,195,799 3,462,693 266,894 8.4<br />
Use <strong>of</strong> Fund Balance 556,389 528,368 (28,021) (5.0)<br />
Total Revenues/Use <strong>of</strong> Fund Balance 3,752,188 3,991,061 238,873 6.4<br />
RECOMMENDED BUDGET<br />
The FY 13-14 recommended budget is $4.0 million, an increase in expenditures <strong>of</strong> $239,000. However, these increases occurred in FY<br />
12-13 due to various budget adjustments throughout the year, as described below in each program area. The table on the following page<br />
summarizes the FY 12-13 budget, as well as the revisions that occurred through the fiscal year. The FY 13-14 recommended budget<br />
reflects a decrease <strong>of</strong> $89,000 over the FY 12-13 revised budget, primarily due to a reduction in the Major Events/Organizations<br />
category which was funded over the maximum in FY 12-13 to accommodate grant recommendations as approved by the Board, as well<br />
as decreases in one-time funding in the Community Services program area as detailed below.<br />
TOT revenues are estimated to increase 3% over FY 12-13 collections to account for the trend in increased collections as well as<br />
improvement in the economy and reports from the local tourism industry experts. However, increases in funding to the Economic<br />
Development Department and <strong>Sonoma</strong> <strong>County</strong> Tourism (budgeted separately) and maintenance <strong>of</strong> fund balance result in a small<br />
decrease in the amount <strong>of</strong> TOT allocated to this budget unit. Per agreement with <strong>Sonoma</strong> <strong>County</strong> Tourism, the first 2% <strong>of</strong> the 9% TOT<br />
tax is allocated to <strong>Sonoma</strong> <strong>County</strong> Tourism, through the Economic Development Department and budget, to promote tourism and<br />
economic growth. This budget requires the use <strong>of</strong> $528,000 in fund balance, with a remaining fund balance <strong>of</strong> $504,000 estimated<br />
following recommended appropriations.<br />
This budget also recommends an appropriation to Contingencies <strong>of</strong> $181,000, funding for unforeseen needs during the fiscal year.<br />
Additionally this budget maintains an Economic Uncertainty Reserve (EUR) in the event TOT revenues fall short <strong>of</strong> projections and<br />
commitments. This reserve has a set aside goal <strong>of</strong> 5% <strong>of</strong> the estimated revenues. To maintain this goal, the recommended budget<br />
allocates $34,000 to the EUR.<br />
Advertising: The Advertising portion <strong>of</strong> this program budget includes funding for Chambers <strong>of</strong> Commerce, Agricultural Promotion<br />
efforts, and grants for events and organizations with the overall goal <strong>of</strong> promoting tourism and economic development through visitor<br />
awareness and attendance.<br />
Expenditures in this program area total $580,000, a decrease <strong>of</strong> $24,000 from FY 12-13. This is due to a reduction in the Major<br />
Events/Organizations category which was funded over the policy maximum in FY 12-13 as well as minor reductions in the Chambers <strong>of</strong><br />
Commerce category and Local Events/Organizations category which were also funded slightly over the maximum to accommodate<br />
approved grant appropriations.<br />
Community Services: The Community Services portion <strong>of</strong> this program budget includes funding for Community Safety Impacts (public<br />
safety needs in the unincorporated area impacted by tourism), Historical Commissions and cultural preservation activities, Housing<br />
Element development and administration managed through the Permit and Resource Management Department, Affordable Housing<br />
efforts managed through the Community Development Commission, funding for the operations and maintenance <strong>of</strong> various <strong>County</strong><br />
Regional Parks, and other community activities such as the State Fair Exhibit and Library preservation efforts.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 188 Other <strong>County</strong> Services
ADVERTISING<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
Expenditures in this program area total $3.0 million, an increase <strong>of</strong> $293,000 over FY 12-13. This is primarily due to initial funding <strong>of</strong><br />
the education and mentoring efforts related to economic development and community outreach survey work which was funded during<br />
the 12-13 fiscal year. These efforts are reduced in FY 13-14 however the reductions are <strong>of</strong>fset somewhat by increases <strong>of</strong> $35,000 in<br />
funding to update the Housing Element, and $30,000 for increased maintenance costs associated with existing Regional Parks’ facilities,<br />
consistent with the practice <strong>of</strong> providing Advertising funds to finance a portion <strong>of</strong> the operations and maintenance costs <strong>of</strong> existing park<br />
facilities. Further increases are due to the addition <strong>of</strong> staff resources in the Board <strong>of</strong> Supervisors <strong>of</strong>fice, $100,000, to assist with<br />
community outreach and communications.<br />
Administration: The Administration portion <strong>of</strong> this program budget includes funding for collections and audit services, legal services for<br />
collections assistance, and program administration managed by the <strong>County</strong> Administrator’s Office. Expenditures in this program area<br />
total $435,000, a decrease <strong>of</strong> $30,000 over FY 12-13 due to a reduction in funding for legal services to better align with historic usage.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Advertising Program continues to support the Strategic Plan through Economic and Environmental Stewardship by allocating<br />
$580,000 in support <strong>of</strong> various promotion, advertising and economic development efforts to strengthen to county’s major industries,<br />
including tourism. The Program also supports this goal area by allocating $2.2 million to maintain and manage parks and public lands.<br />
Additionally the Program supports the goal area <strong>of</strong> Safe, Health and Caring Communities by providing $90,000 towards Community<br />
Safety Impacts and $292,934 toward affordable housing efforts and the development and implementation <strong>of</strong> the General Plan’s Housing<br />
Element.<br />
ADVERTISING FUND ALLOCATIONS<br />
ADVERTISING FUND ALLOCATIONS<br />
FY 12-13 FY 12-13 FY 13-14<br />
Category Description Adopted Revised <strong>Recommended</strong><br />
A1 Chambers <strong>of</strong> Commerce 30,400 30,400 30,000<br />
C Agricultural Promotion 150,000 150,000 150,000<br />
E Local Events/Orgs 100,000 101,495 100,000<br />
F Major <strong>County</strong> Events & Org 323,200 362,000 300,000<br />
Advertisers Sub-total 603,600 643,895 580,000<br />
B1 Regional Parks 2,163,617 2,163,768 2,193,617<br />
B2 Community Safety Impacts 59,600 59,600 90,000<br />
D Historical Commissions 30,000 30,000 30,000<br />
G1 Departmental Activities 54,991 274,991 88,000<br />
G2 PRMD - Housing Element Project 65,000 65,000 100,000<br />
G2 Affordable Housing Set Aside 180,000 247,934 192,934<br />
G5 CAO/BOS - - 100,000<br />
Community Services Sub-total 2,553,208 2,841,293 2,794,551<br />
G3 ACTTC Collection 130,819 130,819 130,819<br />
G3 ACTTC Audit 181,500 181,500 182,850<br />
G4 Legal Services 77,500 77,500 41,810<br />
G5 CAO/BOS 75,918 75,918 80,000<br />
Program Admin Sub-total 465,737 465,737 435,479<br />
Contingencies 129,643 129,643 181,031<br />
TOTAL EXPENSES 3,752,188 4,080,568 3,991,061<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
189<br />
Other <strong>County</strong> Services
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> 2012-<strong>2013</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
190<br />
Other <strong>County</strong> Services<br />
Other <strong>County</strong> Services
CAPITAL PROJECTS<br />
Capital Projects contains the following departmental budgets:<br />
Capital Projects<br />
Justice Services<br />
17%<br />
Other <strong>County</strong><br />
Services<br />
6%<br />
Capital Projects<br />
3%<br />
Health & Human<br />
Services<br />
26%<br />
Administrative<br />
Support & Fiscal<br />
Services<br />
13%<br />
Development<br />
Services<br />
35%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
191<br />
Capital Projects
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
192<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
DEPARTMENT DESCRIPTION<br />
The Capital Projects budget contains financing (exclusive <strong>of</strong> enterprise funds,<br />
road funds, and special funds) for capital projects, which by definition cost<br />
$25,000 or more and either add value or prevent impairment to a capital asset.<br />
The <strong>County</strong> code requires the <strong>County</strong> Administrator recommend an annual<br />
budget for Capital Projects and Major Repairs to the Board <strong>of</strong> Supervisors.<br />
BUDGET AT A GLANCE:<br />
Total Expenditures<br />
$32,381,841<br />
Total Revenues/Use <strong>of</strong> Fund Balance $26,881,841<br />
Total New General Fund Contribution $5,500,000<br />
Total Staff 0.00<br />
% Funded by New General Fund Dollars 17.00%<br />
Capital projects are included and described in the annual Five-Year Capital Project Plan, presented to the Board <strong>of</strong> Supervisors in the <br />
spring <strong>of</strong> each year. The Capital Project Plan is a planning tool, and does not commit the Board <strong>of</strong> Supervisors to specific expenditures<br />
or projects.<br />
The recommended Capital Projects budget includes new projects and previously identified projects contained within the Capital Project<br />
Plan that are scheduled for implementation within the resources available in the current fiscal year, and includes projects funded by the<br />
General Fund and Regional Parks’ budget as well as other sources such as the Criminal Justice Construction Fund and other<br />
departmental budgets.<br />
Projects included in this budget fall under one <strong>of</strong> two primary categories: General Government Facilities or Regional Parks Projects.<br />
General Government Facilities include: Adult Detention, Juvenile Detention, the <strong>County</strong> Administration Center, Veterans Memorial<br />
Buildings, Public Safety Communications, Fire/Emergency Services and Other Facilities.<br />
In addition to the narrative, this document contains the FY 13-14 Capital Project Financing Table composed <strong>of</strong> a complete listing <strong>of</strong><br />
recommended repair and replacement projects and improvement projects and brief descriptions <strong>of</strong> the work included in the FY 13-14 <br />
<strong>Budget</strong>.<br />
Veronica A. Ferguson<br />
<strong>County</strong> Administrator<br />
Cnty Admin<br />
Center<br />
$5.0 M<br />
Adult & Juv Det.<br />
Facilities /LG<br />
$4.6 M<br />
Vets Memorial<br />
Buildings<br />
$485 K<br />
Other<br />
Facilities<br />
$12.6 M<br />
Public Safety<br />
Comm. Proj<br />
$805 K<br />
Regional Parks<br />
Proj<br />
$8.8 M<br />
Funding Sources<br />
$3,787,743<br />
$1,251,442<br />
$2,488,550<br />
$8,538,915<br />
General Fund <br />
Contribution<br />
Tobacco<br />
Securitization<br />
Criminal Justice<br />
Construction<br />
Park Mitigation Fees<br />
Funding Uses<br />
$8,786,834<br />
$5,023,113<br />
$4,645,139<br />
<strong>County</strong> Administration<br />
Center<br />
Adult & Juvenile<br />
Detention Facilities<br />
/LG<br />
Veterans Memorial<br />
Buildings<br />
Local Sales Tax/<br />
Transportation Tax<br />
Other Facilities<br />
$3,375,299<br />
$1,508,676<br />
$2,646,154<br />
$8,785,062<br />
State/Federal<br />
Long Term Debt<br />
Cities/Other<br />
$805,297<br />
$12,636,206<br />
$485,252<br />
Sheriff's<br />
Communications<br />
Regional Parks<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
193<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
STAFFING SUMMARY<br />
No staff is allocated to the Capital Projects and Major Repairs budget.<br />
FINANCIAL SUMMARY<br />
FY 12-13 FY 13-14 $ %<br />
Expenditures (Uses) Adopted <strong>Recommended</strong> Change Change<br />
<strong>County</strong> Administration Center 4,833,113 5,023,113 190,000 3.9<br />
Adult & Juvenile Detention Facilities /LG 4,075,292 4,645,139 569,847 14.0<br />
Veterans Memorial Buildings 632,463 485,252 (147,211) (23.3)<br />
Other Facilities 12,278,868 12,636,206 357,338 2.9<br />
Sheriff's Communications 1,689,028 805,297 (883,731) (52.3)<br />
Regional Parks 9,431,126 8,786,834 (644,292) (6.8)<br />
Total Expenditures 32,939,890 32,381,841 (558,049) (1.7)<br />
Revenues/Reimbursements/Use <strong>of</strong> Fund Balance (Sources)<br />
General Fund Contribution 9,121,671 8,538,915 (582,756) (6.4)<br />
Tobacco Securitization 9,425,719 8,785,062 (640,657) (6.8)<br />
Criminal Justice Construction 1,594,167 2,646,154 1,051,987 66.0<br />
Park Mitigation Fees 1,010,314 1,508,676 498,362 49.3<br />
Local Sales Tax/ Transportation Tax 2,754,259 3,375,299 621,040 22.5<br />
State/Federal 4,840,686 2,488,550 (2,352,136) (48.6)<br />
Long Term Debt 1,413,213 1,251,442 (161,771) (11.4)<br />
Cities/Other 2,779,861 3,787,743 1,007,882 36.3<br />
Total Revenues/Use <strong>of</strong> Fund Balance 32,939,890 32,381,841 (558,049) (1.7)<br />
Notes: 80% or $26 million is carryover from prior year project budgets; 17% or$5.5 million is<br />
from new General Fund; 3% or $963,000 is from new revenue from other source, primarily the<br />
Criminal Justice Construction Fund.<br />
RECOMMENDED BUDGET<br />
The recommended total Capital Projects <strong>Budget</strong> <strong>of</strong> $32 million includes 140 capital projects (83 General Government and 67 Regional<br />
Parks). Project appropriations fall into the following categories: General Government Repair/Replacement and Improvement Projects<br />
$24 million and Regional Parks $8.8 million.<br />
General Government<br />
The General Fund capital project budget for FY 13-14 is $5.5 million in new contributions from the General Fund for General<br />
Government projects, <strong>of</strong> which $2.7 million is for general and public safety projects; $1.6 million has been appropriated for equipment<br />
investment in the <strong>County</strong>’s radio system. An additional $1.25 million is allocated specifically for the fifth year funding <strong>of</strong> A.D.A.<br />
Transition Plan physical barrier removal projects which represents a $650,000 decrease in funding from prior years to allow for closure<br />
<strong>of</strong> projects that were funded in prior years. A brief summary <strong>of</strong> projects types follows:<br />
• Projects that add value to capital assets: These projects address a range <strong>of</strong> needed improvements, including seismic<br />
performance, space reorganization or expansion, preparing for new programs and removing physical barriers. Example projects this<br />
year include the Data Processing Center’s seismic retr<strong>of</strong>it and the LaPlaza Buildings reconfiguration.<br />
• Projects that protect the value <strong>of</strong> existing assets and systems: Several projects focus on critical sustainment <strong>of</strong> operations and<br />
protection <strong>of</strong> existing asset value. Examples <strong>of</strong> projects include: the Main Adult Detention Facility (MADF) Cell Door Hardening<br />
and MADF recreation yard resurfacing.<br />
• Communications Projects: These projects help sustain and improve critical public safety communications. Examples <strong>of</strong> projects<br />
scheduled in FY 13-14 include: infrastructure improvements at existing sites throughout the <strong>County</strong> to improve radio<br />
communication coverage; acquisition and development <strong>of</strong> new radio communication “in-fill” sites in strategic south and west<br />
county locations.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
194<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
• Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. An<br />
example would be the Comprehensive <strong>County</strong> Facilities Plan which evaluates <strong>County</strong> facilities and service delivery needs,<br />
developing a plan for how facilities can be used or reconfigured to meet those needs more efficiently and effectively, and provide<br />
an implementation and finance plan to pay for the improvements.<br />
The following table shows the complete listing <strong>of</strong> projects financed with the $5,500,000 General Fund contribution:<br />
Project Title General Fund<br />
Radio Infrastructure - Communications Towers $1,400,000<br />
<strong>County</strong> ADA Barrier Removal $1,253,700<br />
Fleet/Materials Lab Relocation $620,383<br />
Adult Probation Tenant Improvements $565,527<br />
Motor Pool Lot Relocation $328,557<br />
MADF A&B Dayroom and Rec Yard Subdivision $275,000<br />
CMP Boilers $251,833<br />
Los Guilicos Indoor Firing Range Upgrades $200,000<br />
MADF Ro<strong>of</strong> $180,000<br />
Radio Communications <strong>County</strong> Microwave System $180,000<br />
Roseland Groundwater Well Monitoring $60,000<br />
New State Courthouse Coordination Support $50,000<br />
Family Justice Center Re-ro<strong>of</strong> Plan Preparation $50,000<br />
2680 Ventura Storm Drain Extension $40,000<br />
NCDF Water Heaters and Boilers $25,000<br />
Groundwater Contamination Investigation $20,000<br />
Total $5,500,000<br />
Regional Parks<br />
The proposed Regional Parks Capital Projects budget includes $8.8 million in appropriations. Major sources <strong>of</strong> funding are $1.5 million<br />
in state and federal funding, $1.5 million in federal and state disaster relief for storm damage projects, and $948,000 in park mitigation<br />
fees. Other sources include $2.1 million in transportation funds, $2.3 million from the Open Space District, $857,000 in State Park<br />
funds, $942,000 in foundation and donated funds, and $516,000 from cities. On-going operations costs associated with these projects are<br />
included in the Regional Parks budget.<br />
Major Regional Parks projects proposed for Fiscal Year <strong>2013</strong>-<strong>2014</strong> are summarized below:<br />
• Trail and Access Projects: Hood Mountain – Bay Area Ridge Trail, Sea Ranch Trail and Coastal Access, Doran Park Access,<br />
Laguna de Santa Rosa Trail, Copeland Creek Trail, North Slope <strong>Sonoma</strong> Mountain Trail, SMART Trail, Hudeman Slough Access,<br />
West <strong>County</strong> Trail, <strong>Sonoma</strong> Schellville Trail, Santa Rosa Creek Trail, Healdsburg Beach Access, Central <strong>Sonoma</strong> Valley Trail,<br />
Larson Park Access, and Bodega Bay Trail.<br />
• New Park Acquisition and Development: Hood Mountain Expansion, Mark West Creek, Tolay Lake, Guerneville Park<br />
Expansion, <strong>Sonoma</strong> Valley Regional Park Expansion, West <strong>County</strong> Trail Trailhead, Crane Creek Expansion<br />
• Park and Trail Planning Projects: Lower Russian River Access Sites, Timber Cove Trail Plan, West <strong>Sonoma</strong> <strong>County</strong> Gateway,<br />
<strong>Sonoma</strong> Valley Trail, Estero Trail, Petaluma to Sebastopol Trail, San Francisco Bay Trail, Mason’s Marina, and Upper Russian<br />
River Access Sites.<br />
• Park Development Projects: Taylor Mountain, Helen Putnam Park, Doran Park Boat Launch, <strong>Sonoma</strong> Valley Regional Park,<br />
Ragle Ranch, Foothill Park, Occidental Community Center, Westside Boat Launch, Steelhead Beach, Schopflin Fields, Riverfront<br />
Park, Watson School, and Healdsburg Dam.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
195<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
OPERATIONAL IMPACTS<br />
Certain capital investments for FY 13-14 will result in more efficient use <strong>of</strong> resources, extension <strong>of</strong> the useful life <strong>of</strong> existing assets, and<br />
the enhancement <strong>of</strong> public service delivery. Some <strong>of</strong> the more notable are: Central Mechanical Plant (CMP) Boilers replacement project,<br />
resulting in energy savings with the installation <strong>of</strong> new high-efficiency units, Los Guilicos (LG) Firing Range Upgrades to the indoor<br />
range allowing continuing use <strong>of</strong> this existing <strong>County</strong> resource for mandated training, rero<strong>of</strong>ing projects the Family Justice Center (FJC)<br />
and Main Adult Detention Facility (MADF), protecting the useful life <strong>of</strong> these <strong>County</strong>-owned facility assets; Radio Infrastructure –<br />
Various Communication Towers, improving <strong>County</strong>-wide public safety and public services communication coverage.<br />
ALIGNMENT WITH COUNTY STRATEGIC PLAN<br />
The Capital Projects budget most closely aligns with the strategic plan goal <strong>of</strong> “Investing in the Future” and “Economic and<br />
Environmental Stewardship.” The <strong>County</strong> owns a large inventory <strong>of</strong> facilities used for general government programs and services which<br />
serve the community. Many <strong>of</strong> these buildings were constructed before 1970 and are reaching the end <strong>of</strong> their useful lives. Department<br />
space is <strong>of</strong>ten inefficient and splintered among several locations. <strong>County</strong> programs and services are not always strategically located for<br />
public access or optimum customer service. At the same time, <strong>County</strong> real estate assets, which tend to be underdeveloped, are valuable<br />
because <strong>of</strong> their size and location. The Strategic Plan recognizes these challenges and opportunities, and concludes that the <strong>County</strong> must<br />
invest in the future. The <strong>County</strong> must plan, procure, operate, maintain, and manage its facilities and real estate assets at their highest and<br />
best use, such that they provide the best value to the residents <strong>of</strong> <strong>Sonoma</strong> <strong>County</strong>.<br />
FY 12-13 ACCOMPLISHMENTS<br />
Completed over 40 Capital Projects, some highlights include:<br />
• <strong>Sonoma</strong> <strong>County</strong> Family Justice Center – Phase 2, District Attorney <strong>of</strong>fices and Redwood Children’s Center relocation.<br />
• Remodel <strong>of</strong> <strong>of</strong>fice space in La Plaza A to accommodate rental space for Congressman Mike Thompson’s field <strong>of</strong>fice.<br />
• Relocate Fire and Emergency Services Department into La Plaza B to consolidate functions.<br />
• <strong>County</strong> Board <strong>of</strong> Supervisors’ chamber ADA improvements.<br />
• Installation <strong>of</strong> Electric Vehicle Charging Stations – Phase 1, south <strong>County</strong> locations.<br />
• Taylor Mountain Regional Park & Open Space Preserve master plan and environmental document.<br />
• Americans with Disability Act (ADA) renovations at Healdsburg Veteran’s Memorial Beach.<br />
• ADA renovations at Ernie Smith Community Park.<br />
• Riverfront Regional Park FEMA repair project.<br />
• Jetty Day Use Ro<strong>of</strong> Replacement at Doran Park.<br />
• Bodega Bay Boat Launch Facilities Improvements design and environmental document.<br />
FY 13-14 OBJECTIVES<br />
• Further implement physical barrier removal in year five (<strong>of</strong> twelve) <strong>of</strong> the <strong>County</strong>’s updated ADA transition plan.<br />
• Begin implementation <strong>of</strong> Comprehensive <strong>County</strong> Facilities Plan recommendations, including planning for future development.<br />
• Realize detention services central kitchen concept.<br />
• Support Sheriff Radio Bureau upgrades to <strong>County</strong> radio communications tower infrastructure and implementation <strong>of</strong> BayWEB<br />
regional interoperability project.<br />
• Complete Electric Vehicle Charging Stations – Phase 2, north <strong>County</strong> locations.<br />
• Complete Board <strong>of</strong> Supervisor’s Audio/Visual System Upgrades.<br />
• Complete assessment <strong>of</strong> Department <strong>of</strong> Health Services’ interim space needs.<br />
• Assist Human Services with expansion at Apollo Way to support Adoption Services.<br />
• Continue to support Sheriff with improvements in MADF and NCDF supporting improved security and operational needs.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
196<br />
Capital Projects
CAPITAL PROJECTS AND MAJOR REPAIRS<br />
Veronica A. Ferguson, <strong>County</strong> Administrator<br />
• Plan and execute relocation <strong>of</strong> Fleet and Materials Lab as required by agreement with State for new Courthouse.<br />
• Complete design and construction <strong>of</strong> Phase 1 improvements for Taylor Mountain Regional Park & Open Space Preserve to open a<br />
new trailhead on Petaluma Hill Road.<br />
• Completion <strong>of</strong> the Hudeman Slough preliminary design and environmental document for performing facility and accessibility<br />
improvements.<br />
• Completion <strong>of</strong> ADA renovations at Larson Park.<br />
• Complete ADA renovations to the Jetty Day Use Area at Doran Beach Regional Park.<br />
APPENDIX<br />
For additional project information for all new and ongoing projects in the recommended budget, please refer to the attached document:<br />
FY 13-14 Capital Projects Financing Table<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
197<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Project Title/Index<br />
Project Description<br />
Total Project<br />
<strong>Budget</strong><br />
Total<br />
Expenditures To<br />
Date New Funding<br />
FY 13-14 Total<br />
Appropriation<br />
(Gross Exp.)<br />
<strong>County</strong> Administration Center<br />
Hazard Mitigation Plan Implementation/102160<br />
GENERAL GOVERNMENT CAPITAL PROJECTS<br />
Hazard mitigation assessments <strong>of</strong> <strong>County</strong> facilities<br />
based on priorities in the <strong>County</strong> Hazard Mitigation<br />
Plan.<br />
902,938 851,036<br />
51,902<br />
% <strong>of</strong> Project Expended 94.3%<br />
Administration Center Security Improvements/109025<br />
Evaluate the security needs at the <strong>County</strong><br />
Administration Center and prepare a list <strong>of</strong><br />
recommended improvements with a budget and work<br />
plan.<br />
50,000 -<br />
% <strong>of</strong> Project Expended 0.0%<br />
50,000<br />
2755 Mendocino Avenue Office Building/109090 Renovation <strong>of</strong> 2755 Mendocino for Family Justice<br />
Center.<br />
7,425,823 6,954,514<br />
% <strong>of</strong> Project Expended 93.7%<br />
471,309<br />
Data Processing Building Seismic Retr<strong>of</strong>it/109223<br />
Retr<strong>of</strong>it the ISD Data Processing building to current<br />
standards for Essential Services buildings.<br />
259,000 232,388<br />
26,612<br />
% <strong>of</strong> Project Expended 89.7%<br />
Sheriff Building Server Room Expansion/109249<br />
Build out additional existing interior shell space,<br />
including environmental controls and fire suppression<br />
systems, to add more server rack and equipment<br />
space.<br />
200,172 160,394<br />
39,778<br />
% <strong>of</strong> Project Expended 80.1%<br />
Administration Center Paving/109256 Closeout project. 266 -<br />
% <strong>of</strong> Project Expended 0.0%<br />
266<br />
Administration Center Switchgear Repairs/109280<br />
La Plaza A & B Space Reorganization/109363<br />
Replace deteriorated electrical cones, insulators,<br />
transformers and line fluids on 12kV power loop.<br />
Reconfigure existing interior space in the La Plaza<br />
buildings to make more efficient use <strong>of</strong> space.<br />
105,000 696 104,304<br />
% <strong>of</strong> Project Expended 0.7%<br />
1,262,000 745,154 516,846<br />
% <strong>of</strong> Project Expended 59.0%<br />
BOS A/V Project/109421<br />
Upgrades to quality and functionality <strong>of</strong> Board<br />
chamber audio-visual system used during public<br />
meetings.<br />
528,748 -<br />
% <strong>of</strong> Project Expended 0.0%<br />
528,748<br />
CMP Energy Improvements/109587<br />
Installation <strong>of</strong> additional energy efficiency measures<br />
identified in the September, 2008 Investment Grade<br />
Audit Report prepared by Aircon Energy.<br />
23,825,464 23,254,768 570,696<br />
% <strong>of</strong> Project Expended 97.6%<br />
Administration Center Irrigation/Landscaping/109611<br />
Complete landscaping retr<strong>of</strong>it at the <strong>County</strong><br />
Administration Center to reduce water consumption<br />
and create a demonstration <strong>of</strong> low water usage,<br />
xeriscape landscaping.<br />
468,174 368,174<br />
% <strong>of</strong> Project Expended 78.6%<br />
100,000<br />
370 Administration Drive/109850 Renovation <strong>of</strong> 370 Administration Drive for divisions<br />
<strong>of</strong> ISD and Probation.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
198<br />
2,865,591 2,706,318<br />
% <strong>of</strong> Project Expended 94.4%<br />
159,273<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Comprehensive <strong>County</strong> Facilities Plan/109983 Planning "roadmap" for county facility and real estate 1,258,254 1,125,174 133,080<br />
resources; promote better and higher resource use,<br />
increased efficiency and effectiveness <strong>of</strong> delivery <strong>of</strong><br />
county services.<br />
% <strong>of</strong> Project Expended 89.4%<br />
Criminal Justice Expansion/109991 Expansion efforts, re-route existing infrastructure 12,558,681 12,069,243 489,438<br />
lines to bypass old jail site. % <strong>of</strong> Project Expended 96.1%<br />
Sheriff Building New Evidence Storage/104058 New storage annex building to meet increasing 1,348,783 148,783 148,783<br />
demand for secure and controlled evidence storage<br />
space.<br />
% <strong>of</strong> Project Expended 0.0%<br />
2680 Ventura Storm Drain Extension/109124 Design and construct extensions to the existing 340,000 40,000 40,000<br />
<strong>County</strong>-owned storm drain system across State lands,<br />
as required under terms <strong>of</strong> land transfer to State.<br />
% <strong>of</strong> Project Expended 0.0%<br />
Adult Probation Tenant Improvements/109199 Provide additional <strong>of</strong>fice spaces for Probation 565,527 565,527 565,527<br />
Investigations units, supporting increase in Post<br />
Release Community Supervision population. % <strong>of</strong> Project Expended 0.0%<br />
CMP Boilers/109036 Replace two existing non-compliant boilers with new 503,666 251,833 251,833<br />
boilers; first phase in meeting Bay Area Air Quality<br />
Management District emission standards.<br />
% <strong>of</strong> Project Expended 0.0%<br />
FJC Re-ro<strong>of</strong> and Mech Screen/109134 Remove worn out old ro<strong>of</strong>ing and screen; re-ro<strong>of</strong> with 427,500 50,000 50,000<br />
energy efficient “cool ro<strong>of</strong>” and new screen. % <strong>of</strong> Project Expended 0.0%<br />
Motor Pool Lot Relocation/109322 Relocate current <strong>County</strong> Administration Center Fleet 328,557 328,557 328,557<br />
motor pool controlled-access parking lot to make<br />
room for the new State Court house project. % <strong>of</strong> Project Expended 0.0%<br />
HOJ South Elevator Repair/110056 Perform the repairs to the elevator as recommended in 252,000 40,126 211,874<br />
the assessment report. % <strong>of</strong> Project Expended 15.9%<br />
HOJ Elevator Repair/110338 Perform the repairs to the elevator as recommended in 475,822 341,535 134,287<br />
the assessment report. % <strong>of</strong> Project Expended 71.8%<br />
New State Courthouse Coordination Support/110361 Provide ongoing proactive county staff coordination 200,000 50,000 50,000<br />
<strong>of</strong> impacts on <strong>County</strong> Administration Center land and<br />
infrastructure resulting from the new State courthouse<br />
project. % <strong>of</strong> Project Expended 0.0%<br />
Subtotal <strong>County</strong> Administration Center 56,151,966 48,849,520 1,434,700 5,023,113<br />
Adult Detention Facilities<br />
MADF Touch screens/111252 Link the touch screen system at MADF with the 1,286,493 1,214,773 71,720<br />
Information Justice System (IJS) for integrated<br />
reporting.<br />
% <strong>of</strong> Project Expended 94.4%<br />
MADF HVAC Controls/111294 MADF HVAC controls upgrade. 119,000 104,908 14,092<br />
% <strong>of</strong> Project Expended 88.2%<br />
MADF Bunk Installation/111310 Continue phased installation <strong>of</strong> additional bunks in 331,162 269,149 62,013<br />
single bunk cells in order to increase capacity. % <strong>of</strong> Project Expended 81.3%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
199<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
MADF Doors/111328 Upgrade cell doors; continue installation <strong>of</strong> new high 1,340,000 940,770 150,000 399,230<br />
security doors and frames for increasing population <strong>of</strong><br />
mentally ill and higher risk inmates. % <strong>of</strong> Project Expended 70.2%<br />
MADF Sewer Improvements/111419 Ongoing project to assess and mitigate the presence 120,000 116,003 3,997<br />
MADF Expansion Wall Reseal/111468 Ongoing maintenance effort by Fac Ops. 83,000 37,781 45,219<br />
% <strong>of</strong> Project Expended 45.5%<br />
MADF Recreation Yard Resurfacing/111476 Ongoing maintenance project to resurface worn 118,000 32,935 85,065<br />
recreation yard surfaces throughout the MADF. % <strong>of</strong> Project Expended 27.9%<br />
MADF Showers Retr<strong>of</strong>it/111484 Retr<strong>of</strong>it selected old and deteriorated tile showers 126,000 122,882 3,118<br />
with stainless steel liners. % <strong>of</strong> Project Expended 97.5%<br />
MADF Underground Fuel Tank/111559 Provide a new, larger underground diesel tank for the 200,000 82,003 117,997<br />
existing MADF emergency generator. % <strong>of</strong> Project Expended 41.0%<br />
MADF F-Mod Mezzanine Security Barrier/111567 Housing module dividers for inmate management and 475,000 463,111 11,889<br />
out <strong>of</strong> cell time. % <strong>of</strong> Project Expended 97.5%<br />
MADF PTZ Cameras/111591 Install new pan-tilt-zoom cameras in housing 191,000 31,157 159,843<br />
modules; provide increased monitoring for safety <strong>of</strong><br />
<strong>of</strong>ficers. % <strong>of</strong> Project Expended 16.3%<br />
MADF Camera Replacement/111609 Ongoing replacement older cameras. 45,000 - 45,000<br />
% <strong>of</strong> Project Expended 0.0%<br />
MADF Air Flow Improvements/111617 Clean ductwork, adjust equipment, and air registers to 360,000 322,455 37,545<br />
bring the system into compliance. % <strong>of</strong> Project Expended 89.6%<br />
MADF Fire System Upgrade/111625 352,000 328,421<br />
Upgrade and/or replace fire alarm system components 23,579<br />
in Housing Modules E, G, H, and J, and all corridors<br />
and <strong>of</strong>fices within the Expansion. % <strong>of</strong> Project Expended 93.3%<br />
MADF Booking Carpet Replacement/111633 Complete replacement worn out flooring. 50,000 38,558 11,442<br />
% <strong>of</strong> Project Expended 77.1%<br />
MADF Court Holding Area/111641 Modify doors to improve cell security in holding. 110,000 25,949 84,051<br />
% <strong>of</strong> Project Expended 23.6%<br />
MADF Toilets/Sinks/111658 Complete replacement <strong>of</strong> existing fixtures with 85,000 84,637 363<br />
stainless steel; existing fixtures present a safety risk. % <strong>of</strong> Project Expended 99.6%<br />
MADF Elevator Repairs/111666 Assess and repair malfunctioning elevator. 32,230 1,362 30,868<br />
% <strong>of</strong> Project Expended 4.2%<br />
MADF A/B Dayroom and Rec Yard Subdivision/111674 Divide housing modules A & B, into sub-dayrooms 728,070 - 450,000 728,070<br />
(upper & lower) and rec yards to facilitate jail<br />
population management and increase out <strong>of</strong> cell<br />
activity.<br />
% <strong>of</strong> Project Expended 0.0%<br />
MADF Grinder/Auger System/111682 Install a grinder/auger in the MADF main sewer line 543,000 28,329 100,000 514,671<br />
to intercept and remove unwanted materials from the<br />
waste stream entering the City's sewer system per<br />
City Administrative Order.<br />
% <strong>of</strong> Project Expended 5.2%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
200<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
MADF R-Mod Dayroom Divider/111690 Sub-divide existing dayroom to allow inmates more 190,966 190,966<br />
time out <strong>of</strong> their cells per Title 15 guidelines. % <strong>of</strong> Project Expended 0.0%<br />
MADF R-Mod Metal Door Replacement/111708 Replace existing doors with high security metal doors 475,000 113,620 361,380<br />
commensurate with the population in this module. % <strong>of</strong> Project Expended 23.9%<br />
MADF Cell Door Breach Programming/111716 Add programming to alert Central Control when a cell 61,600 61,600 61,600<br />
door is breached. % <strong>of</strong> Project Expended 0.0%<br />
MADF Ro<strong>of</strong>/111724 Re-ro<strong>of</strong> older MADF critical condition ro<strong>of</strong> area; 1,930,000 180,000 180,000<br />
phased replacement. % <strong>of</strong> Project Expended 0.0%<br />
SB 1022 Application and Design work/112110 Design work for and completion <strong>of</strong> SB 1022 Grant 73,769 73,769<br />
Application and Submission for the funding <strong>of</strong> a<br />
possible Community Corrections Center and Jail<br />
Expansion. % <strong>of</strong> Project Expended 0.0%<br />
Adult Detention Exp. Planning/112227 Schematic design phase, only, funding <strong>of</strong> the 3,773,259 3,660,609 112,650<br />
M.A.D.F. expansion per the Pre-Schematic MADF<br />
design presented to the Board in January 2011;<br />
consolidate & expand facilities. % <strong>of</strong> Project Expended 97.0%<br />
NCDF - 200 Unit Re-ro<strong>of</strong>/112342 Complete ro<strong>of</strong>ing replacement. 503,773 489,390 14,383<br />
% <strong>of</strong> Project Expended 97.1%<br />
NCDF 100 Unit Dry Rot Repairs/112367 Closeout project. 235,000 229,943 5,057<br />
% <strong>of</strong> Project Expended 97.8%<br />
NCDF 300 Unit Re-ro<strong>of</strong>/112375 Ro<strong>of</strong>ing replacement. 215,000 159,878 55,122<br />
% <strong>of</strong> Project Expended 74.4%<br />
NCDF Dining Hall Flooring/112383 Flooring replacement. 40,000 22,486 17,514<br />
% <strong>of</strong> Project Expended 56.2%<br />
NCDF Perimeter Security/112391 Replace/upgrade North <strong>County</strong> Detention Facility 704,562 659,562 659,562<br />
perimeter security fence system. % <strong>of</strong> Project Expended 0.0%<br />
NCDF Water Heaters & Boilers/112409 Phased replacements <strong>of</strong> old, failing equipment to 180,390 25,000 25,000<br />
boost efficiency and cut down on maintenance costs. % <strong>of</strong> Project Expended 0.0%<br />
Subtotal Adult Detention Facilities 15,078,274 8,921,109 1,626,162 4,206,775<br />
Chanate and Health Services<br />
Orenda Center HVAC/124040 HVAC upgrade. 50,000 - 50,000<br />
% <strong>of</strong> Project Expended 0.0%<br />
Subtotal Health Services 50,000 - - 50,000<br />
Los Guilicos and Juvenile Detention<br />
JJC Flooring Repairs/113159 Replace failing carpeting, stair treads and nosings at 40,000 - 40,000<br />
areas <strong>of</strong> high use at the Juvenile Justice Center. % <strong>of</strong> Project Expended 0.0%<br />
VMCH Phase III/113498 Phase III construction <strong>of</strong> new VCMH-VMCC ; also 12,037,161 11,954,124 83,037<br />
construct a new ball field near the new VMCC. % <strong>of</strong> Project Expended 99.3%<br />
Los Guilicos Water System Replacement/113555 Replace private, on-site water system installed in the 75,000 225 74,775<br />
1950s; migrate JJC/VOMCC irrigation to city water. % <strong>of</strong> Project Expended 0.3%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
201<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Los Guilicos Photovoltaic System/113563 Expand proposed photovoltaic array to increase solar 4,388,500 4,347,948 40,552<br />
capacity from 0.75 MW to 1.5 MW. % <strong>of</strong> Project Expended 99.1%<br />
Los Guilicos Indoor Firing Range Upgrades/113571 Replace the existing target track system with a new, 200,000 200,000 200,000<br />
reliable system for quarterly mandated training. % <strong>of</strong> Project Expended 0.0%<br />
Subtotal Los Guilicos 16,740,661 16,302,297 200,000 438,364<br />
Veterans' Memorial/Community Svc. Bldgs.<br />
Vets Buildings Repairs/145177 Various repairs at Veterans Memorial Buildings. 3,433,052 2,947,800 485,252<br />
% <strong>of</strong> Project Expended 85.9%<br />
Subtotal Memorial Buildings 3,433,052 2,947,800 - 485,252<br />
Other Facilities<br />
ADA Projects/109371 Various ADA barrier removal projects, including the 5,483,129 5,389,218 93,911<br />
preparation <strong>of</strong> the 2009 update <strong>of</strong> the Self Evaluation<br />
and Transition Plan.<br />
% <strong>of</strong> Project Expended 98.3%<br />
Spud Pt. Transformer Replacement/150136 Replace aging transformer. 43,944 - 43,944<br />
% <strong>of</strong> Project Expended 0.0%<br />
Electric Vehicle Infrastrucure/150235 Install Electric Vehicle Charging Stations; adding 15 50,000 44,596 5,404<br />
to 20 EV and chargers per year to the <strong>County</strong> over 5<br />
years. % <strong>of</strong> Project Expended 89.2%<br />
Facility Planning/150268 Various planning efforts: Secure MADF to new Court 1,076,000 321,301 754,699<br />
House connection study, consolidated MADF kitchen,<br />
furniture and space guidelines, security electronics<br />
assessment at JJC. % <strong>of</strong> Project Expended 29.9%<br />
Water Conservation/150300 Initial landscape water conservation projects at CAC. 152,000 141,344 10,656<br />
% <strong>of</strong> Project Expended 93.0%<br />
2009 ADA SETP Improvements/150326<br />
Remove physical barriers per the approved <strong>County</strong> <strong>of</strong><br />
17,253,700 11,579,552 1,253,700 5,674,148<br />
<strong>Sonoma</strong> 2009 updated ADA Transition Plan; Barrier<br />
removal projects per approved, prioritized<br />
implementation schedule. % <strong>of</strong> Project Expended 67.1%<br />
Redevelopment Improvements/150375<br />
Roseland property - Maintain groundwater monitoring<br />
well and on-going sampling and reporting test results<br />
to the Water Quality Board.<br />
1,107,458 575,003 60,000<br />
% <strong>of</strong> Project Expended 51.9%<br />
532,455<br />
Hazardous Materials Mgt/Abatement/150532<br />
Continuation <strong>of</strong> phased abatement to address hazmat<br />
found in <strong>County</strong> facilities in the course <strong>of</strong> other<br />
1,263,243 1,004,686<br />
projects for which abatement was otherwise not<br />
foreseen. % <strong>of</strong> Project Expended 79.5%<br />
258,557<br />
Ground Water Contam. Monitor/Remed./150573 Continue monitoring and/or remediation as required 627,000 518,292 20,000 108,708<br />
by California Regional Water Quality Control Board. % <strong>of</strong> Project Expended 82.7%<br />
Human Services Improvement Projects/150722 Improvements to HSD facilities. 2,546,297 1,488,506 1,057,791<br />
% <strong>of</strong> Project Expended 58.5%<br />
Morgue Retaining Wall/150748 Repairs <strong>of</strong> storm-damaged retaining wall. 206,000 149,960 56,040<br />
% <strong>of</strong> Project Expended 72.8%<br />
Emergency Generator Projects/150755 Provide emergency generators at various <strong>County</strong> 360,000 351,061 8,939<br />
facilities. % <strong>of</strong> Project Expended 97.5%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 202 Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Project Title/Index<br />
Project Description<br />
Total<br />
Total Project Expenditures To<br />
<strong>Budget</strong> Date New Funding<br />
FY 13-14 Total<br />
Appropriation<br />
(Gross Exp.)<br />
Water Hazards-Electrical Rooms/150771<br />
Implement hazard mitigation measures; install hoods<br />
and/or shrouds over electrical panels to avoid damage<br />
and outages from potential water leaks from water<br />
piping at 8 buildings at the <strong>County</strong> Administration<br />
Center.<br />
86,679 11,679<br />
% <strong>of</strong> Project Expended 13.5%<br />
75,000<br />
TPW <strong>Sonoma</strong> Road Yard Renovation/150847<br />
Complete assessment <strong>of</strong> conditions and determine<br />
the scope and cost <strong>of</strong> improving the buildings and<br />
site.<br />
231,448 -<br />
% <strong>of</strong> Project Expended 0.0%<br />
231,448<br />
Emergency Services Warehouse/150862<br />
Needs Assessment for storage facility for Fire and<br />
Emergency Services department to replace current<br />
inadequate facilities in Los Guilicos.<br />
25,000 12,534<br />
% <strong>of</strong> Project Expended 50.1%<br />
12,466<br />
Smoking Ordinance/150870<br />
Support implementation <strong>of</strong> smoking ordinance with<br />
Designated Smoking Area design & construction.<br />
140,000 66,139<br />
% <strong>of</strong> Project Expended 47.2%<br />
73,861<br />
Fleet/Materials Lab Relocation/150888<br />
The budget includes funds for a portion <strong>of</strong> the project<br />
management <strong>of</strong> the Fleet Maintenance facility move.<br />
This project also includes certain modifications to the<br />
HVAC controls and systems in the <strong>County</strong><br />
Administration Building.<br />
900,383 1,954 620,383<br />
% <strong>of</strong> Project Expended 0.2%<br />
898,429<br />
QECB Projects/150896 Various QCEB-funded energy efficiency projects. 1,289,832 -<br />
% <strong>of</strong> Project Expended 0.0%<br />
1,289,832<br />
FES CSA #41 Equipment Storage Building/150904<br />
Construction <strong>of</strong> basic fire suppression equipment and<br />
truck storage garages for enhanced response time, and<br />
superior protection for the equipment investment.<br />
1,000,000 100,082<br />
899,918<br />
% <strong>of</strong> Project Expended 10.0%<br />
Central Kitchen Pilot Cook/Chill Project/150912<br />
Install new equipment at MADF and NCDF;<br />
specialized kitchen equipment supporting transition<br />
from current cook-serve to more efficient cook-chill<br />
method.<br />
500,000 500,000<br />
500,000<br />
% <strong>of</strong> Project Expended 0.0%<br />
Subtotal Other Facilities 34,342,113 21,755,907 2,454,083 12,586,206<br />
SUBTOTAL GENERAL GOVERNMENT 125,796,066 98,776,633 5,714,945 22,789,710<br />
Sheriff's Communications Projects<br />
Communications-Towers/150706<br />
Improve emergency response, assess and address<br />
existing deficiencies: Mount Burdell, Moonraker<br />
Road, Infineon, Rockpile Ridge, Tracen, Mt Barham,<br />
Pine Mt, Timber Cove. Project includes FCC<br />
licenses, lease agreements, and permits as required.<br />
1,587,881 782,584<br />
% <strong>of</strong> Project Expended 49.3%<br />
805,297<br />
TOTAL SHERIFF'S COMMUNICATIONS 1,587,881 782,584 0 805,297<br />
TOTAL GENERAL GOVERNMENT 127,383,947 99,559,217 5,714,945 23,595,007<br />
REGIONAL PARKS<br />
Helen Putnam Park/140053<br />
Planning and constructing expanded access to<br />
regional park.<br />
65,180 19,016<br />
% <strong>of</strong> Project Expended 29.2%<br />
- 46,164<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
203<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Hood RTP/140095 Complete resources studies and master plan 236,426 177,595 - 58,831<br />
amendment to add 247-acre Lawson property from<br />
District. Complete feasibility studies considering<br />
acquisition for expansion. Construct .3 mile <strong>of</strong> Bay<br />
Area Ridge Trail. Prepare Hood Mansion public use<br />
study.<br />
% <strong>of</strong> Project Expended 75.1%<br />
Hood Hwy 12 (includes Hood House)/140061<br />
Analysis <strong>of</strong> Hood Mansion, as part <strong>of</strong> Los Guilicos,<br />
286,956 171,903 - 115,053<br />
for public access. Construct .3 mile multi-use<br />
pathway from existing end <strong>of</strong> the Bay Area Ridge<br />
Trail within Los Guilicos <strong>County</strong> Center to and<br />
crossing Highway 12 with crosswalks, ramps, and<br />
new push button signal. % <strong>of</strong> Project Expended 59.9%<br />
Hood Expansion/140038 Feasibility studies for expansion and access 104,156 1,474 15,000 102,682<br />
improvements to Hood Mountain Regional Park and<br />
Open Space Preserve.<br />
% <strong>of</strong> Project Expended 1.4%<br />
Hood Lawson/140087<br />
Studies, planning, master plan amendment, and<br />
development to add 247 acres to Hood Mountain 47,986 2,237 - 45,749<br />
Regional park and Open Space Preserve.<br />
% <strong>of</strong> Project Expended 4.7%<br />
Sea Ranch Trail Work/140111 Relocate sections <strong>of</strong> the Bluff Top Trail public access 77,329 57,296 - 20,033<br />
easement and access to Walk On Beach, prepare final<br />
design and C.E.Q.A. and complete improvements. % <strong>of</strong> Project Expended 74.1%<br />
Doran ADA/140137 Planning and environmental review for a new boat 143,609 78,213 - 65,396<br />
ramp, parking and associated improvements. % <strong>of</strong> Project Expended 54.5%<br />
Doran Boat Launch/140103 Planning, environmental review, and design to 167,822 137,197 - 30,625<br />
improve boat ramp, dock, fish cleaning station and<br />
parking. % <strong>of</strong> Project Expended 81.8%<br />
Doran Jetty Restroom/140186 Remove architectural barriers and provide path <strong>of</strong> 105,885 97,118 - 8,767<br />
travel and access improvements for restroom, picnic<br />
sites, fishing areas, benches, drinking fountain,<br />
outdoor shower, and the beach. % <strong>of</strong> Project Expended 91.7%<br />
Mark West Creek/140145 Proposed new 1,100-acre regional park in the Mark 591,999 78,607 50,000 513,392<br />
West Creek watershed. % <strong>of</strong> Project Expended 13.3%<br />
Healdsburg Ridge/140152 Design and construction management for recreation 302,999 285,000 - 17,999<br />
access to Healdsburg open space, funded by Open<br />
Space District. % <strong>of</strong> Project Expended 94.1%<br />
Laguna de SR Trail/140160 New trail development is underway with funding 1,563,502 1,039,384 - 524,118<br />
from the Open Space District. % <strong>of</strong> Project Expended 66.5%<br />
Copeland Creek Trail/140178 Plan trail connecting <strong>Sonoma</strong> State University to 60,000 5,000 60,000<br />
Crane Creek Regional Park. % <strong>of</strong> Project Expended 0.0%<br />
North <strong>Sonoma</strong> Mountain Trail/140194 Phase I trail construction underway, funded by the 1,976,659 1,438,804 - 537,855<br />
Open Space District. % <strong>of</strong> Project Expended 72.8%<br />
Stillwater Cove Park/140236 Closeout project. 1,937 1,316 -<br />
% <strong>of</strong> Project Expended 67.9%<br />
621<br />
Russian River Access Sites - Lower/140251 Feasibility study to identify Russian River access 45,115 6,258 20,000 38,857<br />
areas below Wohler Bridge to the coast. % <strong>of</strong> Project Expended 13.9%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
204<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Ragle Ranch/140285 Planning and design for permanent restroom near the 45,335 1,335 20,000 44,000<br />
volleyball and tennis courts. % <strong>of</strong> Project Expended 2.9%<br />
Wikiup/Larkfield/140293 Planning 1.39 mile trail connecting Old Redwood 185,000 12,146 - 172,854<br />
Highway west to the SMART Bikeway near the<br />
Airport industrial area. % <strong>of</strong> Project Expended 6.6%<br />
SMART Trail SW-Santa Rosa/140319 Design and construction <strong>of</strong> a 1.3 mile Class 1 trail 1,128,461 204,239 - 924,222<br />
parallel to the rail corridor. % <strong>of</strong> Project Expended 18.1%<br />
Timber Cove Trail Plan/140327 Feasibility study is underway to identify a 3 mile trail 199,465 166,812 - 32,653<br />
parallel to Hwy 1 for the California Coastal Trail. % <strong>of</strong> Project Expended 83.6%<br />
Hudeman Slough/140368 Planning for boat launch redevelopment and A.D.A. 155,000 50,365 40,000 104,635<br />
improvements. % <strong>of</strong> Project Expended 32.5%<br />
West <strong>County</strong> Trail/140376 Bridge replacement design on the existing trail 478,642 308,755 40,000 169,887<br />
between Petaluma Ave and Merced Ave. % <strong>of</strong> Project Expended 64.5%<br />
Park Pay stations/140384 Install pay stations at various parks to provide options 169,470 169,470 - -<br />
for paying for park use, reduce field staff fee<br />
collection time, and increase parking revenue. % <strong>of</strong> Project Expended 100.0%<br />
Shiloh Ranch/140392 Complete trail improvement work. 294,558 294,558 - -<br />
% <strong>of</strong> Project Expended 100.0%<br />
Crane Creek Park/140434 Closeout project. 18,321 3,356 10,000 14,965<br />
% <strong>of</strong> Project Expended 18.3%<br />
Foothill Park/140442 Phase 4 includes construction <strong>of</strong> a well, restroom, 194,533 22,150 - 172,383<br />
connections to utilities, and picnic area. % <strong>of</strong> Project Expended 11.4%<br />
West <strong>Sonoma</strong> <strong>County</strong> Gateway/140459 Plan for access to public and publicly-used open 32,631 32,631 - -<br />
space including trailheads, access easements, use<br />
agreements, and access operating agreements.<br />
% <strong>of</strong> Project Expended 100.0%<br />
<strong>Sonoma</strong> Schellville Trail/140475 Planning and acquisition for 4.8-mile trail. 299,074 71,925 - 227,149<br />
% <strong>of</strong> Project Expended 24.0%<br />
<strong>Sonoma</strong> Valley Trail/140491 Feasibility study for a 13 mile Class I trail connecting 27,894 7,312 5,000 20,582<br />
Santa Rosa with <strong>Sonoma</strong>. % <strong>of</strong> Project Expended 26.2%<br />
Estero Trail/140509 Planning for a trail connection on the Open Space 56,257 31,097 - 25,160<br />
District's conservation easement on Bordessa Ranch.<br />
% <strong>of</strong> Project Expended 55.3%<br />
Occidental Community Center/140517 Redevelop existing building, centralizing recreational 100,000 37,725 - 62,275<br />
support services and providing a tourism base for<br />
recreational access to parks and open space properties<br />
in West <strong>County</strong>.<br />
% <strong>of</strong> Project Expended 37.7%<br />
Petaluma - Sebastopol Trail/140525 Feasibility Study for a 12 mile Class I trail connecting 34,419 16,258 15,000 18,161<br />
Petaluma with Sebastopol. % <strong>of</strong> Project Expended 47.2%<br />
Santa Rosa Creek Trail/140541 Complete construction repair <strong>of</strong> 2.14 mile Class 1 825,681 677,732 - 147,949<br />
trail from Fulton to Willowside roads. % <strong>of</strong> Project Expended 82.1%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
205<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
Project Title/Index Project Description <strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Westside Boat Launch/140558 Planning and environmental review for a new boat 272,500 200,584 - 71,916<br />
ramp, parking and associated improvements. % <strong>of</strong> Project Expended 73.6%<br />
Kenwood Plaza/140582 Fabricate and install interpretive signs. 86,001 47,191 - 38,810<br />
% <strong>of</strong> Project Expended 54.9%<br />
Birdwalk Coastal Access/140632 Complete interpretive signs. 597,139 597,139 - -<br />
% <strong>of</strong> Project Expended 100.0%<br />
Steelhead Beach/140657 Develop walk-in campground area and park entry 105,553 68,616 10,000 36,937<br />
improvements. % <strong>of</strong> Project Expended 65.0%<br />
Cloverdale Regional Park/140665 Complete Phase 3 construction <strong>of</strong> boat ramp, parking, 612,013 590,961 - 21,052<br />
family picnic sites, and pathways along with river<br />
bank restoration and planting.<br />
% <strong>of</strong> Project Expended 96.6%<br />
<strong>Sonoma</strong> Valley Park/140681 Plan and develop a trail extension into the 41-acre 107,287 55,653 25,000 51,634<br />
expanded park area, opening it for public use. % <strong>of</strong> Project Expended 51.9%<br />
Tolay Lake Regional Park/140707 Comprehensive Master Plan and studies for a 3,434 2,315,808 1,955,655 - 360,153<br />
acre regional park between Petaluma and <strong>Sonoma</strong><br />
Valley. % <strong>of</strong> Project Expended 84.4%<br />
Schopflin Fields/140715 Construct additional baseball/soccer field. 27,171 2,171 - 25,000<br />
% <strong>of</strong> Project Expended 8.0%<br />
<strong>Sonoma</strong> Mtn. Park/140723 Planning for access and public recreational use. 7,322 7,322 - -<br />
% <strong>of</strong> Project Expended 100.0%<br />
Guerneville River Park/140772 Phase 2 includes acquisition for park expansion and 768,810 45,157 388,000 723,653<br />
access along with construction <strong>of</strong> boat launch,<br />
parking, picnic area, and pathway.<br />
% <strong>of</strong> Project Expended 5.9%<br />
Taylor Mountain Regional Park/140806 Complete Master Plan and design Phase 1 including 844,291 155,607 - 688,684<br />
the driveway, parking, trails, restroom, picnic areas,<br />
and a natural play course <strong>of</strong>f <strong>of</strong> Petaluma Hill Road.<br />
% <strong>of</strong> Project Expended 18.4%<br />
Bodega Bay Breakwater/140830 Planning and environmental review for marina and 289,625 12,978 - 276,647<br />
Bodega Harbor channel dredging. % <strong>of</strong> Project Expended 4.5%<br />
SF Bay Trail/140863 Planning and acquisition for over 9 miles <strong>of</strong> regional 137,328 128,834 - 8,494<br />
trail in southern <strong>Sonoma</strong> <strong>County</strong>. % <strong>of</strong> Project Expended 93.8%<br />
Sunset Beach Park/140871 Complete new Russian River access including 1,069,746 1,066,898 - 2,848<br />
parking, picnic area, trail, boat portage, landscape<br />
restoration, and road improvements.<br />
% <strong>of</strong> Project Expended 99.7%<br />
Riverfront Park/140889 Phase 3 constructs Lake Benoist and Russian River 529,596 256,599 50,000 272,997<br />
access including trails, park driveway extension,<br />
picnic and rest areas, boat portages, entry kiosk, and<br />
lakeshore and river planting restoration.<br />
% <strong>of</strong> Project Expended 48.5%<br />
Healdsburg Dam/140897 Finalize design and obtain permits for renovation <strong>of</strong> 232,243 177,243 - 55,000<br />
seasonal dam on Russian River. % <strong>of</strong> Project Expended 76.3%<br />
Occidental to Coast Trail/140905 Closeout project. 8,000 1,382 - 6,618<br />
% <strong>of</strong> Project Expended 17.3%<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
206<br />
Capital Projects
Capital Projects Financing Table<br />
FY <strong>2013</strong>-14<br />
Project Title/Index<br />
Project Description<br />
Total<br />
FY 13-14 Total<br />
Total Project Expenditures To Appropriation<br />
<strong>Budget</strong> Date New Funding (Gross Exp.)<br />
Central <strong>Sonoma</strong> Valley Trail/140921<br />
Planning and construction <strong>of</strong> Class I trail parallel to<br />
Highway 12 connecting schools and parks.<br />
909,844 274,132 25,000<br />
% <strong>of</strong> Project Expended 30.1%<br />
635,712<br />
Watson School/140947<br />
Watson School Building Restoration and access<br />
improvements <strong>of</strong> an early one-room schoolhouse for<br />
interpretation and public use.<br />
383,028 375,882 5,000<br />
% <strong>of</strong> Project Expended 98.1%<br />
7,146<br />
Bodega Bay Bike and Ped. Trail Ph. 1/140962<br />
Construct 1.1 mile <strong>of</strong> Class I trail from Keefe Ave<br />
south to Bell Tower site. Plan 2 miles <strong>of</strong> trail<br />
continuing south to connect to existing Birdwalk<br />
Coastal Access trail and Doran Beach.<br />
1,495,350 796,919 5,000<br />
% <strong>of</strong> Project Expended 53.3%<br />
698,431<br />
Bodega Bay Bike and Ped. Trail Ph. 2/140814<br />
Planning 1.6 miles <strong>of</strong> trail along Bodega Harbor from<br />
Birdwalk Coastal Access north to Bay Flat Road.<br />
64,844 27,128<br />
% <strong>of</strong> Project Expended<br />
5,000<br />
41.8%<br />
37,716<br />
Bodega Bay Bike and Ped. Trail Ph. 3/140731<br />
Planning.32 miles <strong>of</strong> trail from Bay Flat Road up to<br />
Bell Tower site, connecting with Phase 1 Coastal<br />
Prairie Trail.<br />
58,847 50,291<br />
% <strong>of</strong> Project Expended 85.5%<br />
5,000<br />
8,556<br />
Russian River Access Sites/140970<br />
Prepare acquisition plan and complete C.E.Q.A. for<br />
sites for future acquisition. This includes the Russian<br />
River area from the Mendocino <strong>County</strong> line to<br />
Healdsburg Memorial Beach.<br />
54,000 11,337<br />
% <strong>of</strong> Project Expended 21.0%<br />
10,000<br />
42,663<br />
Storm Damage Projects/140988<br />
Repair storm damage from 2005-06 Flood.<br />
3,442,385 3,049,235<br />
% <strong>of</strong> Project Expended 88.6%<br />
-<br />
393,150<br />
TOTAL REGIONAL PARKS 24,441,032 15,654,198 748,000 8,786,834<br />
GENERAL GOVERNMENT CAPITAL PROJECTS 127,383,947 99,559,217 5,714,945 23,595,007<br />
REGIONAL PARKS CAPITAL PROJECTS 24,441,032 15,654,198 748,000 8,786,834<br />
GRAND TOTAL CAPITAL PROJECTS 151,824,979 115,213,415 6,462,945 32,381,841<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
207<br />
Capital Projects
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
208<br />
Capital Projects
STATE FINANCIAL SCHEDULES<br />
The following section <strong>of</strong> this budget document includes a number <strong>of</strong> financial summary schedules<br />
required by State <strong>Budget</strong> law that allow for comparability with other counties.<br />
They include:<br />
<strong>Budget</strong> Summary-All Funds (Schedule 1)<br />
<strong>Budget</strong> Summary-Governmental Funds (Schedule 2)<br />
Fund Balances-Governmental Funds (Schedule 3)<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds (Schedule 4)<br />
Summary <strong>of</strong> Additional Financing Sources-Governmental Funds ((Schedule 5)<br />
Detail <strong>of</strong> Additional Financing Sources-Governmental Funds (Schedule 6)<br />
Summary <strong>of</strong> Financing Uses-Governmental Funds (Schedule 7)<br />
Detail <strong>of</strong> Financing Uses-Governmental Funds (Schedule 8)<br />
<strong>Budget</strong> Summary-Non-Enterprise Special Districts/Agencies (Schedule 12)<br />
Fund Balances-Non-Enterprise Special Districts/Agencies (Schedule 13)<br />
Detail <strong>of</strong> Changes in Fund Balance-Non-Enterprise Special Districts/Agencies (Schedule 14)<br />
Some <strong>of</strong> the State’s functional categories are slightly different than those functional categories used to<br />
present groups <strong>of</strong> similar services in this budget document.<br />
The last page in this section provides a cross-reference for the portions <strong>of</strong> the <strong>County</strong> Operating <strong>Budget</strong> as<br />
they appear in this document with the corresponding State functional category.<br />
Additional note:<br />
The state formatted detail reports supporting these financial summaries include the following:<br />
Financing Sources and Uses by <strong>Budget</strong> Unit-Governmental Funds (Schedule 9)<br />
Internal Service Fund Operational Statement (Schedule 10)<br />
Enterprise Fund Operational Statement (Schedule 11)<br />
Financing Sources & Uses-Non-Enterprise Special Districts/Agencies (Schedule 15)<br />
Road Fund Cost Center Detail<br />
Capital Asset Detail<br />
These are presented under separate cover and are incorporated in this document by reference. See also<br />
www.sonoma-county.org/auditor for these schedules as they become available each year.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
209<br />
State Financial Schedules
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
210<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 1<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 All Funds Summary<br />
Fiscal Year <strong>2013</strong>-14<br />
Total Financing Sources<br />
Total Financing Uses<br />
Fund Name<br />
(1)<br />
Unallocated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases to<br />
Fund Balance/<br />
Net Assets<br />
(3)<br />
Additional<br />
Financing<br />
Sources<br />
(4)<br />
Total<br />
Financing<br />
Sources<br />
(5)<br />
Financing<br />
Uses<br />
(6)<br />
Increases to<br />
Fund Balance/<br />
Net Assets<br />
(7)<br />
Total<br />
Financing<br />
Uses<br />
(8)<br />
General Fund<br />
Special Revenue Funds<br />
Capital Project Funds<br />
Debt Service Funds<br />
0<br />
0<br />
0<br />
0<br />
12,349,848<br />
60,833,748<br />
2,412,603<br />
0<br />
369,323,302<br />
439,716,144<br />
29,969,238<br />
11,695,856<br />
381,673,150<br />
500,549,892<br />
32,381,841<br />
11,695,856<br />
381,358,938<br />
499,839,625<br />
32,381,841<br />
11,204,056<br />
314,212<br />
710,267<br />
0<br />
491,800<br />
381,673,150<br />
500,549,892<br />
32,381,841<br />
11,695,856<br />
Subtotals - Governmental Funds<br />
0<br />
75,596,199<br />
850,704,540<br />
926,300,739<br />
924,784,460<br />
1,516,279<br />
926,300,739<br />
Less: Operating Transfers<br />
0<br />
0<br />
(84,427,301)<br />
(84,427,301)<br />
(84,427,301)<br />
0<br />
(84,427,301)<br />
Total Governmental Funds 0 75,596,199 766,277,239 841,873,438 840,357,159 1,516,279 841,873,438<br />
Enterprise Funds<br />
Internal Service Funds<br />
Special Districts & Other Agencies<br />
0<br />
0<br />
0<br />
10,716,951<br />
15,363,463<br />
35,705,434<br />
131,419,211<br />
52,382,123<br />
223,533,227<br />
142,136,162<br />
67,745,586<br />
259,238,661<br />
142,136,162<br />
67,745,586<br />
259,238,661<br />
0<br />
0<br />
0<br />
142,136,162<br />
67,745,586<br />
259,238,661<br />
Total Other Funds 0 61,785,848 407,334,561 469,120,409 469,120,409 0 469,120,409<br />
Total All Funds 0 137,382,047 1,173,611,800 1,310,993,847 1,309,477,568 1,516,279 1,310,993,847<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
211<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 2<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010 Governmental Funds Summary<br />
Fiscal Year <strong>2013</strong>-14<br />
Total Financing Sources<br />
Total Financing Uses<br />
Fund Name<br />
(1)<br />
Unallocated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases to<br />
Fund Balance<br />
(3)<br />
Additional<br />
Financing<br />
Sources<br />
(4)<br />
Total<br />
Financing<br />
Sources<br />
(5)<br />
Financing<br />
Uses<br />
(6)<br />
Increases to<br />
Fund Balance<br />
(7)<br />
Total<br />
Financing<br />
Uses<br />
(8)<br />
10-010-XXX<br />
10-065-XXX<br />
General<br />
ACO Funds<br />
0<br />
0<br />
11,006,425<br />
1,343,423<br />
367,482,436<br />
1,840,866<br />
378,488,861<br />
3,184,289<br />
378,241,508<br />
3,117,430<br />
247,353<br />
66,859<br />
378,488,861<br />
3,184,289<br />
10 Total General 0 12,349,848 369,323,302 381,673,150 381,358,938 314,212 381,673,150<br />
11-110-XXX<br />
11-140-XXX<br />
11-160-XXX<br />
11-190-XXX<br />
11-300-XXX<br />
11-400-XXX<br />
11-580-XXX<br />
11-590-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
11-640-XXX<br />
11-650-XXX<br />
11-660-XXX<br />
11-670-XXX<br />
Advertising<br />
Fish/Wildlife<br />
Road<br />
Tobacco Tax<br />
Mandated<br />
Public Safety Realignment<br />
Human Svcs-Realign<br />
Human Services Dept<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
Health-Realign<br />
Mental Health-Realign<br />
Mental Health Svcs Act<br />
Non-Mandated Funds<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
371,064<br />
0<br />
16,988,181<br />
0<br />
38,656,623<br />
1,004,597<br />
0<br />
366,470<br />
0<br />
0<br />
0<br />
0<br />
3,446,813<br />
0<br />
7,531,320<br />
39,650<br />
48,092,440<br />
150,250<br />
44,291,277<br />
54,168,198<br />
36,084,923<br />
131,154,446<br />
14,486,203<br />
47,556,369<br />
23,900,000<br />
12,811,990<br />
15,251,439<br />
4,197,639<br />
7,902,384<br />
39,650<br />
65,080,621<br />
150,250<br />
82,947,900<br />
55,172,795<br />
36,084,923<br />
131,520,916<br />
14,486,203<br />
47,556,369<br />
23,900,000<br />
12,811,990<br />
18,698,252<br />
4,197,639<br />
7,902,384<br />
38,350<br />
65,080,621<br />
150,250<br />
82,258,367<br />
55,172,695<br />
36,084,923<br />
131,520,916<br />
14,486,203<br />
47,556,369<br />
23,880,666<br />
12,811,990<br />
18,698,252<br />
4,197,639<br />
0<br />
1,300<br />
0<br />
0<br />
689,533<br />
100<br />
0<br />
0<br />
0<br />
0<br />
19,334<br />
0<br />
0<br />
0<br />
7,902,384<br />
39,650<br />
65,080,621<br />
150,250<br />
82,947,900<br />
55,172,795<br />
36,084,923<br />
131,520,916<br />
14,486,203<br />
47,556,369<br />
23,900,000<br />
12,811,990<br />
18,698,252<br />
4,197,639<br />
11 Total Special Revenue 0 60,833,748 439,716,144 500,549,892 499,839,625 710,267 500,549,892<br />
12 Total Capital Projects 0 2,412,603 29,969,238 32,381,841 32,381,841 0 32,381,841<br />
13 Total Debt Service 0 0 11,695,856 11,695,856 11,204,056 491,800 11,695,856<br />
Subtotals 0 75,596,199 850,704,540 926,300,739 924,784,460 1,516,279 926,300,739<br />
XX Operating Transfers* 0 0 (84,427,301) (84,427,301) (84,427,301) 0 (84,427,301)<br />
Total Governmental Funds 0 75,596,199 766,277,239 841,873,438 840,357,159 1,516,279 841,873,438<br />
*Transfers within a fund totalling $25,894,096 have been eliminated from the above fund totals. Transfers between funds are included within the above<br />
funds and eliminated here before consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
212<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 3<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Fund Balance-Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Less: Obligated Fund Balance<br />
Fund Name<br />
(1)<br />
Total<br />
Estimated<br />
Fund Balance<br />
June 30, <strong>2013</strong><br />
(2)<br />
Nonspendable<br />
(3)<br />
Restricted<br />
(4)<br />
Committed<br />
(5)<br />
Assigned<br />
(6)<br />
Less:<br />
Unassigned<br />
Fund Balance<br />
(7)<br />
Total<br />
Unallocated<br />
Fund Balance<br />
June 30, <strong>2013</strong><br />
(8)<br />
10-010-XXX<br />
10-020-XXX<br />
10-065-XXX<br />
General<br />
General Reserve<br />
ACO Funds<br />
37,578,274<br />
28,869,186<br />
4,529,585<br />
2,054,775 22,946,303<br />
4,529,585<br />
12,577,196<br />
28,869,186<br />
0<br />
0<br />
0<br />
10 Total General 70,977,045 2,054,775 0 0 27,475,888 41,446,382 0<br />
11-110-XXX<br />
11-140-XXX<br />
11-160-XXX<br />
11-300-XXX<br />
11-400-XXX<br />
11-590-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
11-640-XXX<br />
11-650-XXX<br />
11-660-XXX<br />
Advertising<br />
Fish/Wildlife<br />
Road<br />
Mandated<br />
Public Safety Realignment<br />
Human Services Dept<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
Health-Realign<br />
Mental Health-Realign<br />
Mental Health Svcs Act<br />
1,779,175<br />
107,278<br />
34,188,040<br />
122,964,975<br />
3,257,114<br />
993,015<br />
0<br />
5,698,802<br />
3,166,129<br />
2,167,863<br />
6,525,696<br />
668,705<br />
107,278<br />
33,519,335<br />
122,964,975<br />
3,257,114<br />
993,015<br />
5,698,802<br />
3,166,129<br />
2,167,863<br />
6,525,696<br />
1,779,175 0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
0<br />
11 Total Special Revenue 180,848,087 668,705 178,400,207 1,779,175 0 0 0<br />
12 Total Capital Projects 7,520,904 0 0 0 7,520,904 0 0<br />
13 Total Debt Service 22,386,941 0 22,386,941 0 0 0 0<br />
Total Governmental Funds 281,732,977 2,723,480 200,787,148 1,779,175 34,996,792 41,446,382 0<br />
*Fund Balance Component Definitions (encumbrances are excluded):<br />
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.<br />
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.<br />
3) Committed - Formal action required by the Board <strong>of</strong> Supervisors.<br />
4) Assigned - Set aside for intended use by Board <strong>of</strong> Supervisors or designated body or <strong>of</strong>ficial.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 213 State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Identified by Fund<br />
Balance Component*)<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
10-010-000<br />
10-010-000<br />
10-010-371<br />
10-010-776<br />
General Fund - Nonspendable:<br />
Inventory<br />
Retirement Deposits<br />
P.W.-Water Systems-Advances<br />
Tobacco Deallocation-LT Receivables<br />
Subtotal - Nonspendable<br />
42,756<br />
1,749,211<br />
62,808<br />
200,000<br />
42,756<br />
1,749,211<br />
62,808<br />
200,000<br />
2,054,775 0 0 0 0 2,054,775<br />
General Fund - Assigned:<br />
10-010-000 General Fund Balance 10,000,000 8,901,530 1,098,470<br />
10-010-070 IS Replacement-A 2,454,088 105,113 2,559,201<br />
10-010-071 IS Replacement-B 572,432 12,338 560,094<br />
10-010-072 Technology Investment Fund 14,277 6,000 20,277<br />
10-010-110 <strong>County</strong> Center Parking 102,959 18,745 84,214<br />
10-010-120 So Co Energy Watch 148,826 1,389 147,437<br />
10-010-251 ARM-Mitigation 244,164 244,164<br />
10-010-320 Parks-Equip Replace 171,124 57,000 114,124<br />
10-010-370 P.W.-District Formation 126,357 3,729 122,628<br />
10-010-371 P.W.-Water Systems 549,992 5,724 555,716<br />
10-010-400 Sheriff-Radio Replacement 220,418 1,600 222,018<br />
10-010-403 Sheriff-Radio Infrastructure 960,271 222,000 738,271<br />
10-010-440 Probation-SAC Ops & Replacement 610,068 610,068<br />
10-010-774 Graton Casino Mitigation 147,084 128,916 276,000<br />
10-010-775 Tribal Development Impact Mitigation 3,500,000 3,500,000<br />
10-010-776 Tobacco Deallocation 1,840,968 1,116,182 724,786<br />
10-010-777 Refuse Franchise Fees 749,929 149,486 600,443<br />
10-010-778 Medical Marijuana 224,026 224,026 0<br />
10-010-779 Assessment Appeals<br />
Subtotal - Assigned<br />
309,320 300,000 9,320<br />
22,946,303 11,006,425 0 247,353 0 12,187,231<br />
General Fund - Unassigned:<br />
10-010-000 State Mandates 782,215 782,215<br />
10-010-000 JMS System 500,000 500,000<br />
10-010-000 OPEB 3,000,000 3,000,000<br />
10-010-000 FB Des - Accum Leave Liq<br />
8,294,981 8,294,981<br />
Subtotal - Unassigned<br />
12,577,196 0 0 0 0 12,577,196<br />
Subtotal General Fund<br />
37,578,274 11,006,425 0 247,353 0 26,819,202<br />
General Reserve - Unassigned<br />
10-020-000 General Reserve 28,869,186 28,869,186<br />
0<br />
ACO Funds - Assigned 0<br />
10-065-100 Fleet ACO 2,456,123 500,823 1,955,300<br />
10-065-200 Reprographics ACO 2,017 40 2,057<br />
10-065-400 Communications ACO 864,571 737,000 127,571<br />
10-065-500 Facilities ACO 839,536 66,819 906,355<br />
10-065-600 Records ACO<br />
367,338 105,600 261,738<br />
Total ACO Funds<br />
4,529,585 1,343,423 0 66,859 0 3,253,021<br />
10 Total General Fund 70,977,045 12,349,848 0 314,212 0 58,941,409<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
214<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Identified by Fund<br />
Balance Component*)<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
Advertising - Nonspendable:<br />
11-110-000 Long Term Receivables<br />
Advertising - Committed:<br />
11-110-000 Advertising<br />
11-110-000 Economic Uncertainties<br />
0<br />
1,465,516<br />
313,659<br />
371,064<br />
0<br />
0<br />
0<br />
1,094,452<br />
313,659<br />
Total Advertising<br />
1,779,175 371,064 0 0 0 1,408,111<br />
Fish/Wildlife - Restricted:<br />
11-140-000 Fish/Wildlife<br />
11-140-100 Abalone Preservation<br />
106,924<br />
354<br />
1,300 108,224<br />
354<br />
Total Fish/Wildlife<br />
107,278 0 0 1,300 0 108,578<br />
Road Fund - Nonspendable:<br />
11-160-060 Maint Division-Inventory 668,705 668,705<br />
0<br />
Road Fund - Restricted: 0<br />
11-160-000 Road 3,930,538 1,504,154 2,426,384<br />
11-160-020 Bridges 364,089 364,089<br />
11-160-030 Overlays/Road Improvements 9,864,890 6,200,000 3,664,890<br />
11-160-060 Maintenance Division 10,543,052 2,180,203 8,362,849<br />
11-160-080 Co-operative Cap Projects 731,529 390,000 341,529<br />
11-160-090 State Tribal Casino Fund 49,643 49,643<br />
11-160-403 <strong>Sonoma</strong> Vly Dev Fee 780,409 612,000 168,409<br />
11-160-404 Moorland Ave Dev Fee 72 72<br />
11-160-409 <strong>County</strong>wide Developer Fees<br />
7,255,113 6,101,824 1,153,289<br />
Total Road Fund<br />
34,188,040 16,988,181 0 0 0 17,199,859<br />
Mandated Funds - Restricted:<br />
11-300-100 Tidelands Leases 306,408 261,795 44,613<br />
11-300-210 Assessor-Prop Characteristics 576,525 22,016 598,541<br />
11-300-211 Assessor-Prop Tax Admin 83,759 82,300 1,459<br />
11-300-240 Recorder-Modernization 7,493,742 3,897,409 3,596,333<br />
11-300-241 Recorder-Micrographics 852,853 81,224 934,077<br />
11-300-242 Clerk/Recorder VRIP 403,311 6,179 409,490<br />
11-300-243 Social Security Truncation 321,476 122,630 444,106<br />
11-300-245 Recorder Operations 1,144,626 402,979 741,647<br />
11-300-246 <strong>County</strong> Clerk Operations Fund 89,799 89,799 0<br />
11-300-250 Survey-Monument Preservation 51,206 51,206<br />
11-300-251 PRMD-Planning Admin Fund 568,179 568,179<br />
11-300-320 Reg Parks Restricted Fund 202,718 202,718<br />
11-300-321 <strong>Sonoma</strong>/Gualala Park Mit 95,232 44,113 51,119<br />
11-300-322 Clov/Healds Park Mit 206,445 87,732 118,713<br />
11-300-323 Russ Riv/Seb Park Mit 274,077 97,616 176,461<br />
11-300-324 Santa Rosa Park Mit 356,371 129,231 227,140<br />
11-300-325 RP-Cot/Pet Park Mit 341,053 27,058 368,111<br />
11-300-326 <strong>Sonoma</strong> Vly Park Mit 250,318 234,527 15,791<br />
11-300-327 Lark-Wik Spec Plan Park Mit 25,846 21,628 4,218<br />
11-300-371 Pub Educ Govt Access Fees 432,276 260,950 693,226<br />
11-300-400 Sheriff-AB1109 Fees 767,163 35,243 802,406<br />
11-300-401 Sheriff-AB709 Fees 223,072 23,251 246,323<br />
11-300-402 Sheriff-Fed Forfeiture-DOJ 880,408 7,000 873,408<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
215<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Identified by Fund<br />
Balance Component*)<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
11-300-403<br />
11-300-404<br />
11-300-405<br />
11-300-406<br />
11-300-410<br />
11-300-421<br />
11-300-422<br />
11-300-423<br />
11-300-424<br />
11-300-425<br />
11-300-426<br />
11-300-427<br />
11-300-432<br />
11-300-433<br />
11-300-440<br />
11-300-460<br />
11-300-461<br />
11-300-463<br />
11-300-512<br />
11-300-594<br />
11-300-610<br />
11-300-650<br />
11-300-652<br />
11-300-653<br />
11-300-654<br />
11-300-655<br />
11-300-678<br />
11-300-679<br />
11-300-680<br />
11-300-681<br />
11-300-682<br />
11-300-683<br />
11-300-684<br />
11-300-685<br />
11-300-686<br />
11-300-689<br />
11-300-691<br />
11-300-692<br />
11-300-693<br />
11-300-696<br />
11-300-697<br />
11-300-698<br />
11-300-699<br />
11-300-700<br />
11-300-700<br />
11-300-701<br />
11-300-702<br />
11-300-770<br />
11-300-774<br />
11-300-790<br />
Mandated Funds - Restricted (cont):<br />
Sheriff-Fed Forfeiture-US Treas<br />
Sheriff-DMV ID Fee<br />
Asset Forfeiture Fund<br />
JAG<br />
Detention-Jail Industries<br />
D.A.-Auto Insurance Fraud<br />
D.A.-Consumer Protection<br />
D.A.-SCATT<br />
D.A.-Family Justice Center<br />
D.A.-Asset Forfeiture<br />
D.A.-FJC-SB635<br />
D.A.-Treasury Forfeiture<br />
JJCPA<br />
Probation-CCPIF<br />
Prob-Juv Funds<br />
Courthouse Construction<br />
Criminal Justice Construction<br />
Penalty Assessment<br />
Alternate Dispute Resolution<br />
Dependent Child Fund<br />
AODS-Memorial Fund<br />
MH-Interim Fund<br />
PH-PHER<br />
PH-HPP<br />
PH-HPP-H1N1<br />
Medi-Cal System Expansion<br />
AODS-JAG Funds<br />
AODS-OTP<br />
P&P-C&FC-Dedicated Fund<br />
P&P-Children & Families First<br />
PH-EMS<br />
EH-Solid Waste-EAG<br />
P&P-Child Safety Seats<br />
AODS-Residential Tox & Detox<br />
AODS-Alc Abuse Educ/Prev<br />
AODS-DUI Program<br />
AODS-AB 1916<br />
AODS-SACPA<br />
PH-Vital Statistics Fund<br />
Admin-MAA/TCM Audit Reserve<br />
PH-Bioterrorism Program<br />
PH-SB 1773<br />
Childrens Fund<br />
ACC-Public Educ Fund<br />
ACC-Public Educ-Equipment<br />
W & M Transaction Verification<br />
Animal Welfare Fund<br />
Securitization/Endowment A<br />
Open Space Spec Tax Account-Meas F<br />
Hazardous Material Fund<br />
5,432<br />
953,318<br />
1,166,043<br />
0<br />
193,888<br />
0<br />
1,363,534<br />
196,768<br />
160,126<br />
378<br />
19,973<br />
18<br />
0<br />
708,361<br />
0<br />
796,491<br />
2,479,751<br />
11,965<br />
122,087<br />
62,518<br />
9,516<br />
32,468<br />
0<br />
278<br />
0<br />
9,760,310<br />
7,643<br />
11,759<br />
15,595,215<br />
2,159,714<br />
149,327<br />
0<br />
6,765<br />
24,814<br />
18,675<br />
106,404<br />
0<br />
22,781<br />
12,027<br />
1,431,607<br />
28,667<br />
185,806<br />
40,322<br />
178,797<br />
69,336<br />
17,112<br />
214,179<br />
16,741,304<br />
51,851,759<br />
100,876<br />
953,318<br />
25,250<br />
496,941<br />
183,422<br />
1,020,453<br />
45,762<br />
9,516<br />
7,700<br />
278<br />
2,124,132<br />
3,691,057<br />
6,765<br />
24,814<br />
18,675<br />
3,613<br />
28,667<br />
6,663<br />
11,699<br />
4,950<br />
131,924<br />
7,870,848<br />
16,634,047<br />
44<br />
3,000<br />
45,727<br />
5,597<br />
75<br />
439<br />
10<br />
5,368<br />
50,722<br />
5,476<br />
0<br />
1,169,043<br />
0<br />
168,638<br />
0<br />
1,409,261<br />
202,365<br />
160,126<br />
453<br />
20,412<br />
28<br />
0<br />
211,420<br />
0<br />
613,069<br />
1,459,298<br />
11,965<br />
76,325<br />
62,518<br />
0<br />
24,768<br />
0<br />
0<br />
0<br />
7,636,178<br />
7,643<br />
11,759<br />
11,904,158<br />
2,159,714<br />
154,695<br />
0<br />
0<br />
0<br />
0<br />
106,404<br />
0<br />
22,781<br />
8,414<br />
1,482,329<br />
0<br />
179,143<br />
40,322<br />
167,098<br />
69,336<br />
12,162<br />
82,255<br />
8,870,456<br />
35,217,712<br />
100,876<br />
Total Mandated Funds<br />
122,964,975 38,656,623 0 689,533 0 84,997,885<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
216<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 4<br />
<strong>County</strong> <strong>Budget</strong> Act State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Identified by Fund<br />
Balance Component*)<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
Public Safety Realignment - Restricted:<br />
11-400-110 Prob-YOBG<br />
11-400-120 Prob-Juv Prob/Camp Funding<br />
11-400-130 Prob-JJCPA<br />
11-400-200 Human Services AB118<br />
11-400-300 District Attorney Revocation<br />
11-400-400 Public Defender Revocation<br />
11-400-500 Sheriff Trial Court Security<br />
11-400-510 Shf Local Law Enf Svc - Booking Fees<br />
11-400-540 Shf Local Law Enf Svc - CAL-EMA<br />
11-400-550 Shf Local Comm Corr AB 109 (LED)<br />
11-400-630 Behavioral Health<br />
683,270<br />
145,066<br />
212,636<br />
11,879<br />
118,618<br />
117,698<br />
871,691<br />
792,031<br />
23,828<br />
113,921<br />
166,476<br />
413,931<br />
145,066<br />
194,501<br />
110,732<br />
140,367<br />
0<br />
0<br />
0<br />
100<br />
269,339<br />
0<br />
18,135<br />
11,879<br />
118,718<br />
6,966<br />
871,691<br />
792,031<br />
23,828<br />
113,921<br />
26,109<br />
Total Public Safety Realignment<br />
3,257,114 1,004,597 0 100 0 2,252,617<br />
Human Svcs Realign Operat.- Restricted:<br />
11-610-100 Human Svcs Realign Operating<br />
5,539,945<br />
0<br />
5,539,945<br />
Human Services Dept - Restricted:<br />
11-590-100 Human Services Dept<br />
11-590-110 WP-Federal Assistance<br />
836,889<br />
156,126<br />
366,470<br />
470,419<br />
156,126<br />
Total Human Services Dept<br />
993,015 366,470 0 0 0 626,545<br />
Dept <strong>of</strong> Health Services - Restricted:<br />
11-610-100 Dept <strong>of</strong> Health Services<br />
Health Realignment - Restricted:<br />
11-640-710 Health Realign-Operating<br />
Mental Health Realignment - Restricted:<br />
11-650-810 MH Realign-Operating<br />
Mental Health Services Act - Restricted:<br />
11-660-420 MHSA-CSS<br />
11-660-430 MHSA-Capital<br />
11-660-440 MHSA-Early Intervention<br />
11-660-450 MHSA-Educ/Training<br />
11-660-460 MHSA-Innovation<br />
11-660-470 MHSA-Prudent Reserve<br />
158,857<br />
3,166,129<br />
2,167,863<br />
2,831,235<br />
1,300,186<br />
1,334,522<br />
217,694<br />
842,059<br />
0<br />
1,216,113<br />
800,285<br />
389,676<br />
217,694<br />
823,045<br />
19,334<br />
0<br />
158,857<br />
0<br />
0<br />
3,185,463<br />
0<br />
0<br />
2,167,863<br />
0<br />
1,615,122<br />
499,901<br />
944,846<br />
0<br />
19,014<br />
0<br />
Total Mental Health Svcs Act<br />
6,525,696 3,446,813 0 0 0 3,078,883<br />
11 Total Special Revenue Funds 180,848,087 60,833,748 0 710,267 0 120,724,606<br />
12 Capital Projects (Assigned) 7,520,904 2,412,603 0 0 5,108,301<br />
13 Debt Service (Restricted) 22,386,941 0 0 491,800 22,878,741<br />
Total Governmental Funds 281,732,977 75,596,199 0 1,516,279 0 207,653,057<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
217<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 5<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Summary <strong>of</strong> Additional Financing Sources by Source and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Summarization By Source:<br />
10 Taxes:<br />
Property Taxes-CY Secured<br />
Property Taxes-CY Supplemental<br />
Property Taxes-CY Unsecured<br />
Property Taxes-PY Secured<br />
Property Taxes-PY Supplemental<br />
Property Taxes-PY Unsecured<br />
Penalties/Costs on Taxes<br />
In Lieu Local Sales/Use Taxes<br />
Sales/Use Taxes<br />
Other Taxes<br />
174,179,306<br />
922,179<br />
5,753,050<br />
(78,352)<br />
(6,089)<br />
79,541<br />
345,299<br />
3,498,190<br />
29,184,897<br />
12,260,601<br />
176,314,554<br />
922,000<br />
5,280,905<br />
(116,887)<br />
(20,000)<br />
90,000<br />
0<br />
3,861,285<br />
29,500,000<br />
13,317,782<br />
172,695,522<br />
1,000,000<br />
5,000,000<br />
5,000<br />
0<br />
75,000<br />
0<br />
3,977,124<br />
29,662,260<br />
12,908,567<br />
226,138,622 229,149,639 225,323,473<br />
13 Licenses, Permits and Franchises<br />
15,982,565 17,217,003 17,226,737<br />
15 Fines, Forfeitures and Penalties 16,105,638 25,225,584 12,379,441<br />
17 Revenue From Use <strong>of</strong> Money and Property<br />
13,344,011 6,339,105 7,609,024<br />
20 Intergovernmental Revenues:<br />
Intergovernmental-State 297,081,359 321,164,185 322,433,496<br />
Intergovernmental-Federal 51,294,650 55,526,755 69,016,542<br />
Intergovernmental-Other<br />
26,627,294 33,220,770 38,189,476<br />
375,003,303 409,911,710 429,639,514<br />
30 Charges for Current Services<br />
48,981,334 56,989,089 54,150,274<br />
40 Miscellaneous Revenues 19,272,842 13,194,545 15,314,241<br />
42 Administrative Control Account 643,513 0 0<br />
46 Other Financing Sources* 9,036,146 2,567,309 4,634,535<br />
48 Residual Equity Transfers In 415 0 0<br />
Total Summarization by Source 724,508,389 760,593,984 766,277,239<br />
*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and 2012-13 <strong>Recommended</strong> transfers<br />
totalling $110,321,397.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
218<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 5<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Summary <strong>of</strong> Additional Financing Sources by Source and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Summarization by Fund:<br />
10-010-XXX<br />
10-020-XXX<br />
10-065-XXX<br />
General<br />
General Reserve<br />
ACO Funds<br />
370,741,858<br />
0<br />
789,072<br />
380,854,911<br />
500,000<br />
888,218<br />
367,482,436<br />
0<br />
1,840,866<br />
10 General Fund 371,530,930 382,243,129 369,323,302 0<br />
11-110-XXX<br />
11-140-XXX<br />
11-160-XXX<br />
11-190-XXX<br />
11-300-XXX<br />
11-400-XXX<br />
11-580-XXX<br />
11-590-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
11-640-XXX<br />
11-650-XXX<br />
11-660-XXX<br />
11-670-XXX<br />
Advertising<br />
Fish/Wildlife<br />
Road<br />
Tobacco Tax<br />
Mandated<br />
Public Safety Realignment<br />
Human Svcs-Realign<br />
Human Svcs Dept<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
Health-Realign<br />
Mental Health-Realign<br />
Mental Health Services Act<br />
Non-Mandated Funds<br />
6,768,742<br />
32,145<br />
41,364,961<br />
146,128<br />
47,410,910<br />
36,189,406<br />
29,058,013<br />
122,741,291<br />
11,277,333<br />
48,825,996<br />
24,486,144<br />
12,701,948<br />
19,868,761<br />
0<br />
7,278,005<br />
28,359<br />
48,662,114<br />
198,656<br />
46,838,995<br />
47,480,296<br />
40,178,604<br />
126,510,996<br />
14,147,429<br />
54,900,962<br />
22,745,898<br />
13,572,894<br />
16,795,169<br />
0<br />
7,531,320<br />
39,650<br />
48,092,440<br />
150,250<br />
44,291,277<br />
54,168,198<br />
36,084,923<br />
131,154,446<br />
14,486,203<br />
47,556,369<br />
23,900,000<br />
12,811,990<br />
15,251,439<br />
4,197,639<br />
11 Special Revenue Funds 400,871,778 439,338,377 439,716,144 0<br />
12 Capital Projects 17,429,873 9,811,505 29,969,238<br />
13 Debt Service 18,295,574 11,559,637 11,695,856<br />
Subtotal 808,128,155 842,952,648 850,704,540 0<br />
XX Transfers* (83,619,766) (82,358,664) (84,427,301)<br />
Total Summarization by Fund 724,508,389 760,593,984 766,277,239 0<br />
*The following transfers within a fund have been eliminated from the above fund totals: 2011-12 Actuals - $19,941,482, 2012-13 Estimated <br />
$35,633,112, and <strong>2013</strong>-14 <strong>Recommended</strong> - $25,894,096. Transfers between funds are included within the above funds and eliminated here before<br />
consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
219<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
10<br />
100<br />
Taxes:<br />
Property Taxes-CY Secured:<br />
102<br />
104<br />
106<br />
10-010-XXX General<br />
13-XXX-XXX Debt Service<br />
Property Taxes-CY Supplemental<br />
Property Taxes-CY Unsecured<br />
Property Taxes-PY Secured:<br />
173,856,834 176,314,554 172,695,522<br />
322,472<br />
0<br />
0<br />
174,179,306 176,314,554 172,695,522<br />
922,179 922,000 1,000,000<br />
5,753,050 5,280,905 5,000,000<br />
10-010-XXX General (128,532) (116,887) 5,000<br />
13-XXX-XXX Debt Service<br />
50,180 0 0<br />
(78,352) (116,887) 5,000<br />
108<br />
Property Taxes-PY Supplemental<br />
(6,089) (20,000) 0<br />
110 Property Taxes-PY Unsecured 79,541 90,000 75,000<br />
112 Penalties/Costs on Taxes 345,299 0 0<br />
113<br />
114<br />
In Lieu Local Sales/Use Tax<br />
Sales/Use Taxes:<br />
3,498,190 3,861,285 3,977,124<br />
10-010-XXX General 10,924,699 10,600,000 10,611,060<br />
11-300-XXX Mandated<br />
18,260,198 18,900,000 19,051,200<br />
29,184,897 29,500,000 29,662,260<br />
126<br />
Other Taxes:<br />
10-010-XXX General 5,593,379 6,241,520 5,620,017<br />
11-110-XXX Advertising 6,567,678 7,076,262 7,288,550<br />
11-160-XXX Road 99,544 0 0<br />
12-XXX-XXX Capital Projects 0 0 0<br />
12,260,601 13,317,782 12,908,567<br />
10 Total Taxes 226,138,622 229,149,639 225,323,473<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
220<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
13<br />
130<br />
Licences, Permits and Franchises:<br />
Animal Licenses<br />
10-010-XXX<br />
11-610-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
0<br />
0<br />
0<br />
731,691 719,502 1,051,612<br />
731,691 719,502 1,051,612<br />
132<br />
Business Licenses:<br />
10-010-XXX<br />
11-610-XXX<br />
11-670-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
PH - Fee Stabilization<br />
45,917<br />
2,776,077<br />
0<br />
17,328<br />
2,659,067<br />
0<br />
14,800<br />
9,752<br />
2,703,458<br />
2,821,994 2,676,395 2,728,010<br />
134<br />
Construction Permits:<br />
10-010-XXX<br />
11-300-XXX<br />
11-610-XXX<br />
11-670-XXX<br />
General<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
PH - Fee Stabilization<br />
6,822,292<br />
360,810<br />
345,230<br />
0<br />
7,588,883<br />
525,390<br />
312,298<br />
0<br />
7,491,764<br />
348,150<br />
0<br />
345,636<br />
7,528,332 8,426,571 8,185,550<br />
136<br />
Road Privileges/Permits:<br />
10-010-XXX<br />
11-300-XXX<br />
General<br />
Mandated<br />
29,959 27,747 24,318<br />
26,478<br />
2,838<br />
5,477<br />
56,437 30,585 29,795<br />
138<br />
Zoning Permits:<br />
11-610-XXX<br />
Dept <strong>of</strong> Health Services<br />
295 0 0<br />
295 0 0<br />
140<br />
Franchises:<br />
10-010-XXX<br />
11-300-XXX<br />
11-610-XXX<br />
General<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
2,762,483<br />
282,199<br />
189,600<br />
3,153,075<br />
297,703<br />
189,600<br />
2,800,000<br />
284,000<br />
285,600<br />
3,234,282 3,640,378 3,369,600<br />
146<br />
Other Licenses/Permits:<br />
10-010-XXX<br />
11-300-XXX<br />
11-610-XXX<br />
11-670-XXX<br />
General<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
PH - Fee Stabilization<br />
287,169<br />
1,189,906<br />
132,459<br />
0<br />
330,061<br />
1,270,665<br />
122,846<br />
0<br />
323,209<br />
1,420,751<br />
8,800<br />
109,410<br />
1,609,534 1,723,572 1,862,170<br />
13 Total Licenses, Permits and Franchises 15,982,565 17,217,003 17,226,737<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
221<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
15 Fines, Forfeitures and Penalties:<br />
150 Vehicle Code Fines:<br />
10-010-XXX<br />
11-160-XXX<br />
11-300-XXX<br />
General<br />
Road<br />
Mandated<br />
79,209<br />
272,007<br />
218<br />
73,552<br />
290,000<br />
17,545<br />
87,308<br />
275,000<br />
8,395<br />
351,434 381,097 370,703<br />
152 Other Court Fines:<br />
10-010-XXX General 1,705,975 1,345,840 1,482,884<br />
11-140-XXX Fish/Wild Life 30,832 27,375 38,350<br />
11-160-XXX Road 31,893 30,000 30,000<br />
11-300-XXX Mandated 3,813,263 3,753,007 3,699,041<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
46,553 58,453 18,000<br />
5,628,516 5,214,675 5,268,275<br />
160 Forfeitures/Penalties:<br />
10-010-XXX General 2,715,891 2,889,460 2,823,979<br />
11-300-XXX Mandated 537,758 525,352 40,316<br />
11-610-XXX Dept <strong>of</strong> Health Services 77,158 73,600 137,158<br />
12-XXX-XXX Capital Projects<br />
0 0 0<br />
3,330,807 3,488,412 3,001,453<br />
169 Penalties/Costs on Taxes<br />
6,794,881 16,141,400 3,739,010<br />
15 Total Fines, Forfeitures and Penalties 16,105,638 25,225,584 12,379,441<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
222<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
17<br />
170<br />
Revenue From Use <strong>of</strong> Money and Property:<br />
Interest:<br />
10-010-XXX General<br />
10-065-XXX ACO Funds<br />
11-110-XXX Advertising<br />
11-140-XXX Fish/Wild Life<br />
11-160-XXX Road<br />
11-190-XXX Tobacco Tax<br />
11-300-XXX Mandated<br />
11-400-XXX Public Safety Realignment<br />
11-580-XXX Human Svcs-Realign<br />
11-590-XXX Human Services Dept<br />
11-600-XXX DCSS-Child Support Enf<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
11-640-XXX Health-Realign<br />
11-650-XXX Mental Health-Realign<br />
11-660-XXX Mental Health Svcs Act<br />
12-XXX-XXX Capital Projects<br />
13-XXX-XXX Debt Service<br />
10,492,319<br />
49,617<br />
43,234<br />
1,313<br />
231,220<br />
1,032<br />
1,072,779<br />
33,904<br />
50,996<br />
(102,263)<br />
11,828<br />
(152,155)<br />
48,730<br />
29,560<br />
162,885<br />
1,045<br />
281,089<br />
4,793,435<br />
45,233<br />
25,000<br />
984<br />
201,319<br />
270<br />
853,887<br />
38,059<br />
39,772<br />
(119,348)<br />
6,000<br />
(160,060)<br />
47,358<br />
19,160<br />
75,169<br />
0<br />
2,171<br />
6,193,371<br />
43,308<br />
25,000<br />
1,300<br />
91,000<br />
250<br />
783,071<br />
5,224<br />
13,225<br />
10,000<br />
6,000<br />
(223,410)<br />
51,507<br />
19,873<br />
55,439<br />
0<br />
0<br />
12,257,133 5,868,409 7,075,158<br />
180<br />
Rents/Concessions:<br />
10-010-XXX General<br />
11-300-XXX Mandated<br />
12-XXX-XXX Capital Projects<br />
900,900<br />
119,542<br />
66,436<br />
422,917<br />
47,779<br />
0<br />
424,220<br />
109,646<br />
0<br />
1,086,878 470,696 533,866<br />
17 Total Revenue From Use <strong>of</strong> Money and Property 13,344,011 6,339,105 7,609,024<br />
20<br />
202<br />
Intergovernmental Revenues:<br />
State-Highway Users Tax:<br />
11-160-XXX<br />
Road<br />
15,307,286 12,021,390 14,832,304<br />
15,307,286 12,021,390 14,832,304<br />
204<br />
State-Motor Vehicle In-Lieu<br />
1,051,833<br />
211,066<br />
0<br />
208<br />
State-Other In-Lieu<br />
1,007<br />
2,027<br />
0<br />
210<br />
State-Public Assist Admin:<br />
11-590-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
Human Services Dept<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
52,998,344<br />
4,235,551<br />
10,811,581<br />
53,299,880<br />
4,808,086<br />
13,070,902<br />
60,041,782<br />
4,923,269<br />
14,100,013<br />
68,045,476 71,178,868 79,065,064<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
223<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
20<br />
214<br />
Intergovernmental Revenues (cont):<br />
State-Public Assist Programs:<br />
11-590-XXX<br />
11-610-XXX<br />
Human Services Dept<br />
Dept <strong>of</strong> Health Services<br />
13,154,402 13,508,909 8,605,875<br />
124,028 356,365<br />
0<br />
13,278,430 13,865,274 8,605,875<br />
220<br />
State-CA Children Services:<br />
11-610-XXX<br />
Dept <strong>of</strong> Health Services<br />
3,212,577 3,283,928 3,718,536<br />
3,212,577 3,283,928 3,718,536<br />
224<br />
State-Mental Health:<br />
11-590-XXX<br />
11-610-XXX<br />
Human Services Dept<br />
Dept <strong>of</strong> Health Services<br />
3,077,265 3,524,069 3,293,694<br />
3,077,265 3,524,069 3,293,694<br />
226<br />
State-Tuberculosis Control:<br />
11-610-XXX<br />
Dept <strong>of</strong> Health Services<br />
18,808 27,144 26,139<br />
18,808 27,144 26,139<br />
228<br />
State-Health:<br />
11-190-XXX<br />
11-300-XXX<br />
11-590-XXX<br />
11-610-XXX<br />
11-640-XXX<br />
11-660-XXX<br />
Tobacco Tax<br />
Mandated<br />
Human Services Dept<br />
Dept <strong>of</strong> Health Services<br />
Health Realignment<br />
MHSA Capital<br />
145,096<br />
4,897,334<br />
16,980<br />
11,828,353<br />
1,359,135<br />
3,462,554<br />
198,386<br />
646,410<br />
87,354<br />
11,037,189<br />
0<br />
0<br />
150,000<br />
683,994<br />
57,500<br />
8,582,031<br />
0<br />
0<br />
21,709,452 11,969,339 9,473,525<br />
230<br />
State-Agriculture<br />
3,372,580<br />
2,930,675<br />
2,544,149<br />
232<br />
State-Civil Defense<br />
268,433<br />
283,127<br />
223,653<br />
234<br />
State-Construction:<br />
11-160-XXX<br />
Road<br />
2,558,248 9,149,822 4,906,378<br />
2,558,248 9,149,822 4,906,378<br />
236<br />
State-Corrections:<br />
10-010-XXX General<br />
11-300-XXX Mandated<br />
11-400-XXX Public Safety Realignment<br />
12-XXX-XXX Capital Projects<br />
1,474,136<br />
106,861<br />
1,193,375<br />
0<br />
1,251,025<br />
0<br />
0<br />
0<br />
1,163,677<br />
0<br />
0<br />
0<br />
2,774,372 1,251,025 1,163,677<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
224<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
20<br />
240<br />
Intergovernmental Revenues (cont):<br />
State-Disaster Relief:<br />
242<br />
10-010-XXX General<br />
11-160-XXX Road<br />
12-XXX-XXX Capital Projects<br />
State-Veterans' Affairs:<br />
11-590-XXX Human Services Dept<br />
18,447<br />
55,450<br />
12,390<br />
0<br />
0<br />
17,364<br />
21,000<br />
0<br />
243,480<br />
86,287 17,364 264,480<br />
63,162 39,565 60,000<br />
63,162 39,565 60,000<br />
244<br />
State-HOPTR<br />
1,320,374<br />
1,250,692<br />
1,300,000<br />
245<br />
State-Realignment-Sales Tax:<br />
11-400-XXX<br />
11-580-XXX<br />
11-640-XXX<br />
11-650-XXX<br />
Public Safety Realignment<br />
Human Svcs-Realign<br />
Health-Realign<br />
Mental Health-Realign<br />
34,248,350<br />
28,336,806<br />
5,574,242<br />
11,381,420<br />
47,439,670<br />
39,516,757<br />
5,574,242<br />
11,919,141<br />
54,162,974<br />
35,430,153<br />
5,852,955<br />
12,157,524<br />
79,540,818 104,449,810 107,603,606<br />
247<br />
State-Prop 172-Public Safety<br />
34,435,838<br />
36,099,463<br />
37,827,621<br />
248<br />
State-Trial Courts<br />
389,580<br />
399,924<br />
379,918<br />
249<br />
State-Realignment-VLF<br />
17,543,514<br />
17,366,589<br />
18,273,189<br />
250<br />
State-Other:<br />
10-010-XXX General<br />
10-065-XXX ACO Funds<br />
11-160-XXX Road<br />
11-300-XXX Mandated<br />
11-590-XXX Human Services Dept<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
11-660-XXX Mental Health Svcs Act<br />
11-670-XXX PH - Fee Stabilization<br />
12-XXX-XXX Capital Projects<br />
Total State Revenue<br />
3,399,513<br />
0<br />
22,545<br />
6,260,758<br />
442,143<br />
2,540,467<br />
16,243,322<br />
0<br />
117,271<br />
4,190,235<br />
0<br />
0<br />
7,035,683<br />
435,741<br />
3,203,825<br />
16,720,000<br />
0<br />
257,540<br />
3,764,850<br />
0<br />
0<br />
5,596,611<br />
442,143<br />
1,922,757<br />
15,196,000<br />
27,092<br />
1,922,235<br />
29,026,019 31,843,024 28,871,688<br />
297,081,359 321,164,185 322,433,496<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
225<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
20<br />
260<br />
262<br />
264<br />
268<br />
276<br />
278<br />
290<br />
Intergovernmental Revenues (cont):<br />
Fed-Public Assist Admin:<br />
11-590-XXX Human Services Dept<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
12-XXX-XXX Capital Projects<br />
Fed-Public Assist Program:<br />
11-590-XXX Human Services Dept<br />
Fed-Health Admin:<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
Fed-Disaster Relief:<br />
10-010-XXX General<br />
11-160-XXX Road<br />
12-XXX-XXX Capital Projects<br />
Fed-In-Lieu Taxes:<br />
Fed-Other:<br />
10-010-XXX General<br />
11-160-XXX Road<br />
11-300-XXX Mandated<br />
11-590-XXX Human Services Dept<br />
11-600-XXX DCSS-Child Support Enf<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
11-670-XXX PH Fee Stabilization<br />
12-XXX-XXX Capital Projects<br />
Total Federal Revenue<br />
Other Government Agencies:<br />
15,913,828<br />
0<br />
0<br />
18,354,372<br />
0<br />
0<br />
20,358,228<br />
500,000<br />
13,750<br />
15,913,828 18,354,372 20,871,978<br />
8,219,222 8,861,687 9,872,821<br />
8,219,222 8,861,687 9,872,821<br />
0 1,339,709 1,732,316<br />
0 1,339,709 1,732,316<br />
2,513<br />
663,635<br />
2,478<br />
0<br />
59<br />
315,181<br />
0<br />
0<br />
1,527,516<br />
668,626 315,240 1,527,516<br />
14,362 0 0<br />
14,362 0 0<br />
5,248,825<br />
6,847,943<br />
264,904<br />
6,732,196<br />
6,922,672<br />
462,072<br />
0<br />
0<br />
3,948,351<br />
5,438,745<br />
190,955<br />
7,278,820<br />
9,333,343<br />
387,813<br />
0<br />
77,720<br />
3,672,304<br />
14,187,979<br />
193,325<br />
6,751,426<br />
9,556,934<br />
33,300<br />
2,500<br />
614,143<br />
26,478,612 26,655,747 35,011,911<br />
51,294,650 55,526,755 69,016,542<br />
10-010-XXX General<br />
10-065-XXX ACO Funds<br />
11-110-XXX Advertising<br />
11-160-XXX Road<br />
11-300-XXX Mandated<br />
11-590-XXX Human Services Dept<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
12-XXX-XXX Capital Projects<br />
13-XXX-XXX Debt Service<br />
16,618,813<br />
114,654<br />
57,298<br />
3,642,595<br />
107,780<br />
0<br />
1,725,093<br />
1,454,100<br />
2,906,961<br />
19,157,113<br />
60,415<br />
61,000<br />
3,088,450<br />
5,024,174<br />
0<br />
2,067,212<br />
553,940<br />
3,208,466<br />
18,902,981<br />
598,951<br />
114,500<br />
3,058,399<br />
4,383,819<br />
0<br />
2,231,549<br />
5,498,302<br />
3,400,975<br />
Total Other Revenue<br />
26,627,294 33,220,770 38,189,476<br />
20 Total Intergovernmental Revenues 375,003,303 409,911,710 429,639,514<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
226<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
30<br />
300<br />
Charges for Current Services:<br />
Assessment/Tax Coll Fees:<br />
10-010-XXX General<br />
11-300-XXX Mandated<br />
13-XXX-XXX Debt Service<br />
6,850,323<br />
25,256<br />
(5,513)<br />
7,689,511<br />
25,808<br />
0<br />
7,549,328<br />
23,750<br />
33,131<br />
6,870,066 7,715,319 7,606,209<br />
304<br />
Audit/Accounting Fees:<br />
10-010-XXX<br />
11-610-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
3,188,161 3,425,790 4,152,760<br />
176,468 186,971 230,624<br />
3,364,629 3,612,761 4,383,384<br />
306<br />
Communication Services<br />
205,962<br />
241,500<br />
346,400<br />
308<br />
Election Services<br />
422,090<br />
744,406<br />
178,572<br />
310<br />
Legal Services<br />
2,663,802<br />
2,745,049<br />
3,004,855<br />
312<br />
Personnel Services:<br />
10-010-XXX<br />
11-610-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
28<br />
0<br />
0<br />
225<br />
272<br />
50<br />
253 272 50<br />
314<br />
Planning/Engineering Services:<br />
10-010-XXX General<br />
11-160-XXX Road<br />
11-300-XXX Mandated<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
11-670-XXX PH - Fee Stabilization<br />
12-XXX-XXX Capital Projects<br />
2,521,135<br />
1,450<br />
265,337<br />
1,702<br />
0<br />
270<br />
3,618,921<br />
3,986<br />
307,796<br />
8,545<br />
0<br />
0<br />
2,190,212<br />
5,000<br />
337,800<br />
0<br />
9,664<br />
0<br />
2,789,894 3,939,248 2,542,676<br />
318<br />
Agricultural Services:<br />
10-010-XXX<br />
11-610-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
707,890 718,790 723,380<br />
85,641 84,883 84,300<br />
793,531 803,673 807,680<br />
320<br />
Civil Process Service:<br />
10-010-XXX<br />
11-300-XXX<br />
General<br />
Mandated<br />
162,110 132,039 183,052<br />
249,733 158,080 174,807<br />
411,843 290,119 357,859<br />
322<br />
Court Fees/Costs:<br />
10-010-XXX<br />
11-300-XXX<br />
General<br />
Mandated<br />
884,946 866,366 864,509<br />
100,732 120,000 136,500<br />
985,678 986,366 1,001,009<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
227<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
30<br />
324<br />
Charges for Current Services (cont):<br />
Estate Fees:<br />
11-590-XXX<br />
Human Services Dept<br />
92,595 130,626 125,000<br />
92,595 130,626 125,000<br />
326<br />
Humane Services:<br />
10-010-XXX<br />
11-300-XXX<br />
11-610-XXX<br />
General<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
0<br />
217,018<br />
77,887<br />
0<br />
23,168<br />
62,315<br />
0<br />
0<br />
63,000<br />
294,905 85,483 63,000<br />
328<br />
Law Enforcement Services<br />
450,672<br />
448,487<br />
416,765<br />
330<br />
Recording Fees:<br />
10-010-XXX<br />
11-300-XXX<br />
11-610-XXX<br />
General<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
492,872<br />
2,768,235<br />
176,922<br />
602,870<br />
2,931,417<br />
186,359<br />
370,000<br />
3,059,881<br />
175,000<br />
3,438,029 3,720,646 3,604,881<br />
332<br />
Road/Street Services:<br />
10-010-XXX<br />
11-160-XXX<br />
General<br />
Road<br />
779,969 529,064 514,278<br />
1,764,665 1,666,794 1,603,006<br />
2,544,634 2,195,858 2,117,284<br />
334<br />
Health Fees:<br />
10-010-XXX<br />
11-610-XXX<br />
11-670-XXX<br />
General<br />
Dept <strong>of</strong> Health Services<br />
PH - Fee Stabilization<br />
103,215<br />
1,256,376<br />
0<br />
77,423<br />
1,295,404<br />
0<br />
78,206<br />
839,305<br />
653,087<br />
1,359,591 1,372,827 1,570,598<br />
337<br />
Mental Health Services:<br />
11-300-XXX<br />
11-610-XXX<br />
Mandated<br />
Dept <strong>of</strong> Health Services<br />
1,910,175 2,113,434 2,203,957<br />
224,613 235,770 231,688<br />
2,134,788 2,349,204 2,435,645<br />
338<br />
California Childrens Services:<br />
11-610-XXX<br />
Dept <strong>of</strong> Health Services<br />
540 540 0<br />
540 540 0<br />
344<br />
Institutional Care/Services<br />
658,586<br />
582,785<br />
474,300<br />
347<br />
Educational Services<br />
5,998<br />
6,314<br />
5,600<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
228<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
30<br />
350<br />
Charges for Current Services (cont):<br />
Park/Recreation Services:<br />
10-010-XXX<br />
11-300-XXX<br />
General<br />
Mandated<br />
3,072,178 3,307,933 3,148,712<br />
47,522<br />
0 39,000<br />
3,119,700 3,307,933 3,187,712<br />
360<br />
Other Charges for Services:<br />
10-010-XXX General 14,188,118 16,829,176 16,877,558<br />
10-065-XXX ACO Funds 242,162 285,410 143,607<br />
11-160-XXX Road 26 55 50<br />
11-300-XXX Mandated 95,443 97,950 570,897<br />
11-590-XXX Human Services Dept 839,835 955,711 1,072,471<br />
11-610-XXX Dept <strong>of</strong> Health Services 376,378 230,914 177,200<br />
11-670-XXX PH - Fee Stabilization 0 0 269,875<br />
12-XXX-XXX Capital Projects 0 0 0<br />
13-XXX-XXX Debt Service<br />
0 0 0<br />
15,741,962 18,399,216 19,111,658<br />
398<br />
Revenue Applicable to Prior Year:<br />
10-010-XXX General (1,835,614) 193,981 751,489<br />
10-065-XXX ACO Funds 0 0 0<br />
11-110-XXX Advertising 659 5,940 0<br />
11-160-XXX Road 87,797 21,284 0<br />
11-300-XXX Mandated 2,978,842 1,260,165 0<br />
11-590-XXX Human Services Dept 202,415 1,215 57,648<br />
11-600-XXX DCSS-Child Support Enf 13 0 0<br />
11-610-XXX Dept <strong>of</strong> Health Services (101,666) 1,827,872 0<br />
11-640-XXX Health Realignment (278,020) 0 0<br />
11-650-XXX MH Health Realignment (397,356) 0 0<br />
11-660-XXX Mental Health Svcs Act 0 0 0<br />
12-XXX-XXX Capital Projects (25,484) 0 0<br />
13-XXX-XXX Debt Service 0 0 0<br />
631,586 3,310,457 809,137<br />
30 Total Charges for Current Services 48,981,334 56,989,089 54,150,274<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
229<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
40<br />
402<br />
Miscellaneous Revenues:<br />
Other Sales:<br />
10-010-XXX<br />
10-065-XXX<br />
11-160-XXX<br />
11-300-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
General<br />
ACO Funds<br />
Maintenance Division<br />
Mandated<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
1,523,926<br />
368,921<br />
21,055<br />
131,636<br />
0<br />
135,594<br />
1,166,589<br />
481,810<br />
0<br />
117,264<br />
0<br />
130,012<br />
1,265,976<br />
250,000<br />
0<br />
150,559<br />
0<br />
130,399<br />
2,181,132 1,895,675 1,796,934<br />
404<br />
Miscellaneous Revenues:<br />
10-010-XXX General 3,876,330 4,019,408 3,842,996<br />
10-065-XXX ACO Funds 13,718 4,500 5,000<br />
11-110-XXX Advertising 97,416 100,735 101,000<br />
11-160-XXX Road 2,599,569 1,319,914 1,285,000<br />
11-300-XXX Mandated 818,339 489,634 711,141<br />
11-590-XXX Human Services Dept 2,520,725 4,424,912 4,448,000<br />
11-600-XXX DCSS-Child Support Enf 92,846 0 0<br />
11-610-XXX Dept <strong>of</strong> Health Services 976,443 791,579 631,745<br />
11-670-XXX PH - Fee Stabilization 0 0 13,552<br />
12-XXX-XXX Capital Projects 1,795,942 148,188 2,478,873<br />
13-XXX-XXX Debt Service 4,300,382 0 0<br />
17,091,710 11,298,870 13,517,307<br />
40 Total Miscellaneous Revenues 19,272,842 13,194,545 15,314,241<br />
42<br />
421<br />
Administrative Control Accounts<br />
Advances:<br />
11-160-XXX Bridges 643,513 0 0<br />
643,513 0 0<br />
42 Total Administrative Control 643,513 0 0<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
230<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 6<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Additional Financing Sources by Account and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Financing Source Category, Account and Fund<br />
(General Fund Unless Otherwise Indicated)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
46<br />
46X<br />
Other Financing Sources:<br />
Operating/Residual Equity Transfers:<br />
10-010-XXX General<br />
11-160-XXX Road<br />
11-300-XXX Mandated<br />
11-610-XXX Dept <strong>of</strong> Health Services<br />
11-670-XXX Non-Mandated Funds<br />
12-XXX-XXX Capital Projects<br />
8,015,986<br />
854,238<br />
29,528<br />
29,588<br />
0<br />
0<br />
2,197,246<br />
0<br />
74,095<br />
0<br />
0<br />
5,000<br />
2,998,165<br />
0<br />
238,889<br />
0<br />
29,649<br />
53,000<br />
8,929,340 2,276,341 3,319,703<br />
468 Long Term Debt Proceeds:<br />
10-010-XXX General<br />
12-XXX-XXX Capital Projects<br />
106,806 290,968 25,000<br />
0<br />
0 1,289,832<br />
106,806 290,968 1,314,832<br />
46 Total Other Financing Sources* 9,036,146 2,567,309 4,634,535<br />
48<br />
488<br />
Residual Equity Transfers In<br />
Ret - Between Entities - BOS:<br />
11-300-XXX Mandated 415 0 0<br />
48 Total Residual Equity Transfers In 415 0 0<br />
Total All Governmental Funds 724,508,389 760,593,984 766,277,239<br />
*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and <strong>2013</strong>-14 <strong>Recommended</strong> transfers<br />
totalling $110,321,397.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
231<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 7<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Summary <strong>of</strong> Financing Uses by Function and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Summarization By Function:<br />
General/Capital Projects<br />
Public Protection<br />
Public Ways/Facilities<br />
Health/Sanitation<br />
Public Assistance<br />
Education<br />
Recreation/Cultural Services<br />
Debt Service<br />
105,891,967<br />
233,011,724<br />
38,554,731<br />
111,830,768<br />
180,671,129<br />
606,104<br />
12,242,660<br />
15,850,898<br />
130,889,664<br />
249,789,901<br />
42,866,599<br />
135,154,056<br />
191,637,772<br />
680,430<br />
12,956,223<br />
3,559,638<br />
149,402,751<br />
264,233,647<br />
65,198,783<br />
128,782,889<br />
204,631,073<br />
730,172<br />
12,673,788<br />
11,204,056<br />
Total Financing Uses by Function<br />
698,659,981 767,534,283 836,857,159<br />
Appropriations for Contingencies:<br />
10-010-XXX<br />
General<br />
0 250,000 3,500,000<br />
Subtotal Financing Uses<br />
698,659,981 767,784,283 840,357,159<br />
Increases to Fund Balance:<br />
10-010-XXX General 247,353<br />
10-065-XXX ACO Funds 66,859<br />
11-140-XXX Fish/Wildlife 1,300<br />
11-300-XXX Mandated 689,533<br />
11-400-XXX Public Safety Realignment 100<br />
11-640-XXX Health - Realign 19,334<br />
13-XXX-XXX Debt Service<br />
491,800<br />
Total Increases to Fund Balance<br />
0 0 1,516,279<br />
Total Financing Uses 698,659,981 767,784,283 841,873,438<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
232<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 7<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Summary <strong>of</strong> Financing Uses by Function and Fund<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Summarization By Fund:<br />
10-010-XXX<br />
10-020-XXX<br />
10-065-XXX<br />
General<br />
General Reserve<br />
ACO Funds<br />
361,520,858<br />
0<br />
364,662<br />
387,712,747<br />
0<br />
2,728,625<br />
378,488,861<br />
0<br />
3,184,289<br />
10 Total General 361,885,520 390,441,372 381,673,150 0<br />
11-110-XXX<br />
11-140-XXX<br />
11-160-XXX<br />
11-190-XXX<br />
11-300-XXX<br />
11-400-XXX<br />
11-580-XXX<br />
11-590-XXX<br />
11-600-XXX<br />
11-610-XXX<br />
11-640-XXX<br />
11-650-XXX<br />
11-660-XXX<br />
11-670-XXX<br />
Advertising<br />
Fish/Wildlife<br />
Road<br />
Tobacco Tax<br />
Mandated<br />
Public Safety Realignment<br />
Human Svcs-Realign<br />
Human Svcs Dept<br />
DCSS-Child Support Enf<br />
Dept <strong>of</strong> Health Services<br />
Health-Realign<br />
Mental Health-Realign<br />
Mental Health Services Act<br />
Non-Mandated Funds<br />
6,446,988<br />
59,400<br />
38,468,698<br />
187,494<br />
45,651,118<br />
31,013,141<br />
29,033,731<br />
122,959,225<br />
11,277,318<br />
48,687,374<br />
23,126,663<br />
13,847,197<br />
19,708,373<br />
0<br />
7,742,908<br />
26,100<br />
42,693,045<br />
198,656<br />
64,429,621<br />
49,520,223<br />
34,656,743<br />
126,083,196<br />
11,639,282<br />
54,925,778<br />
23,569,502<br />
12,759,961<br />
18,539,052<br />
0<br />
7,902,384<br />
39,650<br />
65,080,621<br />
150,250<br />
82,947,900<br />
55,172,795<br />
36,084,923<br />
131,520,916<br />
14,486,203<br />
47,556,369<br />
23,900,000<br />
12,811,990<br />
18,698,252<br />
4,197,639<br />
11 Total Special Revenue 390,466,720 446,784,067 500,549,892 0<br />
12 Total Capital Projects 14,083,451 9,357,870 32,381,841<br />
13 Total Debt Service 15,850,898 3,559,638 11,695,856<br />
Subtotals 782,286,589 850,142,947 926,300,739 0<br />
XX Operating Transfers* (83,626,608) (82,358,664) (84,427,301)<br />
Total Financing Uses 698,659,981 767,784,283 841,873,438 0<br />
*The following transfers within a fund have been eliminated from the above fund totals: 2011-12 Actuals - $19,941,482, 2012-13 Estimated <br />
$35,633,112, and <strong>2013</strong>-14 <strong>Recommended</strong> - $25,894,096. Transfers between funds are included within the above funds and eliminated here before<br />
consolidating General <strong>County</strong> totals.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
233<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
General:<br />
Legislative/Administrative<br />
Board <strong>of</strong> Supervisors<br />
<strong>County</strong> Administrator<br />
General Services-Admin<br />
05-01-01<br />
05-02-01<br />
05-10-10<br />
2,616,148<br />
2,056,900<br />
798,220<br />
2,683,214<br />
2,141,659<br />
822,459<br />
2,745,520<br />
2,129,133<br />
840,296<br />
Total Legislative/Administrative<br />
5,471,268 5,647,332 5,714,949<br />
Finance<br />
Assessment Appeals Board<br />
Purchasing Agent<br />
Assessor<br />
Administrative Services<br />
Assessor-Prop Char Data<br />
Assessor-Prop Tax Admin<br />
Auditor-Controller<br />
Treasury<br />
Tax Collector<br />
ACTTC-Audit<br />
ACTTC-Administration<br />
05-01-10<br />
05-10-20<br />
10-21-01<br />
10-21-02<br />
10-21-10<br />
10-21-11<br />
10-22-01<br />
10-22-10<br />
10-22-20<br />
10-22-33<br />
10-22-90<br />
69,684<br />
981,462<br />
8,212,183<br />
801,902<br />
14,274<br />
2,653<br />
7,675,711<br />
1,255,272<br />
3,027,060<br />
0<br />
621,741<br />
89,965<br />
912,708<br />
8,441,112<br />
966,893<br />
26,990<br />
0<br />
8,212,391<br />
1,629,288<br />
2,767,672<br />
0<br />
920,622<br />
50,000<br />
1,040,006<br />
8,766,405<br />
0<br />
33,275<br />
83,000<br />
8,984,464<br />
1,451,498<br />
1,996,667<br />
785,473<br />
923,691<br />
Total Finance<br />
Counsel<br />
<strong>County</strong> Counsel<br />
Total Counsel<br />
05-05-01<br />
22,661,942 23,967,641 24,114,479<br />
4,329,427 4,668,571 4,709,255<br />
4,329,427 4,668,571 4,709,255<br />
Human Resources<br />
Human Resources<br />
Human Resources-Training<br />
05-06-01<br />
05-06-10<br />
3,878,667<br />
852<br />
3,658,933<br />
0<br />
4,672,253<br />
0<br />
Total Human Resources<br />
3,879,519 3,658,933 4,672,253<br />
Elections<br />
<strong>County</strong> Clerk<br />
Registrar <strong>of</strong> Voters<br />
05-19-10<br />
05-19-30<br />
510,403<br />
2,736,878<br />
526,072<br />
2,941,597<br />
0<br />
3,891,043<br />
Total Elections<br />
Communications<br />
Communications-Telephone<br />
Total Communications<br />
05-07-17<br />
3,247,281 3,467,669 3,891,043<br />
308,030 312,923 1,242,954<br />
308,030 312,923 1,242,954<br />
Property Management<br />
Energy Division<br />
Real Estate Program<br />
Facilities Operations<br />
<strong>Sonoma</strong> Co Energy Watch<br />
Tidelands Leases Fund<br />
05-10-53<br />
05-10-54<br />
05-10-55<br />
05-10-57<br />
05-10-95<br />
7,026,957<br />
5,655,468<br />
3,695,257<br />
524,154<br />
442,800<br />
7,111,364<br />
4,817,932<br />
3,862,692<br />
956,091<br />
292,682<br />
8,039,311<br />
3,170,746<br />
3,978,838<br />
372,889<br />
304,571<br />
Total Property Management<br />
17,344,636 17,040,761 15,866,355<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
234<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
General (Cont):<br />
Capital Improvements<br />
Capital Improvements<br />
Total Capital Improvements<br />
40-XX-XX 13,699,552 9,357,870 32,381,841<br />
13,699,552 9,357,870 32,381,841<br />
Promotion<br />
Economic Development 15-30-01 1,052,695 1,765,301 1,976,842<br />
Tourism Council 15-30-03 1,659,713 1,929,487 1,929,487<br />
Advertising<br />
35-75-01 1,105,428 1,778,931 1,517,444<br />
Total Promotion<br />
3,817,836 5,473,719 5,423,773<br />
Other General<br />
Insurance 05-06-30 1,297,889 1,419,670 1,590,003<br />
ADA Program 05-06-40 126,430 400,000 400,000<br />
ISD-Administration 05-07-10 21,344 0 60<br />
Applications-Maintenance 05-07-11 3,203,675 3,954,424 2,380,225<br />
Technical Services 05-07-13 4,257,389 6,678,569 4,117,341<br />
Work Group Support 05-07-15 200,928 207,730 202,538<br />
Records 05-07-18 1,464,043 1,478,608 1,347,080<br />
Reprographics 05-07-19 780,992 691,926 499,615<br />
IS Replacement-B 05-07-24 70,000 38,000 92,844<br />
HRMS Fund 05-07-28 632,062 0 0<br />
Architect 05-10-12 416,275 71,914 136,519<br />
Architect-Local Projects 05-10-13 1,072,345 1,101,919 1,063,952<br />
<strong>County</strong> Garage 05-10-60 2,912,436 2,893,249 3,846,235<br />
Co Car Replacement ACO 05-10-61 364,662 2,428,625 1,464,430<br />
Survey Monument Preservation 15-25-69 146,911 35,946 40,500<br />
Pub Educ Govt Access Fees (PEG) 15-37-11 40,936 0 25,000<br />
Employee Benefits 35-76-01 1,567,106 2,348,353 2,275,000<br />
Other General Government 35-77-01 42,415 6,457,356 1,010,689<br />
Other Financing Sources/Uses 35-77-02 570,585 699,289 749,369<br />
Securitization/Endowment A 35-77-04 8,333 0 0<br />
Tobacco Deallocation 35-77-06 1,488 4,006,100 0<br />
Refuse Franchise Fees 35-77-07 0 767,549 785,176<br />
Medical Marijuana 35-77-08 25,974 0 224,026<br />
Assessment Appeals 35-77-09 0 440,680 300,000<br />
Graton Casino Mitigation 35-77-14 0 750,000 750,000<br />
Open Space Spec Tax Account-Measure F<br />
35-77-31 11,908,258 20,424,338 28,085,247<br />
Total Other General<br />
31,132,476 57,294,245 51,385,849<br />
Total General 105,891,967 130,889,664 149,402,751<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
235<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Public Protection:<br />
Judicial<br />
Sheriff-Court Security<br />
D.A.-Criminal<br />
D.A.-Victim Witness<br />
D.A.-Auto Insurance Fraud<br />
D.A.-SLESF<br />
D.A.-Consumer Protection Fund<br />
D.A.-SCATT<br />
D.A.-Family Justice Center<br />
D.A.-FJC-SB635<br />
D.A. Asset Forfeiture<br />
District Attorney Revocation<br />
D.A. Local Law Enforcement Services<br />
Public Defender<br />
Public Defender Revocation<br />
Grand Jury<br />
Courts-Non-Court Operations<br />
Courts-Alternate Public Defender Svcs<br />
Courts-Alternate Dispute Res<br />
20-40-75<br />
20-42-10<br />
20-42-12<br />
20-42-40<br />
20-42-50<br />
20-42-60<br />
20-42-70<br />
20-42-80<br />
20-42-85<br />
20-42-90<br />
20-42-95<br />
20-42-96<br />
20-45-01<br />
20-45-10<br />
20-48-01<br />
20-51-40<br />
20-51-60<br />
20-51-92<br />
387,285<br />
16,452,093<br />
1,379,140<br />
53,586<br />
7,504<br />
447,567<br />
432,865<br />
373,766<br />
72,630<br />
29,184<br />
0<br />
141,696<br />
8,934,517<br />
0<br />
66,952<br />
8,488,403<br />
2,828,220<br />
96,673<br />
523,541<br />
17,278,492<br />
1,520,939<br />
53,586<br />
0<br />
470,230<br />
409,690<br />
385,752<br />
89,259<br />
29,184<br />
0<br />
114,749<br />
9,240,349<br />
0<br />
67,818<br />
8,518,204<br />
2,602,083<br />
160,600<br />
324,214<br />
17,651,485<br />
1,545,352<br />
0<br />
0<br />
685,361<br />
444,149<br />
537,604<br />
66,211<br />
10,000<br />
66,000<br />
114,749<br />
9,382,631<br />
179,097<br />
76,952<br />
8,530,558<br />
2,602,084<br />
183,562<br />
Total Judicial<br />
40,192,081 41,464,476 42,400,009<br />
Police Protection<br />
Sheriff-Admin 20-40-10 6,359,473 5,926,879 6,404,562<br />
Law Enforcement-Admin 20-40-12 2,425,989 2,663,186 3,047,561<br />
Sheriff-Revenue Tracking Fund 20-40-14 468,674 0 0<br />
Sheriff-Dispatch 20-40-20 3,981,553 3,948,601 4,221,456<br />
Sheriff-Radio 20-40-25 1,459,525 1,973,332 2,280,804<br />
Sheriff-Helicopter 20-40-30 1,106,662 1,596,579 1,443,073<br />
Sheriff-Civil 20-40-40 660,581 630,506 728,087<br />
Sheriff-Marine Unit 20-40-45 1,139,388 750,174 869,361<br />
Sheriff-Patrol 20-40-50 25,862,411 27,492,418 28,553,541<br />
Sheriff-Windsor 20-40-55 4,494,731 4,760,950 4,826,581<br />
Sheriff-<strong>Sonoma</strong> 20-40-56 2,992,916 3,188,198 3,259,644<br />
Sheriff-Investigation 20-40-60 7,109,357 7,701,951 7,139,364<br />
Sheriff-Services-Records 20-40-70 1,818,991 2,016,492 1,948,611<br />
Sheriff Trial Court Security 20-40-83 6,292,739 7,094,892 7,272,665<br />
Shf Local Law Enf Svc St Cops 20-40-84 187,260 100,000 100,000<br />
Shf Local Law Enf Svc Cal-Ema 20-40-85 198,357 224,914 224,914<br />
Shf Local Comm Corp AB 109 (LED) 20-40-86 161,000 212,390 217,486<br />
JAG 20-40-87 246,043 2,253 0<br />
Sheriff-DMV ID Fee 20-40-89 299,269 1,105,866 1,329,553<br />
Sheriff-SLESF 20-40-91 28,396 0 0<br />
Sheriff - Fed Forf - DOJ 20-40-93 0 31,700 0<br />
Sheriff-Training<br />
20-40-94 229,061 837,689 896,809<br />
Total Police Protection<br />
67,522,376 72,258,970 74,764,072<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
236<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Public Protection (Cont):<br />
Detention & Correction<br />
Sheriff-Transportation 20-40-76<br />
Detention-North <strong>County</strong> Detention Facility 20-41-20<br />
Detention-Main Jail 20-41-30<br />
Detention-Administration 20-41-50<br />
Detention-Jail Industries 20-41-60<br />
Detention-SLESF 20-41-61<br />
Detention-Training 20-41-70<br />
Shf Local Law Enf Svc Booking 20-41-75<br />
Shf Local Law Enf Svc St Cops 20-41-76<br />
Shf Local Comm Corr AB 109 (DD) 20-41-77<br />
Adult Supervision 20-43-10<br />
Probation-Juvenile Supervision 20-43-11<br />
Probation-Administration 20-43-12<br />
Prob - Adult Realignment 20-43-13<br />
Probation-Juvenile Grant Funds 20-43-14<br />
Adult Investigations 20-43-15<br />
Juvenile Investigations 20-43-16<br />
Jail Programs 20-43-40<br />
JJCPA 20-43-92<br />
Probation-CCPIF 20-43-93<br />
Probation Services AB 109 20-43-94<br />
Prob - Youthful Offender Block Grant 20-43-95<br />
Prob - Juv Probation & Camp Funding 20-43-96<br />
Prob - Juv Justice Crime Prevent A 20-43-97<br />
Juvenile Halls 20-44-20<br />
Probation Camp 20-44-30<br />
Sierra Youth Center 20-44-40<br />
Supervised Adult Crews 20-44-60<br />
Probation-SAC Ops & Replacement 20-44-70<br />
Prob-Juvenile Funds 20-44-80<br />
1,293,883<br />
5,595,846<br />
31,204,906<br />
14,462,696<br />
104,881<br />
7,504<br />
0<br />
0<br />
141,696<br />
863,859<br />
7,241,173<br />
4,497,119<br />
3,242,735<br />
(1,674)<br />
71,611<br />
0<br />
0<br />
1,087,918<br />
222,743<br />
280,200<br />
1,390,589<br />
563,522<br />
1,600,686<br />
848,347<br />
12,621,433<br />
1,780,026<br />
1,707,661<br />
848,223<br />
1,024,605<br />
716,855<br />
1,188,688<br />
5,262,818<br />
28,172,727<br />
16,973,298<br />
125,491<br />
0<br />
115,584<br />
1,582,132<br />
100,000<br />
2,652,669<br />
7,203,922<br />
4,368,997<br />
3,883,412<br />
3,103<br />
47,857<br />
0<br />
0<br />
436,216<br />
0<br />
623,671<br />
5,637,102<br />
1,211,105<br />
2,001,522<br />
1,501,712<br />
12,953,515<br />
1,876,209<br />
917,354<br />
926,152<br />
784,783<br />
0<br />
1,333,696<br />
5,189,615<br />
29,779,170<br />
17,708,317<br />
122,250<br />
0<br />
382,962<br />
791,066<br />
110,000<br />
3,731,934<br />
5,591,786<br />
2,553,373<br />
3,730,317<br />
(4,720)<br />
50,003<br />
2,310,931<br />
2,307,176<br />
0<br />
0<br />
726,524<br />
7,097,826<br />
1,415,924<br />
2,315,588<br />
1,585,115<br />
13,741,570<br />
1,889,700<br />
0<br />
759,747<br />
1,521,190<br />
0<br />
Total Detention & Correction<br />
93,419,043 100,550,039 106,741,060<br />
Protection Inspection<br />
Agricultural Commissioner 30-70-10 5,030,334 4,308,457 4,000,166<br />
Sealer Weights & Measures 30-70-20 867,700 893,652 887,767<br />
W & M Transaction Verification 30-70-21<br />
1,122 3,440 5,100<br />
Total Protection Inspection<br />
5,899,156 5,205,549 4,893,033<br />
Other Protection<br />
Co Ctr Parking Enforce 05-10-90 67,727 84,470 158,865<br />
Recorder-Modernization 10-24-10 206,269 286,619 4,461,177<br />
Recorder-Micrographics 10-24-20 44,405 84,045 61,148<br />
Clerk/Recorder VRIP 10-24-30 13,472 31,358 33,925<br />
Social Security Truncation Prog 10-24-40 45,000 0 16,000<br />
Recorder-Operations Fund 10-24-50 1,730,252 1,639,727 2,378,260<br />
<strong>County</strong> Clerk Operations Fund 10-24-60 0 0 808,018<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
237<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Public Protection (Cont):<br />
Other Protection (Cont)<br />
PRMD-Administration<br />
ARM-Mitigation Fund<br />
PRMD Planning Admin Fund<br />
Sheriff-Coroner<br />
Animal Care & Control<br />
ACC-Pub Educ Fund<br />
Animal Welfare Fund<br />
Fish & Wildlife<br />
Abalone Preservation Fund<br />
Emergency Svcs-Hazardous Materials<br />
Emergency Management<br />
Emergency Mgmt-Oper Area Grants<br />
Hazardous Materials Fund<br />
15-25-01<br />
15-25-49<br />
15-25-70<br />
20-40-80<br />
24-64-35<br />
24-68-35<br />
24-68-36<br />
30-70-30<br />
30-70-31<br />
35-79-20<br />
35-79-30<br />
35-79-31<br />
35-79-50<br />
14,366,982<br />
0<br />
91,504<br />
2,025,122<br />
3,729,802<br />
40,556<br />
16,337<br />
58,550<br />
850<br />
8,353<br />
828,981<br />
1,348,430<br />
1,356,476<br />
16,951,662<br />
79,719<br />
157,431<br />
2,140,449<br />
4,309,410<br />
34,133<br />
20,098<br />
25,600<br />
500<br />
0<br />
1,417,869<br />
1,565,906<br />
1,481,871<br />
17,312,290<br />
33,445<br />
334,966<br />
2,138,952<br />
4,651,489<br />
12,899<br />
172,724<br />
38,000<br />
350<br />
0<br />
941,127<br />
420,171<br />
1,461,667<br />
Total Other Protection<br />
25,979,068 30,310,867 35,435,473<br />
Total Public Protection 233,011,724 249,789,901 264,233,647<br />
Public Ways/Facilities:<br />
Public Ways<br />
Road Department<br />
Public Works-Special Projects<br />
Public Works-District Formation<br />
Public Works-Water Systems<br />
15-35-XX<br />
15-37-01<br />
15-37-02<br />
15-37-03<br />
38,426,732<br />
122,403<br />
3,127<br />
2,469<br />
42,693,045<br />
135,692<br />
2,675<br />
35,187<br />
65,051,483<br />
135,692<br />
4,554<br />
7,054<br />
Total Public Ways<br />
38,554,731 42,866,599 65,198,783<br />
Total Public Ways/Facilities 38,554,731 42,866,599 65,198,783<br />
Health/Sanitation:<br />
Health<br />
HS-Administration 24-61-10 882,803 463,773 612,262<br />
PH-Environmental Health 24-64-05 4,939,348 5,144,171 1,243,967<br />
PH-Program Support 24-64-10 822,703 1,158,025 1,836,357<br />
PH-Access to Health Care 24-64-15 718,947 718,947 718,947<br />
PH-Disease Control & Surv 24-64-20 2,123,192 2,855,507 1,993,853<br />
PH-Prevention & Planning 24-64-21 2,660,663 0 0<br />
PH-MCH 24-64-30 3,167,829 3,264,359 4,161,271<br />
PH-WIC 24-64-40 2,504,349 2,600,961 2,610,260<br />
PH-HIV Prevention & Care 24-64-50 59,369 0 0<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
238<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Health/Sanitation (Cont):<br />
Health (Cont)<br />
PH-Juv Prob Health Svcs<br />
PH-Special Clinical Services<br />
PH-EMS<br />
PH-Childrens Medical Services<br />
PH-Clinical Lab<br />
PH-PH Preparedness<br />
PH-Revenue<br />
MH-Program Support<br />
MH-Psych Emergency Svcs<br />
MH-Adult Services<br />
MH-Youth & Family Services<br />
MH-Mental Health Svcs Act<br />
MH-MHSA One-Time Costs<br />
BH-AODS-Program Support<br />
BH-AODS-Treatment & Case Mgmt<br />
MH-Revenue<br />
Health Policy, Planning & Evaluation<br />
Healthy Communities<br />
HPPE Revenue<br />
P&P-TT-Education<br />
P&P-Children & Families First<br />
PH-EMS Fund<br />
PH-SB 1773<br />
EH-Solid Waste-EAG<br />
PH-Fee Stabilization Fund<br />
P&P-Child Safety Seats<br />
MHSA CSS<br />
MHSA Cap/Tech<br />
MHSA Early Planning<br />
MHSA-Educ/Training<br />
MHSA-Innovation<br />
AOD Memorial Fund<br />
MH-Interim Fund<br />
PH-PHER<br />
PH-HPP<br />
PH-HPP-H1N1<br />
Health Realign-Operating<br />
Health Services - Drug Court<br />
Health Services - Drug Medi-Cal<br />
Health Services - Non Drug Medi-Ca<br />
Behavioral Health<br />
MH Realign-Operating<br />
AODS-JAG Funds<br />
AODS-DUI Program<br />
PH-Vital Statistics Fund<br />
PH-Bioterrorism Program<br />
Medical System Expansion<br />
24-64-65<br />
24-64-66<br />
24-64-70<br />
24-64-75<br />
24-64-80<br />
24-64-85<br />
24-64-90<br />
24-65-10<br />
24-65-21<br />
24-65-30<br />
24-65-31<br />
24-65-50<br />
24-65-51<br />
24-65-61<br />
24-65-62<br />
24-65-90<br />
24-67-05<br />
24-67-10<br />
24-67-90<br />
24-68-15<br />
24-68-16<br />
24-68-20<br />
24-68-21<br />
24-68-30<br />
24-68-31<br />
24-68-40<br />
24-68-42<br />
24-68-43<br />
24-68-44<br />
24-68-45<br />
24-68-46<br />
24-68-61<br />
24-68-65<br />
24-68-67<br />
24-68-68<br />
24-68-69<br />
24-68-71<br />
24-68-76<br />
24-68-77<br />
24-68-78<br />
24-68-79<br />
24-68-81<br />
24-68-88<br />
24-68-90<br />
24-68-94<br />
24-68-98<br />
24-68-99<br />
22,425<br />
228,927<br />
845,147<br />
4,887,477<br />
1,008,543<br />
102,557<br />
(6,925,281)<br />
2,700,835<br />
7,860,151<br />
7,656,427<br />
9,341,499<br />
3,439,594<br />
1,299,746<br />
1,105,198<br />
7,122,292<br />
(13,847,197)<br />
0<br />
0<br />
0<br />
187,494<br />
4,922,316<br />
301,089<br />
586,417<br />
0<br />
0<br />
5,975<br />
10,585,004<br />
2,817,387<br />
4,704,954<br />
344,566<br />
1,256,462<br />
50<br />
9,175<br />
41,229<br />
217,860<br />
0<br />
22,326,663<br />
317,687<br />
1,030,878<br />
147,381<br />
0<br />
13,847,197<br />
64,786<br />
1,955,425<br />
40,360<br />
622,039<br />
770,831<br />
24,000<br />
260,586<br />
807,627<br />
5,375,101<br />
1,131,967<br />
90,643<br />
(7,421,037)<br />
2,822,881<br />
7,609,473<br />
9,343,800<br />
8,829,189<br />
4,581,519<br />
1,231,909<br />
319,803<br />
8,004,514<br />
(12,759,961)<br />
1,326,758<br />
2,601,824<br />
0<br />
198,656<br />
15,433,888<br />
294,926<br />
608,962<br />
51,405<br />
0<br />
11,108<br />
11,027,767<br />
1,988,678<br />
4,649,608<br />
872,999<br />
0<br />
16,172<br />
7,388<br />
0<br />
382,432<br />
81<br />
22,569,502<br />
42,210<br />
657,631<br />
26,683<br />
7,432,729<br />
12,759,961<br />
3,110<br />
2,074,664<br />
40,360<br />
796,944<br />
2,819,853<br />
13,806<br />
302,532<br />
943,722<br />
5,974,098<br />
1,175,067<br />
87,083<br />
(7,672,856)<br />
2,873,357<br />
6,228,203<br />
8,898,708<br />
7,499,885<br />
2,804,408<br />
1,024,908<br />
345,841<br />
7,763,755<br />
(12,811,990)<br />
2,790,206<br />
2,964,788<br />
(1,771,818)<br />
150,250<br />
7,631,299<br />
312,302<br />
652,486<br />
24,372<br />
4,197,639<br />
15,377<br />
12,638,701<br />
809,891<br />
3,442,780<br />
222,035<br />
1,584,845<br />
9,766<br />
15,000<br />
0<br />
382,910<br />
0<br />
23,880,666<br />
0<br />
0<br />
0<br />
7,910,525<br />
12,811,990<br />
0<br />
2,267,041<br />
45,000<br />
664,443<br />
6,502,951<br />
Total Health<br />
111,830,768 135,154,056 128,782,889<br />
Total Health/Sanitation 111,830,768 135,154,056 128,782,889<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
239<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Public Assistance:<br />
Administration<br />
Discretionary General Fund<br />
WP-Realignment<br />
WP-Adoptions<br />
WP-Case Service<br />
WP-Adult Other Case Services<br />
WP-IHSS & Public Authority<br />
WP-Refugees<br />
WP-Wraparound<br />
Human Svcs Realign-Operating<br />
Cal Works MOE<br />
Human Services AB 118<br />
Program Admin<br />
V M Childrens Center<br />
Human Svcs Grant Programs<br />
23-50-53<br />
23-52-10<br />
23-52-20<br />
23-52-30<br />
23-52-31<br />
23-52-32<br />
23-52-40<br />
23-52-96<br />
23-58-11<br />
23-58-12<br />
23-58-56<br />
23-59-01<br />
23-59-06<br />
23-59-08<br />
235,620<br />
(17,139,969)<br />
3,812,726<br />
2,214,882<br />
187,201<br />
15,513,583<br />
22,220<br />
2,312,602<br />
19,479,108<br />
9,554,623<br />
17,127,444<br />
75,679,487<br />
6,321,536<br />
0<br />
353,270<br />
(19,787,505)<br />
3,411,799<br />
1,782,642<br />
187,891<br />
15,801,203<br />
26,373<br />
3,800,000<br />
26,682,069<br />
7,974,674<br />
18,927,496<br />
80,404,470<br />
6,458,104<br />
293,551<br />
353,270<br />
(19,787,505)<br />
3,727,388<br />
1,821,749<br />
192,380<br />
15,801,203<br />
36,145<br />
3,800,000<br />
25,590,854<br />
10,494,069<br />
22,039,806<br />
87,012,621<br />
6,872,751<br />
349,040<br />
Total Administration<br />
135,321,063 146,316,037 158,303,771<br />
Aid Programs<br />
WP-Foster Care<br />
WP-TANF<br />
Dependent Child Fund<br />
23-52-60<br />
23-52-80<br />
23-58-54<br />
16,020,572<br />
10,369,386<br />
37,791<br />
15,370,285<br />
12,279,039<br />
119,785<br />
17,066,843<br />
7,562,226<br />
145,955<br />
Total Aid Programs<br />
General Relief<br />
WP-General Assistance<br />
Total General Relief<br />
Veterans Services<br />
Veterans Services<br />
Total Veterans Services<br />
23-52-70<br />
23-59-04<br />
26,427,749 27,769,109 24,775,024<br />
960,259 969,013 820,165<br />
960,259 969,013 820,165<br />
440,619 503,072 621,395<br />
440,619 503,072 621,395<br />
Other Assistance<br />
Program Administration<br />
Area Agency on Aging (AAA)<br />
Senior Services-MSSP<br />
Human Svcs Grant Programs<br />
PA/PG/PC<br />
Human Services Commission<br />
DCSS-Child Support Enforcement<br />
23-59-01<br />
23-59-02<br />
23-59-03<br />
23-59-08<br />
23-59-09<br />
23-59-12<br />
25-60-02<br />
1,302,261<br />
2,568,082<br />
832,829<br />
243,876<br />
1,142,627<br />
154,446<br />
11,277,318<br />
(142,000)<br />
2,581,238<br />
897,277<br />
0<br />
969,025<br />
135,719<br />
11,639,282<br />
0<br />
2,916,873<br />
1,217,971<br />
0<br />
1,336,671<br />
153,000<br />
14,486,203<br />
Total Other Assistance<br />
17,521,439 16,080,541 20,110,718<br />
Total Public Assistance 180,671,129 191,637,772 204,631,073<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
240<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 8<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Financing Uses by Function, Activity and <strong>Budget</strong> Unit<br />
Governmental Funds<br />
Fiscal Year <strong>2013</strong>-14<br />
Description<br />
(Function, Activity and <strong>Budget</strong> Unit)<br />
(1)<br />
Actual<br />
2011-12<br />
(2)<br />
Estimated<br />
2012-13<br />
(3)<br />
<strong>Recommended</strong><br />
<strong>2013</strong>-14<br />
(4)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
<strong>2013</strong>-14<br />
(5)<br />
Education:<br />
Agricultural Education<br />
Agricultural Extension<br />
Total Agricultural Education<br />
30-71-01 606,104 680,430 730,172<br />
606,104 680,430 730,172<br />
Total Education 606,104 680,430 730,172<br />
Recreation/Cultural Services:<br />
Recreation Facilities<br />
Regional Parks Ops & Maintenance<br />
Park Planning<br />
Recreation, Health & Education<br />
Business Strategy & Development<br />
Spring Lake Park<br />
Reg Parks Restricted Donations<br />
15-32-10<br />
15-32-11<br />
15-32-12<br />
15-32-13<br />
15-32-20<br />
15-32-52<br />
7,778,541<br />
166,203<br />
625,724<br />
331,783<br />
2,137,314<br />
25,000<br />
8,605,622<br />
268,383<br />
893,180<br />
59,491<br />
2,311,953<br />
0<br />
8,513,211<br />
313,824<br />
1,024,781<br />
74,127<br />
2,172,591<br />
44,940<br />
Total Recreation Facilities<br />
11,064,565 12,138,629 12,143,474<br />
Veterans Memorial Buildings<br />
Veterans/Community Buildings<br />
Veterans/Community Buildings<br />
05-10-25<br />
15-32-30<br />
0<br />
1,178,095<br />
817,594<br />
0<br />
530,314<br />
0<br />
Total Veterans Memorial Buildings<br />
1,178,095 817,594 530,314<br />
Total Recreation/Cultural Services 12,242,660 12,956,223 12,673,788<br />
Debt Service:<br />
Retirement <strong>of</strong> Long-Term Debt<br />
Retirement <strong>of</strong> Long-Term Debt<br />
Total Retirement <strong>of</strong> Long-Term Debt<br />
35-XX-XX 15,850,898 3,559,638 11,204,056<br />
15,850,898 3,559,638 11,204,056<br />
Total Debt Service 15,850,898 3,559,638 11,204,056<br />
Grand Total Financing Uses by Function* 698,659,981 767,534,283 836,857,159<br />
*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and <strong>2013</strong>-14 <strong>Recommended</strong> transfers<br />
totalling $110,321,397.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
241<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 12<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Special Districts and Other Agencies Summary<br />
Fiscal Year <strong>2013</strong>-14<br />
Total Financing Sources<br />
Total Financing Uses<br />
District Name<br />
(1)<br />
Unallocated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases to<br />
Fund Balance<br />
(3)<br />
Additional<br />
Financing<br />
Sources<br />
(4)<br />
Total<br />
Financing<br />
Sources<br />
(5)<br />
Financing<br />
Uses<br />
(6)<br />
Increases to<br />
Fund Balance<br />
(7)<br />
Total<br />
Financing<br />
Uses<br />
(8)<br />
<strong>County</strong> Service Areas:<br />
50-049-XXX #40-Fire Services<br />
51-XXX-XXX #41-Lighting<br />
51-035-XXX #41-Parks-<strong>Sonoma</strong> Valley<br />
0<br />
0<br />
0<br />
451,151<br />
88,157<br />
40,447<br />
5,653,025<br />
767,796<br />
195,036<br />
6,104,176<br />
855,953<br />
235,483<br />
6,104,176<br />
783,461<br />
235,483<br />
72,492<br />
6,104,176<br />
855,953<br />
235,483<br />
Total <strong>County</strong> Service Areas<br />
50-043-000 Rio Nido GHAD<br />
0 579,755 6,615,857 7,195,612 7,123,120 72,492 7,195,612<br />
0 9,292 708 10,000 10,000 10,000<br />
50-045-XXX No Air Poll Control 0 746,035 1,924,671 2,670,706 2,670,706 2,670,706<br />
50-XXX-XXX Lighting Districts 0 0 0<br />
50-XXX-XXX Community Facilities 0 245,900 245,900 245,900 245,900<br />
50-XXX-XXX Permanent Road Districts<br />
0 138,418 57,229 195,647 195,647 195,647<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General Fund 0 2,057,049 5,763,798 7,820,847 7,820,847 7,820,847<br />
52-720-300 Spring Lake Park 0 3,292 2,100,661 2,103,953 2,103,953 2,103,953<br />
52-720-500 Waste/Recycled Wat Loan 0 3,705 3,705 3,705 3,705<br />
52-720-800 Sustainability Fund 0 80,825 2,103,575 2,184,400 2,184,400 2,184,400<br />
53-730-XXX Special Revenue Funds 0 2,584,120 12,845,346 15,429,466 15,429,466 15,429,466<br />
54-740-200 Warm Springs Dam-DS<br />
0 6,223,823 61,750 6,285,573 6,285,573 6,285,573<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency<br />
50-930-000 IHSS Public Authority<br />
0 10,949,109 22,878,835 33,827,944 33,824,239 3,705 33,827,944<br />
0 1,231,860 1,231,860 1,231,860 1,231,860<br />
50-950-XXX So Co Library-Jt Powers 0 1,182,211 15,299,412 16,481,623 16,468,398 13,225 16,481,623<br />
50-960-XXX<br />
So Co Ag Pres/OSD<br />
0 104,477 29,282,242 29,386,719 28,504,638 882,081 29,386,719<br />
Community Development:<br />
65-XXX-XXX Community Development 0 1,819,886 36,785,161 38,605,047 38,605,047 38,605,047<br />
66-XXX-XXX Redevelopment-Set Asides<br />
0 0 0<br />
Total Community Development<br />
0 1,819,886 36,785,161 38,605,047 38,605,047 0 38,605,047<br />
Total Special Districts & Other Agencies 0 15,529,183 114,321,875 129,851,058 128,879,555 971,503 129,851,058<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
242<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 13<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Fund Balance-Special Districts and Other Agencies<br />
Fiscal Year <strong>2013</strong>-14<br />
Less: Obligated Fund Balance<br />
Fund Name<br />
(1)<br />
Total<br />
Estimated<br />
Fund Balance<br />
June 30, <strong>2013</strong><br />
(2)<br />
Nonspendable<br />
(3)<br />
Restricted<br />
(4)<br />
Committed<br />
(5)<br />
Assigned<br />
(6)<br />
Less:<br />
Unassigned<br />
Fund Balance<br />
(7)<br />
Total<br />
Unallocated<br />
Fund Balance<br />
June 30, <strong>2013</strong><br />
(8)<br />
<strong>County</strong> Service Areas:<br />
50-049-XXX #40-Fire Services<br />
51-XXX-XXX #41-Lighting<br />
51-035-XXX #41-Parks-<strong>Sonoma</strong> Valley<br />
2,914,977<br />
303,578<br />
322,566<br />
2,914,977<br />
303,578<br />
322,566<br />
0<br />
0<br />
0<br />
Total <strong>County</strong> Service Areas<br />
50-043-000 Rio Nido GHAD<br />
3,541,121 0 3,541,121 0 0 0 0<br />
109,522 109,522 0<br />
50-045-XXX No Air Poll Control 2,885,685 2,885,685 0<br />
50-XXX-XXX Lighting Districts 6,197,648 6,197,648 0<br />
50-XXX-XXX Community Facilities 59,094 59,094 0<br />
50-XXX-XXX Permanent Road Districts<br />
686,642 686,642 0<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General Fund 7,269,433 7,269,433 0<br />
52-720-300 Spring Lake Park 1,519,271 1,519,271 0<br />
52-720-500 Waste/Recycled Water 584,731 584,731 0<br />
52-720-800 Sustainability Fund 202,822 202,822 0<br />
53-730-XXX Special Revenue Funds 18,432,446 18,432,446 0<br />
54-740-200 Warm Springs Dam-DS 8,212,397 8,212,397 0<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency<br />
50-930-000 IHSS Public Authority<br />
36,221,100 0 36,221,100 0 0 0 0<br />
451,599 451,599 0<br />
50-950-XXX So Co Library-Jt Powers 7,913,218 7,913,218 0<br />
50-960-XXX So Co Ag Pres/OSD 19,131,855 19,131,855 0<br />
65-XXX-XXX Community Development 5,481,463 5,481,463 0<br />
0<br />
Total Special Districts & Other Agencies 82,678,947 0 82,678,947 0 0 0 0<br />
*Fund Balance Component Definitions (encumbrances are excluded):<br />
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.<br />
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.<br />
3) Committed - Formal action required by the Board <strong>of</strong> Supervisors.<br />
4) Assigned - Set aside for intended use by Board <strong>of</strong> Supervisors or designated body or <strong>of</strong>ficial.<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
243<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies<br />
Fiscal Year <strong>2013</strong>-14<br />
District Name<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
<strong>County</strong> Service Areas:<br />
50-049-100 #40-Fire Services<br />
50-049-100 #40-Fire Services-Equip<br />
50-049-200 #40-Dry Creek<br />
50-049-300 #40-Sea Ranch<br />
50-049-400 #40-Fitch Mountain<br />
50-049-700 #40-Wilmar<br />
2,340,340<br />
10,000<br />
144,821<br />
237,466<br />
125,672<br />
56,678<br />
254,400<br />
91,951<br />
104,800<br />
2,085,940<br />
10,000<br />
144,821<br />
145,515<br />
20,872<br />
56,678<br />
Subtotal CSA #40<br />
2,914,977 451,151 0 0 0 2,463,826<br />
51-003-000 #41-Light-Roseland<br />
51-004-000 #41-Light-Meadowlark<br />
51-031-310 #41-Light-A.L.W.-Z5<br />
51-035-000 #41-Parks-<strong>Sonoma</strong> Vly<br />
51-035-210 #41-Parks-SV-Ernie Smith<br />
51-035-220 #41-Parks-SV-Larson<br />
51-036-010 #41-Light-ABC<br />
51-050-XXX #41-Lighting Services<br />
171,462<br />
18,283<br />
25,696<br />
288,118<br />
34,040<br />
408<br />
88,137<br />
6,197,648<br />
40,039<br />
408<br />
88,157<br />
27,929<br />
308<br />
27,427<br />
16,828<br />
199,391<br />
18,591<br />
53,123<br />
248,079<br />
34,040<br />
0<br />
104,965<br />
6,109,491<br />
Subtotal CSA #41<br />
Total <strong>County</strong> Service Areas<br />
6,823,792 128,604 0 72,492 0 6,767,680<br />
9,738,769 579,755 0 72,492 0 9,231,506<br />
Hazardous Abatement:<br />
50-043-000 Rio Nido GHAD<br />
Total Hazardous Abatement<br />
109,522 9,292 100,230<br />
109,522 9,292 0 0 0 100,230<br />
Air Pollution Control:<br />
50-045-000 No Air Poll Control<br />
50-045-010 NSCAPCD-VPMP<br />
50-045-040 NSCAPCD-DMV Moyer<br />
50-045-050 NSCAPCD-Carl Moyer<br />
50-045-100 NSCAPCD-GAMP<br />
50-045-300 NSCAPCD-Community Prog<br />
1,104,446<br />
650,415<br />
689,943<br />
117,170<br />
144,500<br />
179,211<br />
244,457<br />
218,146<br />
79,869<br />
116,201<br />
38,477<br />
48,885<br />
859,989<br />
432,269<br />
610,074<br />
969<br />
106,023<br />
130,326<br />
Total Air Pollution Control<br />
2,885,685 746,035 0 0 0 2,139,650<br />
Community Facilities:<br />
50-082-001 CFD #4 Wilmar<br />
50-083-001 CFD #5 Dry Creek<br />
50-084-001 CFD #7 Mayacamas<br />
10,424<br />
10,832<br />
37,838<br />
10,424<br />
10,832<br />
37,838<br />
Total Community Facilities<br />
59,094 0 0 0 0 59,094<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
244<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies<br />
Fiscal Year <strong>2013</strong>-14<br />
District Name<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
Permanent Roads:<br />
50-09X-000 Permanent Roads<br />
50-097-000 Canon Manor Maint/Oper<br />
150,275<br />
536,367<br />
3,862<br />
134,556<br />
146,413<br />
401,811<br />
Total Permanent Roads<br />
686,642 138,418 0 0 0 548,224<br />
<strong>Sonoma</strong> <strong>County</strong> Water Agency:<br />
52-720-100 General 7,194,433 2,057,049 5,137,384<br />
52-720-100 General-Contingencies 75,000 75,000<br />
52-720-300 Spring Lake Park 1,519,271 3,292 1,515,979<br />
52-720-500 Waste/Recycled Wat Loan 584,731 3,705 588,436<br />
52-720-800 Sustainability Fund 202,822 80,825 121,997<br />
53-730-200 Laguna Mark (1A) 3,372,227 414,129 2,958,098<br />
53-730-300 Petaluma (2A) 6,318,172 599,058 5,719,114<br />
53-730-400 Vly <strong>of</strong> the Moon (3A) 2,633,730 469,248 2,164,482<br />
53-730-500 Low Russ Riv (5A) 1,430,017 355,386 1,074,631<br />
53-730-600 North Coast (7A) 71,224 9,740 61,484<br />
53-730-700 South Coast (8A) 1,996,333 87,448 1,908,885<br />
53-730-800 Warm Springs Dam 2,610,743 649,111 1,961,632<br />
54-740-200 Warm Springs Dam-DS<br />
8,212,397 6,223,823 1,988,574<br />
Total <strong>Sonoma</strong> <strong>County</strong> Water Agency<br />
36,221,100 10,949,109 0 3,705 0 25,275,696<br />
IHSS Public Authority:<br />
50-930-000 IHSS Public Authority<br />
Total IHSS Public Authority<br />
451,599 451,599<br />
451,599 0 0 0 0 451,599<br />
<strong>Sonoma</strong> <strong>County</strong> Library:<br />
50-950-010 JP-So Co Library 939,761 939,761 0<br />
50-950-010 JP-So Co Library-Equip 380,342 380,342<br />
50-950-010 JP-Self Check Systems 1,201,823 1,201,823<br />
50-950-010 JP-Branch Improvements 2,085,507 2,085,507<br />
50-950-120 Gifts & Donations 697,587 48,050 649,537<br />
50-950-130 Library Branch Projects 1,886,237 185,400 1,700,837<br />
50-950-140 Cromwell Bequest 708,802 9,000 699,802<br />
50-950-150 Wine Library<br />
13,159 13,225 26,384<br />
Total <strong>Sonoma</strong> <strong>County</strong> Library<br />
7,913,218 1,182,211 0 13,225 0 6,744,232<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
245<br />
State Financial Schedules
State Controller Schedules <strong>County</strong> <strong>of</strong> <strong>Sonoma</strong> Schedule 14<br />
<strong>County</strong> <strong>Budget</strong> Act<br />
State <strong>of</strong> California<br />
January 2010<br />
Detail <strong>of</strong> Changes in Fund Balance-Special Districts and Other Agencies<br />
Fiscal Year <strong>2013</strong>-14<br />
District Name<br />
(1)<br />
Estimated<br />
Fund Balance<br />
June 30,<strong>2013</strong><br />
(2)<br />
Decreases or Cancellations Increases or New Total<br />
<strong>Recommended</strong><br />
(3)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(4)<br />
<strong>Recommended</strong><br />
(5)<br />
Adopted by<br />
the Board <strong>of</strong><br />
Supervisors<br />
(6)<br />
Estimated<br />
Fund Balance<br />
for the<br />
<strong>Budget</strong> Year<br />
(7)<br />
Open Space District:<br />
50-960-010 So Co Ag Pres/OSD<br />
50-960-010 SCAPOSD-Restricted Assets<br />
50-960-040 SCAPOSD-Install Pymt<br />
50-960-050 SCAPOSD-SR Creek<br />
50-960-070 SCAPOSD-Stew Reserve<br />
50-960-080 SCAPOSD-Cooley Reserve<br />
50-960-090 SCAPOSD-Moore Grant Conserv<br />
50-960-100 SCAPOSD-Land Acq<br />
50-960-120 SCAPOSD-O & M<br />
50-960-300 SCAPOSD-Measure F<br />
8,025,398<br />
313,920<br />
1,564<br />
49,379<br />
9,702,329<br />
158,922<br />
104,477<br />
499,512<br />
200,000<br />
76,354<br />
104,477<br />
21,081<br />
660,000<br />
201,000<br />
8,046,479<br />
313,920<br />
1,564<br />
49,379<br />
10,362,329<br />
158,922<br />
0<br />
499,512<br />
401,000<br />
76,354<br />
Total Open Space District<br />
19,131,855 104,477 0 882,081 0 19,909,459<br />
Community Development:<br />
65-XXX-XXX<br />
Community Development<br />
5,481,463 1,819,886 3,661,577<br />
Total Community Development<br />
5,481,463 1,819,886 0 0 0 3,661,577<br />
Total Special Districts & Other Agencies 82,678,947 15,529,183 0 971,503 0 68,121,267<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
246<br />
State Financial Schedules
Cross Reference <strong>of</strong> <strong>County</strong> Services to State Function Categories<br />
DEPARTMENT OR DIVISION BUDGETS<br />
(as presented in this document)<br />
STATE FUNCTION CATEGORY<br />
General<br />
Public<br />
Protection<br />
Public<br />
Ways/<br />
Facilities<br />
Health/<br />
Sanitation<br />
Public<br />
Assistance<br />
Education<br />
Recreation/<br />
Cultural<br />
Debt<br />
Service<br />
ADMINISTRATIVE AND FISCAL SERVICES<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator<br />
<strong>County</strong> Counsel<br />
Human Resources<br />
General Services<br />
Information Systems<br />
Employee Benefits<br />
Other General Government<br />
Auditor-Controller-Treasurer-Tax Collector<br />
<strong>County</strong> Clerk/Assessor<br />
Recorder<br />
Retirement <strong>of</strong> Long-Term Debt<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
JUSTICE SERVICES<br />
Court Support<br />
Grand Jury<br />
Probation<br />
District Attorney<br />
Public Defender<br />
Sheriff<br />
X<br />
X<br />
X<br />
X<br />
X<br />
X<br />
HEALTH & HUMAN SERVICES<br />
Health Services<br />
Human Services<br />
Child Support Services<br />
X<br />
X<br />
X<br />
DEVELOPMENT SERVICES<br />
Permit and Resources Management<br />
Fire and Emergency Services<br />
Transportation and Public Works<br />
Economic Development<br />
Regional Parks<br />
X<br />
X<br />
X<br />
X<br />
X<br />
OTHER COUNTY SERVICES<br />
Agricultural Commissioner<br />
University <strong>of</strong> California Cooperative Extension<br />
Advertising<br />
X<br />
X<br />
X<br />
CAPITAL IMPROVEMENTS<br />
Capital Improvements<br />
X<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
247<br />
State Financial Schedules
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
248<br />
State Financial Schedules
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
BOARD OF SUPERVISORS<br />
BOARD OF SUPERVISORS<br />
SUPERVISOR 6425 5 5 5<br />
CHIEF DEPUTY CLERK OF BOARD 3591 1 1 1<br />
BRD OF SUPS STAFF ASSISTANT 3172 5 5 5<br />
ADMINISTRATIVE AIDE 2333 2 2 2<br />
SECRETARY CONFIDENTIAL 2059 2 2 2<br />
SENIOR OFFICE ASSISTANT-C 1881 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 16 16 16<br />
EXTRA HELP 0.79 2.5 2.5<br />
COUNTY ADMINISTRATOR<br />
COUNTY ADMINISTRATOR<br />
COUNTY ADMINISTRATOR 11260 1 1 1<br />
ASSISTANT COUNTY ADMINISTRATOR 7776 1 1 1<br />
DEPUTY COUNTY ADMINISTRATOR 5624 3 3 3<br />
PRINCIPAL ADMIN ANALYST 4778 1 1 1<br />
LAFCO EXECUTIVE OFFICER 4335 1 1 1<br />
ADMINISTRATIVE ANALYST III 4010 4.8 5.8 5.8<br />
EXECUTIVE ASST CAO CONF 2547 1 1 1<br />
ADMINISTRATIVE AIDE 2333 0.75 0.75 0.75<br />
ADMINISTRATIVE AIDE CONFIDEN 2333 1 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 14.55 16.55 16.55<br />
EXTRA HELP 0.2 0.2 0.2<br />
OVERTIME 0.01 0.01 0.01<br />
COUNTY COUNSEL<br />
COUNTY COUNSEL<br />
COUNTY COUNSEL 9857 1 1 1<br />
ASST COUNTY COUNSEL 6513 1 1 1<br />
CHIEF DEPUTY COUNTY COUNSEL 5918 4 4 4<br />
DEPUTY COUNTY COUNSEL IV 5384 21 21 21<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
LEGAL ASSISTANT CONFIDENTIAL 2331 7 7 7<br />
ACCOUNTING TECH CONFID 2196 1 1 1<br />
LEGAL SECRETARY II CONFID 2161 1 1 1<br />
RECEPTIONIST CONFIDENTIAL 1881 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 38 38 38<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
249<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
HUMAN RESOURCES<br />
HUMAN RESOURCES<br />
DIRECTOR HUMAN RESOURCES 6977 1 1 1<br />
ASSISTANT HR DIRECTOR 5787 1 1 1<br />
EMPLOYEE RELATIONS MANAGER 5690 1 1 1<br />
RECRUITMENT CLASSIFICATION MGR 4606 1 1 1<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
TRAINING MANAGER 4105 1 1<br />
HUMAN RESOURCES ANALYST III 3486 8.5 9.5 9.5<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
DIS SPECIALIST II CONF 3224 1 1<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
HUMAN RESOURCES<br />
HUMAN RESOURCES<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
HUMAN RESOURCES TECH-CONF 2244 5 5 5<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
SECRETARY CONFIDENTIAL 2059 1 1 1<br />
SENIOR OFFICE ASSISTANT-C 1881 1 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 24.5 28.5 28.5<br />
EXTRA HELP 0.35 0.35 0.35<br />
OVERTIME 0.06 0.06 0.06<br />
ADA PROGRAM<br />
HUMAN RESOURCES ANALYST III 3486 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 1 1 1<br />
INFORMATION SYSTEMS<br />
ISD ADMINISTRATION<br />
INFORMATION SYSTEM DIRECTOR 6804 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
INFO TECHNOLOGY ANALYST II 3034 1.75 1.75 1.75<br />
DEPARTMENT ANALYST 2952 2 2 2<br />
ADMINISTRATIVE AIDE 2333 2 2 2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
250<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 8.75 8.75 8.75<br />
APPLICATIONS-MAINTENANCE<br />
INFO SYS DIVISION DIRECTOR 5247 1 1 1<br />
INFO SYSTEMS PROJECT MANAGER 4564 6 6 6<br />
SYSTEMS SOFTWARE ANALYST 4023 3 3 3<br />
SENIOR PROGRAMMER ANALYST 3831 14.5 14.5 14.5<br />
SR BUSINESS SYSTEMS ANALYST 3831 2 2 2<br />
PROGRAMMER ANALYST 3204 5 5 5<br />
INFO TECHNOLOGY ANALYST II 3034 1 1 1<br />
GEOGRAPHIC INFO TECH II 2757 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 34.5 34.5 34.5<br />
OVERTIME 0.19 0.15 0.15<br />
TECHNICAL SVCS (MAINFRAME)<br />
INFO SYS DIVISION DIRECTOR 5247 0.89 0.89 0.89<br />
INFO SYSTEMS PROJECT MANAGER 4564 4 4 4<br />
SENIOR NETWORK ANALYST 4200 2 2 2<br />
SYSTEMS SOFTWARE ANALYST 4023 8 8 8<br />
NETWORK ANALYST 3907 4 4 4<br />
SR BUSINESS SYSTEMS ANALYST 3831 1 1 1<br />
INFO TECHNOLOGY ANALYST III 3734 4 4 4<br />
INFO TECHNOLOGY ANALYST II 3034 12.25 12.25 12.25<br />
GEOGRAPHIC INFO TECH II 2757 2 2 2<br />
-------- -------- --------<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
INFORMATION SYSTEMS<br />
TECHNICAL SVCS (MAINFRAME)<br />
PERMANENT POSITIONS 38.14 38.14 38.14<br />
OVERTIME 1.02 1.35 1.35<br />
WORK GROUP SUPPORT<br />
INFO SYS DIVISION DIRECTOR 5247 1 1 1<br />
INFO SYSTEMS PROJECT MANAGER 4564 1 1 1<br />
NETWORK ANALYST 3907 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
251<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
-------- -------- --------<br />
PERMANENT POSITIONS 4 4 4<br />
COMMUNICATION-RADIO<br />
SENIOR COMMUNICATIONS TECH<br />
3206<br />
1<br />
1<br />
1<br />
COMMUNICATIONS TECHNICIAN II<br />
2916<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 2 2 2<br />
COMMUNICATIONS-TELEPHONE<br />
INFO SYS DIVISION DIRECTOR<br />
5247<br />
0.11<br />
0.11<br />
0.11<br />
COMMUNICATIONS MANAGER<br />
4358<br />
1<br />
1<br />
1<br />
ADMIN SERVICES OFFICER I<br />
3486<br />
1<br />
1<br />
1<br />
--------<br />
--------<br />
--------<br />
PERMANENT POSITIONS 2.11 2.11 2.11<br />
RECORDS<br />
RECORDS MANAGER<br />
3394<br />
0.5<br />
0.5<br />
0.5<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
1<br />
MAIL MATERIALS RECORD SUPV<br />
2087<br />
1<br />
1<br />
1<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
MAIL MATERIALS RECORD HNDLR II<br />
1815<br />
5<br />
5<br />
5<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 8.5 8.5 8.5<br />
EXTRA HELP 0.19 0.26 0.26<br />
OVERTIME 0.03 0.03 0.03<br />
REPROGRAPHICS<br />
RECORDS MANAGER<br />
3394<br />
0.5<br />
0.5<br />
0.5<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
1<br />
REPROGRAPHICS SUPERVISOR<br />
2175<br />
1<br />
1<br />
1<br />
GRAPHICS DESIGNER PHOTOGRAPHER<br />
2175<br />
2<br />
2<br />
2<br />
REPROGRAPHICS TECHNICIAN III<br />
1971<br />
3<br />
3<br />
3<br />
REPROGRAPHICS TECHNICIAN II<br />
1810<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 8.5 8.5 8.5<br />
OVERTIME 0.16 0.06 0.06<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
252<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
GENERAL SERVICES<br />
GENERAL SERVICES-ADMIN<br />
GENERAL SERVICES DIRECTOR 6801 1 1 1<br />
DEP DIRECTOR GENERAL SERVICES 4608 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
SUPERVISING ACCOUNTANT 3511 1 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
SECRETARY 1999 0.5 0.5 0.5<br />
ACCOUNT CLERK II 1826 1.6 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 10.1 10.5 10.5<br />
ARCHITECT<br />
COUNTY ARCHITECT 4796 1 1 1<br />
DEP DIRECTOR GENERAL SERVICES 4608 1 1 1<br />
ASSOCIATE ARCHITECT 4168 2 2 2<br />
MAJOR PROJECT ARCHITECT 3888 2 2 2<br />
SENIOR PROJECT SPECIALIST 3621 3 3 3<br />
BUSINESS SYSTEMS ANALYST 3204 1 1 1<br />
PROJECT SPECIALIST 3151 3 3 3<br />
ADMINISTRATIVE AIDE 2333 2 2 2<br />
SENIOR OFFICE ASSISTANT 1826 3 3 3<br />
--------- --------- --------<br />
PERMANENT POSITIONS 18 18 18<br />
EXTRA HELP 0.14 0.14 0.14<br />
PURCHASING AGENT<br />
PURCHASING AGENT 4011 1 1 1<br />
ASSISTANT PURCHASING AGENT 3487 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
BUYER 2482 4 4 4<br />
SECRETARY 1999 1 1 1<br />
--------- --------- --------<br />
PERMANENT POSITIONS 8 8 8<br />
VETERANS/COMMUNITY BUILDINGS<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
253<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EVENTS SERVICES SUPERVISOR 2791 1 1 1<br />
EVENT SERVICES WORKER 2029 0.5 0.5 0.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 1.5 1.5 1.5<br />
EXTRA HELP 0.63 0.63 0.63<br />
ENERGY DIVISION<br />
ENERGY & SUSTAIN PROGRAM MGR 4378 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
HUMAN SERVICES PROGRAM MANAGER 3220 2 2 2<br />
DEPARTMENT ANALYST 2952 3 3 3<br />
ADMIN AIDE PROJ-CONF 2333 3 3 3<br />
SR OFFICE ASST PROJECT 1826 3 3 3<br />
-------- -------- --------<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
GENERAL SERVICES<br />
ENERGY DIVISION<br />
PERMANENT POSITIONS 13 13 13<br />
REAL ESTATE PROGRAM<br />
REAL ESTATE MANAGER 4567 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
LEGAL SECRETARY II 2098 1 1 1<br />
SECRETARY 1999 0.5 0.5 0.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 3.5 3.5 3.5<br />
FACILITIES OPERATIONS<br />
ASST FACILITY MANAGER 4164 1 1 1<br />
ASSISTANT BUILDING SUPT 3315 3 3 3<br />
PROJECT SPECIALIST 3151 2 2 2<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
BUILDING MECHANIC II 2804 28 28 28<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
JANITORIAL SERVICES SUPERVISOR 1939 1 1<br />
SENIOR OFFICE ASSISTANT 1826 2 1 1<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 39 39 39<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
254<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXTRA HELP 2 2 2<br />
OVERTIME 2.12 2.12 2.12<br />
FLEET OPERATIONS<br />
FLEET MANAGER 4358 1 1 1<br />
ASSISTANT FLEET MANAGER 3748 1 1 1<br />
HEAVY EQ FLEET MAINT SUP 3169 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
AUTO FLEET MAINT SUPERVISOR 2922 1 1 1<br />
WELDER 2696 1 1 1<br />
HEAVY EQUIPMENT MECHANIC II 2696 5 6 6<br />
AUTOMOTIVE TECHNICIAN 2498 6 6 6<br />
SENIOR OFFICE ASSISTANT 1826 3 3 3<br />
MOTOR POOL ATTENDANT 1478 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 21 22 22<br />
OVERTIME 0.14 0.14 0.14<br />
COUNTY CLERK<br />
COUNTY CLERK<br />
CHIEF DEPUTY COUNTY CLERK 3591 1<br />
LEGAL STAFF SUPERVISOR 2346 1<br />
SENIOR LEGAL PROCESSOR 2006 1<br />
LEGAL PROCESSOR II 1826 3<br />
-------- -------- --------<br />
PERMANENT POSITIONS 6<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
COUNTY CLERK<br />
REGISTRAR OF VOTERS<br />
ASSISTANT REGISTRAR OF VOTERS 4979 1 1 1<br />
PROGRAM DEVELOPMENT MANAGER 3705 1 1 1<br />
DIS SPECIALIST II 3130 1 1 1<br />
ELECTION SERVICES SUPERVISOR 2496 1 1 1<br />
SR ELECTION SPECIALIST 2008 3 3 3<br />
SECRETARY 1999 1 1 1<br />
ELECTION SPECIALIST II 1828 5 5 5<br />
STOREKEEPER 1815 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 14 14 14<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
255<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXTRA HELP 4.94 4.12 4.12<br />
OVERTIME 1.78 1.46 1.46<br />
ASSESSOR<br />
ASSESSOR<br />
CHIEF DEPUTY ASSESSOR 5399 1 1 1<br />
CHIEF APPRAISER 4374 1 1 1<br />
ASSESSMENT PROCESS MANAGER 3978 1 1 1<br />
SUPERVISING AUDITOR-APPRAISER 3416 1 1 1<br />
APPRAISER IV 3287 4 4 4<br />
DIS SPECIALIST II 3130 2.75 2.75 2.75<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
AUDITOR-APPRAISER II 2921 6 6 6<br />
APPRAISER III 2851 18.98 18.98 18.98<br />
ASSESSORS CHNG OWNERSHIP SUPV 2793 1 1 1<br />
CADASTRAL MAPPING SUPERVISOR 2652 1 1 1<br />
ASSESSMENT PROCESS SUPERVISOR 2283 2 2 2<br />
CADASTRAL MAPPING TECH II 2257 3 3 3<br />
ASSESSMENT PROCESS SPECIALIST 2073 9 9 9<br />
APPRAISER AIDE 1931 4 4 4<br />
ASSESSMENT CLERK 1846 10 10 10<br />
-------- -------- --------<br />
PERMANENT POSITIONS 66.73 66.73 66.73<br />
EXTRA HELP 0.62 4.44 4.44<br />
OVERTIME 0.47 0.58 0.58<br />
ADMINISTRATIVE SERVICES<br />
COUNTY CLERK-RECORDER-ASSESSOR 8042 1 1 1<br />
DEPARTMENT ACCOUNTING MANAGER 3821 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
ACCOUNTANT II-CONF 2893 1 1 1<br />
ACCOUNTANT II 2809 1 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
ACCOUNT CLERK II 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 7 7 7<br />
AUD-CONT/TREAS-TAX COLL<br />
AUDITOR-CONTROLLER<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
256<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ASSISTANT AUDITOR-CONTROLLER 5460 1 1 1<br />
ASST TAX COLLECTOR-AUDITOR 4955 1 1<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
AUD-CONT/TREAS-TAX COLL<br />
AUDITOR-CONTROLLER<br />
AUDIT MANAGER 4324 1<br />
ACCOUNTING MANAGER AUD CONT OF 4324 3 3 3<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
PAYROLL MANAGER AUD CONT OFF 4111 1 1 1<br />
TAX ACCOUNT MANAG AUD CONT OFF 4111 1 1<br />
DEPT INFO SYS COORDINATOR 3528 1 1 1<br />
SUPERVISING ACCOUNTANT 3511 6 5 5<br />
ACCOUNTANT/AUDITOR II 3220 14 9 9<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
ACCOUNTANT II-CONF 2893 1 1 1<br />
ACCOUNTANT II 2809 7 9 9<br />
AUDITORS PAYROLL TECHNICIAN C 2314 6 6 6<br />
ACCOUNTING ASSISTANT 2226 6 8 8<br />
ACCOUNTING TECHNICIAN 2132 1 2 2<br />
ACCOUNT CLERK III <strong>2013</strong> 6 6 6<br />
ACCOUNT CLERK II 1826 2 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 58 58 58<br />
TREASURY<br />
ASSISTANT TREASURER 4955 1 1 1<br />
REVENUE AND DEBT MANAGER 4111 1 1 1<br />
TREASURY MANAGER 3978 1 1 1<br />
ACCOUNTANT/AUDITOR II 3220 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
ADMINISTRATIVE AIDE CONFIDEN 2333 1 1 1<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 2 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 10 10 10<br />
OVERTIME 0.09 0.09 0.09<br />
TAX COLLECTOR<br />
ASST TAX COLLECTOR-AUDITOR 4955 1<br />
TAX ACCOUNT MANAG AUD CONT OFF 4111 1<br />
TAX COLLECTION MANAGER 3978 1 1 1<br />
ACCOUNTANT/AUDITOR II 3220 2 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
257<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ACCOUNTANT II 2809 2<br />
ACCOUNTING ASSISTANT 2226 3 1 1<br />
ACCOUNTING TECHNICIAN 2132 2 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 6 5 5<br />
ACCOUNT CLERK II 1826 3 3 3<br />
-------- --------- --------<br />
PERMANENT POSITIONS 21 12 12<br />
OVERTIME 0.03 0.03 0.03<br />
ACTTC - AUDIT<br />
AUDIT MANAGER 4324 1 1<br />
SUPERVISING ACCOUNTANT 3511 1 1<br />
ACCOUNTANT/AUDITOR II 3220 6 6<br />
-------- --------- --------<br />
PERMANENT POSITIONS 8 8<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
AUD-CONT/TREAS-TAX COLL<br />
ACTTC-ADMINISTRATION<br />
AUD CONTROLLER/TREAS TAX COLL 9997 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
ADMINISTRATIVE AIDE CONFIDEN 2333 2 2 2<br />
-------- --------- --------<br />
PERMANENT POSITIONS 5 5 5<br />
OVERTIME 0.04 0.04 0.04<br />
RECORDER<br />
RECORDER OPERATIONS FUND<br />
CHIEF DEPUTY CNTY CLERK-RECRDR 3978 1 1 1<br />
DOCUMENT RECORDER III 2346 1 1 1<br />
SUPERVISING MICROGRAPHIC TECH 2007 1 1<br />
DOCUMENT RECORDER II 2006 6 7 7<br />
RECEPTIONIST 1826 1 1 1<br />
MICROGRAPHIC TECHNICIAN II 1826 4 4 4<br />
-------- --------- --------<br />
PERMANENT POSITIONS 13 15 15<br />
EXTRA HELP 1.6 1.6 1.6<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
258<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
OVERTIME 0.05 0.05 0.05<br />
COUNTY CLERK OPERATIONS FUND<br />
LEGAL STAFF SUPERVISOR 2346 1 1<br />
SENIOR LEGAL PROCESSOR 2006 1 1<br />
LEGAL PROCESSOR II 1826 3 3<br />
--------- --------- --------<br />
PERMANENT POSITIONS 5 5<br />
PERMIT AND RESOURCE MGMT<br />
PRMD-ADMINISTRATION<br />
DIRECTOR PRMD 6599 1 1 1<br />
DEP DIR ENGINEERING CONSTRUCTI 5514 1 1 1<br />
DEPUTY DIRECTOR/PLANNING 4997 1 1 1<br />
ENGINEERING DIVISION MANAGER 4796 1 1 1<br />
BUILDING DIVISION MANAGER 4796 1 1 1<br />
SENIOR ENGINEER 4375 2 2 2<br />
PRMD DIVISION MANAGER 4342 3 3 3<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
ENGINEER 3972 6 5 5<br />
LICENSED LAND SURVEYOR 3737 1 1 1<br />
CODE ENFORCEMENT SUPERVISOR 3639 1 1 1<br />
SUPERVISING PLANNER 3634 2 2 2<br />
SUPERVISING BUILDING INSPECTOR 3598 1 1 1<br />
CUSTOMER SERVICE SUPERVISOR 3471 1 1 1<br />
SUPV E H SPECIALIST 3389 1 1 1<br />
ACCOUNTANT III 3326 1 1 1<br />
ENGINEERING TECHICIAN IV 3323 1 1<br />
SR CODE ENFORCEMENT INSPECTOR 3309 4 4 4<br />
SR BUILDING PLANS EXAMINER 3307 2 2 2<br />
PLANNER III 3303 14 14 14<br />
SENIOR ENVIROMENTAL SPECIALIST 3195 1 1 1<br />
SENIOR BUILDING INSPECTOR 3150 3 3 3<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PERMIT AND RESOURCE MGMT<br />
PRMD-ADMINISTRATION<br />
ENVIRON HEALTH SPECIALIST III 3135 5 5 5<br />
DIS SPECIALIST II 3130 2 2 2<br />
CODE ENFORCEMENT INSPECTOR II 3059 3 3 3<br />
BLDG PLANS EXAMINER II 3058 2 2 2<br />
ENVIROMENTAL SPECIALIST 2972 3 3 3<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
SR GEOGRAPHIC INFO TECH 2951 1 1 1<br />
ENVIRON HEALTH SPECIALIST II 2939 4 4 4<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
259<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
BUILDING INSPECTOR II 2911 6 6 6<br />
ENGINEERING TECHNICIAN III 2768 4 3 3<br />
GEOGRAPHIC INFO TECH II 2757 1 1 1<br />
PERMIT TECHNICIAN II 2375 5 5 5<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
PAYROLL CLERK 2138 0.5 0.5<br />
ACCOUNTING TECHNICIAN 2132 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
SECRETARY 1999 3 3 3<br />
SENIOR OFFICE ASSISTANT 1826 8 8 8<br />
ACCOUNT CLERK II 1826 1<br />
TELEPHONE OPERATOR 1629 1 1 1<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 102 101.5 101.5<br />
OVERTIME 1.19 1.19 1.19<br />
ECONOMIC DEVELOPMENTBOARD<br />
ECONOMIC DEVELOPMENT<br />
ECONOMIC DEVELOPMENT COORDINAT 5807 1 1 1<br />
HUMAN SERVICES PROGRAM MANAGER 3220 2.5 2.5 2.5<br />
DEPARTMENT ANALYST 2952 1 1<br />
ADMINISTRATIVE AIDE 2333 4.5 4.5 4.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 8 9 9<br />
EXTRA HELP 3 3 3<br />
REGIONAL PARKS<br />
PARK OPS & MAINT<br />
PARK MANAGER 4348 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
AQUATIC SPECIALIST 2791 1 1 1<br />
PARK RANGER III 2791 3 3 3<br />
PARK RANGER II 2352 3 3 3<br />
PARKS GROUNDS MAINT SUPERVISOR 2348 2 2 2<br />
PARK RANGER I 2146 9 9 9<br />
PLANNING TECHNICIAN 2046 1 1 1<br />
PARKS GROUNDS MAINT WORKER II 2029 14 14 14<br />
-------- -------- --------<br />
PERMANENT POSITIONS 35 35 35<br />
EXTRA HELP 27.32 32.64 32.64<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
260<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
OVERTIME 0.64 0.64 0.64<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
REGIONAL PARKS<br />
PARK PLANNING<br />
PARK PLANNING MANAGER 4221 1 1 1<br />
SENIOR PARK PLANNER 3731 1 1 1<br />
PARK PLANNER II 3108 2 3 2<br />
DEPARTMENT ANALYST 2952 1 1<br />
SENIOR OFFICE ASSISTANT 1826 0.5 1 1<br />
--------- --------- --------<br />
PERMANENT POSITIONS 4.5 7 6<br />
EXTRA HELP 0.66 0.66 0.66<br />
RECREATION, HEALTH & EDUC<br />
REC & EDUCATION SVCS MANAGER 4010 1 1 1<br />
MARKETING SPECIALIST 2474 0.5 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
ADMINISTRATIVE AIDE CONFIDEN 2333 1 1 1<br />
PARK PROGRAM ASSISTANT 2002 2 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 5.5 6 6<br />
EXTRA HELP 1 1 1<br />
OVERTIME 0.04 0.04 0.04<br />
BUSINESS STRATEGY & DEVELOP<br />
DIRECTOR OF REGIONAL PARKS 6361 1 1 1<br />
DEPUTY DIRECTOR REGIONAL PARKS 5088 1 1 1<br />
BUSINESS DEVELOPMENT MANAGER 4291 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
DEPARTMENT ANALYST 2952 2 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
PAYROLL CLERK 2138 1 1 1<br />
BOOKING & RESERVATION COORD 2122 1 1 1<br />
SECRETARY 1999 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 2 2 2<br />
ACCOUNT CLERK II 1826 3 3 3<br />
OFFICE ASSISTANT II 1603 2 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 17 16 16<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
261<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXTRA HELP 0.33 0.33 0.33<br />
OVERTIME 0.12 0.12 0.12<br />
SPRING LAKE PARK<br />
ENVIRON DISCOVERY CTR COORD 2952 1 1 1<br />
PARK RANGER III 2791 1 1 1<br />
PARK RANGER II 2352 1 1 1<br />
PARKS GROUNDS MAINT SUPERVISOR 2348 1 1 1<br />
PARK RANGER I 2146 3 3 3<br />
PARKS GROUNDS MAINT WORKER II 2029 2 2 2<br />
PARK PROGRAM ASSISTANT 2002 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 10 10 10<br />
EXTRA HELP 10.18 10.18 10.18<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
REGIONAL PARKS<br />
SPRING LAKE PARK<br />
OVERTIME 0.55 0.55 0.55<br />
ROAD DIVISION<br />
ROAD DEPARTMENT<br />
DIRECTOR OF TRAN/PUBLIC WORKS<br />
DEP DIR-TRANSPORT/OPERATION<br />
DEP DIR-ENGINEERING/MAINT<br />
SENIOR ENGINEER<br />
7300<br />
6286<br />
6286<br />
4375<br />
1<br />
1<br />
1<br />
5<br />
1<br />
1<br />
1<br />
5<br />
1<br />
1<br />
1<br />
5<br />
ROAD OPS DIVISION MGR 4350 1 1 1<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
RIGHT OF WAY MANAGER 4187 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
ENGINEER 3972 5 5 5<br />
PUBLIC WORKS OPS COORDINATOR 3782 2 2 2<br />
LICENSED LAND SURVEYOR 3737 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
ENGINEERING TECHICIAN IV 3323 6 6 6<br />
PUBLIC WORKS FLEET EQUIP MGR 3278 1 1 1<br />
BRIDGE SUPERVISOR 3036 1 1 1<br />
DEPARTMENT ANALYST 2952 4 4 4<br />
TRAFFIC SIGNAL TECHNICIAN 2896 1 1 1<br />
MAINTENANCE SUPERVISOR 2866 4.5 4.5 4.5<br />
TRAFFIC MAINTENANCE SUPERVISOR 2866 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
262<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
VEGETATION CONTROL ADVISOR 2821 1 1 1<br />
ENGINEERING TECHNICIAN III 2768 6 6 6<br />
GEOGRAPHIC INFO TECH II 2757 1 1 1<br />
SENIOR BRIDGE WORKER 2489 3 3 3<br />
MAINTENANCE WORKER III 2348 25.5 25.5 25.5<br />
TRAFFIC PAINT & SIGN WORKER 2348 4 4 4<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
BRIDGE WORKER 2214 4 4 4<br />
MATERIALS EQUIPMENT SPECIALIST 2202 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
VEGETATION SPECIALIST 2093 1 1 1<br />
MAINTENANCE WORKER II 2029 23 23 23<br />
ACCOUNT CLERK III <strong>2013</strong> 3 3 3<br />
SECRETARY 1999 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 2 2 2<br />
YARD CLERK 1826 2 2 2<br />
--------- --------- --------<br />
PERMANENT POSITIONS 119 119 119<br />
EXTRA HELP 9.44 18 18<br />
OVERTIME 3.45 3.45 3.45<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-ADMIN<br />
SHERIFF-CORONER 9197 1 1 1<br />
SHERIFFS CAPTAIN 5886 1 1 1<br />
SHERIFFS LIEUTENANT 5142 1 1 1<br />
DEPT ADMIN SERVICES DIRECTOR 4516 1 1 1<br />
SHERIFFS SERGEANT 4265 3 3 3<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
DEPARTMENT ACCOUNTING MANAGER 3821 1 1 1<br />
CORRECTIONAL SERGEANT 3640 1 1 1<br />
DEPUTY SHERIFF II 3629 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 2 2 2<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-ADMIN<br />
DIS SPECIALIST II 3130 3.5 3.5 3.5<br />
DEPARTMENT ANALYST 2952 5 5 5<br />
ACCOUNTANT II 2809 1 1 1<br />
ADMINISTRATIVE AIDE 2333 2 2 2<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
ACCOUNT CLERK III CONFID 2073 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
263<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SECRETARY CONFIDENTIAL<br />
2059<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK III<br />
<strong>2013</strong><br />
4<br />
4<br />
4<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK II<br />
1826<br />
1<br />
1<br />
1<br />
STOREKEEPER<br />
1815<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 36.5 36.5 36.5<br />
EXTRA HELP 0.6 1.27 1.27<br />
OVERTIME 0.46 0.42 0.42<br />
LAW ENFORCEMENT-ADMIN<br />
ASSISTANT SHERIFF<br />
6716<br />
1<br />
1<br />
1<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
1<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 4 4 4<br />
OVERTIME 0.06 0.08 0.08<br />
SHERIFF-DISPATCH<br />
COMMUNICATIONS DISPATCH MANAGE<br />
3985<br />
1<br />
1<br />
1<br />
SUPERVISING COMMUNICATIONS DIS<br />
3115<br />
5<br />
5<br />
5<br />
SENIOR COMMUNICATIONS DISPATCH<br />
2747<br />
5<br />
5<br />
5<br />
COMMUNICATIONS DISPATCHER II<br />
2621<br />
18.5<br />
18.5<br />
18.5<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 29.5 29.5 29.5<br />
EXTRA HELP 0.19 0.57 0.57<br />
OVERTIME 3.7 3.49 3.49<br />
SHERIFF-RADIO<br />
SENIOR COMMUNICATIONS TECH<br />
3206<br />
1<br />
1<br />
1<br />
COMMUNICATIONS TECHNICIAN II<br />
2916<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 3 3 3<br />
OVERTIME 0.51 0.33 0.33<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
264<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SHERIFF-HELICOPTER<br />
HELICOPTER PILOT<br />
3710<br />
1<br />
1<br />
1<br />
DEPUTY SHERIFF II<br />
3629<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-HELICOPTER<br />
PERMANENT POSITIONS 2 2 2<br />
EXTRA HELP 1.03 1.03 1.03<br />
OVERTIME 0.41 0.9 0.9<br />
SHERIFF-CIVIL<br />
DEPUTY SHERIFF II<br />
3629<br />
1<br />
1<br />
1<br />
HUMAN SERVICES PROGRAM MANAGER<br />
3220<br />
1<br />
1<br />
1<br />
CIVIL BUREAU SPECIALIST<br />
2379<br />
1<br />
1<br />
1<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
1<br />
1<br />
1<br />
LEGAL PROCESSOR II<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 5 5 5<br />
EXTRA HELP 0.01 0.01 0.01<br />
OVERTIME 0.04 0.05 0.05<br />
SHERIFF-MARINE UNIT<br />
SHERIFFS SERGEANT<br />
4265<br />
1<br />
1<br />
1<br />
DEPUTY SHERIFF II<br />
3629<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 3 3 3<br />
OVERTIME 0.82 0.86 0.86<br />
SHERIFF-PATROL<br />
SHERIFFS CAPTAIN<br />
5886<br />
1<br />
1<br />
1<br />
SHERIFFS LIEUTENANT<br />
5142<br />
4<br />
4<br />
4<br />
SHERIFFS SERGEANT<br />
4265<br />
11<br />
11<br />
11<br />
DEPUTY SHERIFF II<br />
3629<br />
102<br />
102<br />
102<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
3<br />
4<br />
4<br />
-------- --------<br />
--------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
265<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PERMANENT POSITIONS 121 122 122<br />
EXTRA HELP 0.29 0.73 0.73<br />
OVERTIME 25.12 23.91 23.91<br />
SHERIFF-WINDSOR<br />
SHERIFFS LIEUTENANT<br />
5142<br />
1<br />
1<br />
1<br />
SHERIFFS SERGEANT<br />
4265<br />
2<br />
2<br />
2<br />
DEPUTY SHERIFF II<br />
3629<br />
17<br />
17<br />
17<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
1<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
1<br />
1<br />
1<br />
LEGAL PROCESSOR II<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 23 23 23<br />
EXTRA HELP 1.14<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-WINDSOR<br />
OVERTIME 3.16 3.26 3.26<br />
SHERIFF-SONOMA<br />
SHERIFFS LIEUTENANT<br />
5142<br />
1<br />
1<br />
1<br />
SHERIFFS SERGEANT<br />
4265<br />
2<br />
2<br />
2<br />
DEPUTY SHERIFF II<br />
3629<br />
10<br />
10<br />
10<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
1<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 16 16 16<br />
OVERTIME 2.09 2.07 2.07<br />
SHERIFF-INVESTIGATION<br />
SHERIFFS LIEUTENANT<br />
5142<br />
1<br />
1<br />
1<br />
SHERIFFS SERGEANT<br />
4265<br />
6<br />
6<br />
6<br />
DEPUTY SHERIFF II<br />
3629<br />
22<br />
22<br />
22<br />
SECRETARY<br />
1999<br />
2<br />
2<br />
2<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
266<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PERMANENT POSITIONS 32 32 32<br />
EXTRA HELP 0.72 0.83 0.83<br />
OVERTIME 3.85 3.86 3.86<br />
SHERIFF-SVCS-RECORDS<br />
SHERIFFS INFO BUREAU MANAGER<br />
3486<br />
1<br />
1<br />
1<br />
LEGAL STAFF SUPERVISOR<br />
2346<br />
3<br />
3<br />
3<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
3<br />
3<br />
3<br />
COMMUNITY SERVICES OFFICER II<br />
1971<br />
6<br />
6<br />
6<br />
LEGAL PROCESSOR II<br />
1826<br />
6<br />
6<br />
6<br />
--------<br />
--------<br />
--------<br />
PERMANENT POSITIONS 19 19 19<br />
EXTRA HELP 0.66 0.91 0.91<br />
OVERTIME 0.4 0.54 0.54<br />
SHERIFF-COURT SECURITY<br />
SHERIFFS LIEUTENANT<br />
5142<br />
1<br />
1<br />
1<br />
SHERIFFS SERGEANT<br />
4265<br />
2<br />
2<br />
2<br />
DEPUTY SHERIFF II<br />
3629<br />
28<br />
28<br />
28<br />
CORRECTIONAL OFFICER II<br />
2840<br />
6<br />
6<br />
6<br />
--------<br />
--------<br />
--------<br />
PERMANENT POSITIONS 37 37 37<br />
EXTRA HELP 9.76 9.76 9.76<br />
OVERTIME 0.38 0.38 0.38<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SHERIFF-LAW ENFORCEMENT<br />
SHERIFF-TRANSPORTATION<br />
SHERIFFS SERGEANT<br />
4265<br />
1<br />
1<br />
1<br />
DEPUTY SHERIFF II<br />
3629<br />
4<br />
4<br />
4<br />
--------<br />
--------<br />
--------<br />
PERMANENT POSITIONS 5 5 5<br />
EXTRA HELP 1.44 1.6 1.6<br />
OVERTIME 0.36 0.3 0.3<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
267<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SHERIFF-CORONER<br />
SHERIFFS SERGEANT<br />
4265<br />
1<br />
1<br />
1<br />
DEPUTY SHERIFF II<br />
3629<br />
4<br />
4<br />
4<br />
FORENSIC ASSISTANT<br />
2118<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 7 7 7<br />
OVERTIME 0.81 0.78 0.78<br />
SHERIFF-TRAINING<br />
-------- -------- --------<br />
SHERIFF-DETENTION DIVISION<br />
NORTH COUNTY DETENTION FACILITY<br />
CORRECTIONAL SERGEANT<br />
3640<br />
4<br />
4<br />
4<br />
CORRECTIONAL OFFICER II<br />
2840<br />
22<br />
22<br />
22<br />
LEGAL PROCESSOR II<br />
1826<br />
4.4<br />
4.4<br />
4.4<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 30.4 30.4 30.4<br />
EXTRA HELP 1.27 1.22 1.22<br />
OVERTIME 6.62 8.83 8.83<br />
DETENTION-MAIN JAIL<br />
SHERIFFS CAPTAIN CORRECTIONS<br />
5886<br />
1<br />
1<br />
1<br />
CORRECTIONAL LIEUTENANT<br />
5142<br />
4<br />
4<br />
4<br />
CORRECTIONAL SERGEANT<br />
3640<br />
14<br />
14<br />
14<br />
CORRECTIONAL OFFICER II<br />
2840<br />
135<br />
135<br />
135<br />
LEGAL STAFF SUPERVISOR<br />
2346<br />
2<br />
2<br />
2<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
2<br />
2<br />
2<br />
SECRETARY<br />
1999<br />
1<br />
1<br />
1<br />
LEGAL PROCESSOR II<br />
1826<br />
23.6<br />
23.6<br />
23.6<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 182.6 182.6 182.6<br />
EXTRA HELP 1.72 1.62 1.62<br />
OVERTIME 16.79 29.08 29.08<br />
13-14 13-14 13-14<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
268<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
SHERIFF-DETENTION DIVISION<br />
DETENTION-ADMINISTRATION<br />
ASSISTANT SHERIFF 6716 1 1 1<br />
SHERIFFS CAPTAIN CORRECTIONS 5886 1 1 1<br />
CORRECTIONAL LIEUTENANT 5142 3 3 3<br />
CORRECTIONAL SERGEANT 3640 2 2 2<br />
SHERIFFS INFO BUREAU MANAGER 3486 1 1 1<br />
HUMAN SERVICES PROGRAM MANAGER 3220 1 1 1<br />
CORRECTIONAL OFFICER II 2840 19 19 19<br />
SUPERVISING DETENTION ASST 2149 2 2 2<br />
CHEF 2068 2 2 2<br />
SECRETARY 1999 1 1 1<br />
DETENTION ASSISTANT 1912 16 16 16<br />
LEGAL PROCESSOR II 1826 2 3 3<br />
COOK 1748 10 10 10<br />
ASSISTANT COOK 1594 3 3 3<br />
JANITOR 1579 5 5 5<br />
--------- --------- --------<br />
PERMANENT POSITIONS 69 70 70<br />
EXTRA HELP 0.81 0.81 0.81<br />
OVERTIME 2.97 4.37 4.37<br />
DISTRICT ATTORNEY<br />
D A-CRIMINAL<br />
DISTRICT ATTORNEY 9670 1 1 1<br />
ASST DA LIMITED TERM 6513 1 1 1<br />
CHIEF DEPUTY DISTRICT ATTORNEY 5918 4 4 4<br />
CHIEF CRIMINAL INVESTIGATOR 5622 1 1 1<br />
DEPUTY DIST ATTY IV 5384 42 43 43<br />
SENIOR DA INVESTIGATOR 4412 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
DA INVESTIGATOR II 3883 12 12 12<br />
DIS SPECIALIST II 3130 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
EXECUTIVE LEGAL SECRETARY CONF 2447 1 1 1<br />
LEGAL STAFF SUPERVISOR 2346 2 2 2<br />
LEGAL ASSISTANT 2263 4 4 4<br />
ACCOUNTING TECH CONFID 2196 1 1 1<br />
LEGAL SECRETARY II 2098 6 6 6<br />
ACCOUNT CLERK III CONFID 2073 1 1 1<br />
SENIOR LEGAL PROCESSOR 2006 1 1 1<br />
SECRETARY 1999 1.75 1.75 1.75<br />
LEGAL PROCESSOR II 1826 16 16 16<br />
--------- --------- --------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
269<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PERMANENT POSITIONS 98.75 99.75 99.75<br />
EXTRA HELP 2.12 4.12 4.12<br />
OVERTIME 0.24 0.24 0.24<br />
D A - VICTIM WITNESS<br />
HUMAN SERVICES PROGRAM MANAGER<br />
3220<br />
1<br />
1<br />
1<br />
VICTIM WITNESS ADVOCATE II<br />
2425<br />
7<br />
8<br />
8<br />
VICTIM CLAIMS SUPERVISOR<br />
2373<br />
1<br />
1<br />
1<br />
LEGAL ASSISTANT<br />
2263<br />
1<br />
1<br />
1<br />
VICTIM CLAIMS SPECIALIST II<br />
2083<br />
2<br />
2<br />
2<br />
LEGAL PROCESSOR II<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
DISTRICT ATTORNEY<br />
D A - VICTIM WITNESS<br />
PERMANENT POSITIONS 13 14 14<br />
EXTRA HELP 0.5 0.5<br />
DA-FAMILY JUSTICE CENTER<br />
HUMAN SERVICES PROGRAM MANAGER<br />
3220<br />
1<br />
1<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 2 2<br />
PROBATION DIVISION<br />
ADULT SUPERVISION<br />
PROBATION DIVISION DIRECTOR II<br />
4179<br />
1<br />
1<br />
1<br />
PROBATION OFFICER IV<br />
3561<br />
5<br />
4<br />
4<br />
PROBATION OFFICER III<br />
2962<br />
28<br />
23<br />
23<br />
PROBATION OFFICER II<br />
2623<br />
9<br />
6<br />
6<br />
LEGAL STAFF SUPERVISOR<br />
2346<br />
1<br />
1<br />
1<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
4<br />
4<br />
4<br />
PROBATION ASSISTANT<br />
1912<br />
1<br />
1<br />
LEGAL PROCESSOR II<br />
1826<br />
4<br />
3<br />
3<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 52 43 43<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
270<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXTRA HELP 1.21 0.25 0.25<br />
OVERTIME 0.37 0.16 0.16<br />
JUVENILE SUPERVISION<br />
PROBATION DIVISION DIRECTOR II 4179 1 1 1<br />
PROBATION OFFICER IV 3561 4 3 3<br />
PROBATION OFFICER III 2962 18 10 10<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
PROBATION OFFICER II 2623 6 1 1<br />
LEGAL STAFF SUPERVISOR 2346 1<br />
SENIOR LEGAL PROCESSOR 2006 5 3 3<br />
SECRETARY 1999 1 1 1<br />
PROBATION ASSISTANT 1912 1 1 1<br />
LEGAL PROCESSOR II 1826 2 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 40 22 22<br />
EXTRA HELP 1.15 0.63 0.63<br />
OVERTIME 0.28 0.13 0.13<br />
PROB-ADMINISTRATION<br />
CHIEF PROBATION OFFICER 6319 1 1 1<br />
DEPUTY CHIEF PROBATION OFFICER 5140 2 2 2<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
ACCOUNTANT III 3326 1 1 1<br />
DEPARTMENT PROGRAM MANAGER 3220 1 1 1<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PROBATION DIVISION<br />
PROB-ADMINISTRATION<br />
DIS SPECIALIST II 3130 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
ACCOUNTANT II 2809 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
EXECUTIVE SECRETARY 2247 1 1 1<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
ACCOUNT CLERK II 1826 5.1 5.1 5.1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 20.1 20.1 20.1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
271<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
EXTRA HELP 0.9 0.78 0.78<br />
PROB-STATE/FED REVENUES<br />
PROBATION OFFICER IV<br />
3561<br />
2<br />
2<br />
2<br />
PROBATION OFFICER III<br />
2962<br />
13<br />
13<br />
13<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
1<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
2<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 18 18 18<br />
EXTRA HELP 0.25 0.25<br />
OVERTIME 0.03 0.03 0.03<br />
PROB-GRANT FUNDS<br />
PROBATION OFFICER III<br />
2962<br />
4<br />
4<br />
4<br />
PROBATION OFFICER II<br />
2623<br />
4<br />
4<br />
4<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 9 9 9<br />
OVERTIME 0.05 0.05 0.05<br />
ADULT INVESTIGATIONS<br />
PROBATION OFFICER IV<br />
3561<br />
2<br />
2<br />
PROBATION OFFICER III<br />
2962<br />
9<br />
9<br />
PROBATION OFFICER II<br />
2623<br />
4<br />
4<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
1<br />
1<br />
LEGAL PROCESSOR II<br />
1826<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 17 17<br />
EXTRA HELP 1.01 1.01<br />
OVERTIME 0.15 0.15<br />
JUVENILE INVESTIGATIONS<br />
PROBATION OFFICER IV<br />
3561<br />
1<br />
1<br />
PROBATION OFFICER III<br />
2962<br />
8<br />
8<br />
PROBATION OFFICER II<br />
2623<br />
5<br />
5<br />
LEGAL STAFF SUPERVISOR<br />
2346<br />
1<br />
1<br />
SENIOR LEGAL PROCESSOR<br />
2006<br />
2<br />
2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
272<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
LEGAL PROCESSOR II 1826<br />
1<br />
1<br />
-------- --------<br />
--------<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PROBATION DIVISION<br />
JUVENILE INVESTIGATIONS<br />
PERMANENT POSITIONS 18 18<br />
EXTRA HELP 0.52 0.52<br />
OVERTIME 0.15 0.15<br />
JAIL PROGRAMS<br />
PROBATION OFFICER II<br />
SENIOR LEGAL PROCESSOR<br />
PROBATION ASSISTANT<br />
2623<br />
2006<br />
1912<br />
1<br />
1<br />
1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 3<br />
EXTRA HELP 0.08<br />
OVERTIME 0.02<br />
PROBATION-CCPIF<br />
PROBATION OFFICER III 2962 4<br />
-------- -------- --------<br />
PERMANENT POSITIONS 4<br />
EXTRA HELP 1.61<br />
OVERTIME 0.34<br />
INSTITUTIONS<br />
JUVENILE HALLS<br />
PROBATION DIVISION DIRECTOR II<br />
4179<br />
1<br />
1<br />
1<br />
PROBATION DIVISION DIRECTOR I<br />
3797<br />
2<br />
2<br />
2<br />
JUVENILE CORRECTION CNSLR IV<br />
2979<br />
8<br />
8<br />
8<br />
JUVENILE CORRECTION CNSLR III<br />
2674<br />
6<br />
8<br />
8<br />
JUVENILE CORRECTION CNSLR II<br />
2339<br />
71<br />
71<br />
71<br />
CHEF<br />
2068<br />
1<br />
1<br />
1<br />
SECRETARY<br />
1999<br />
1<br />
1<br />
1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
273<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PROBATION ASSISTANT<br />
1912<br />
1<br />
1<br />
1<br />
COOK<br />
1748<br />
4<br />
4<br />
4<br />
RESIDENTIAL SERVICE WORKER<br />
1550<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 96 98 98<br />
EXTRA HELP 4.17 3.81 3.81<br />
OVERTIME 2.24 2.24 2.24<br />
PROBATION CAMP<br />
PROBATION DIVISION DIRECTOR I<br />
3797<br />
1<br />
1<br />
1<br />
JUVENILE CORRECTION CNSLR IV<br />
2979<br />
1<br />
1<br />
1<br />
JUVENILE CORRECTION CNSLR III<br />
2674<br />
8<br />
8<br />
8<br />
PROBATION INDUSTRIES CREW SUPV<br />
2665<br />
1<br />
1<br />
1<br />
JUVENILE CORRECTION CNSLR II<br />
2339<br />
4<br />
4<br />
4<br />
CHEF<br />
2068<br />
1<br />
1<br />
1<br />
SECRETARY<br />
1999<br />
1<br />
1<br />
1<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
INSTITUTIONS<br />
PROBATION CAMP<br />
PROBATION ASSISTANT 1912 1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 18 18 18<br />
EXTRA HELP 2.4 2.72 2.72<br />
OVERTIME 0.2 0.2 0.2<br />
SUPERVISED ADULT CREWS<br />
PROBATION DIVISION DIRECTOR I<br />
3797<br />
1<br />
1<br />
1<br />
PROBATION INDUSTRIES FLD SUPV<br />
2991<br />
1<br />
1<br />
1<br />
PROBATION INDUSTRIES CREW SUPV<br />
2665<br />
7<br />
7<br />
7<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 9 9 9<br />
EXTRA HELP 3.2 3.15 3.15<br />
OVERTIME 0.92 0.58 0.58<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
274<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PUBLIC DEFENDER<br />
PUBLIC DEFENDER<br />
PUBLIC DEFENDER 7627 1 1 1<br />
ASSISTANT PUBLIC DEFENDER 6513 1 1 1<br />
CHIEF DEPUTY PUBLIC DEFENDER 5918 1 1 1<br />
DEPUTY PUBLIC DEFENDER IV 5384 26 26 26<br />
SR PUB DEFENDER INVESTIGATOR 4159 1 1 1<br />
PUB DEF INVESTIGATOR II 3883 7 7 7<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
LEGAL STAFF SUPERVISOR 2346 1 1 1<br />
LEGAL SECRETARY II 2098 6 6 6<br />
LEGAL PROCESSOR II 1826 4 4 4<br />
-------- -------- --------<br />
PERMANENT POSITIONS 49 49 49<br />
EXTRA HELP 3 3 3<br />
ADMINISTRATION<br />
PROGRAM ADMINISTRATION<br />
DIRECTOR OF HUMAN SERVICES 8692 1 1 1<br />
ASST DIRECTOR HUMAN SERVICES 6060 1 2 2<br />
SR DEPT INFO SYSTEMS MANAGER 4841 1 1 1<br />
HUMAN SERVICES DIVISION DIR 4828 5 4 4<br />
DEPT ADMIN SERVICES DIRECTOR 4516 1 1 1<br />
DEPT INFO SYS MANAGER 4210 2 2 2<br />
PUBLIC ASSISTANCE SYSTEMS MGR 4210 1 1 1<br />
CHIEF WELFARE FRAUD INVESTIGAT 4199 1 1 1<br />
HUMAN SERVICES SECTION MANAGER 4120 8 8 8<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
PROGRAM DEVELOPMENT MANAGER 3705 5 6 6<br />
HUMAN SERVICES NETWORK ANALYST 3568 3 3 3<br />
SUPERVISING ACCOUNTANT 3511 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 3 3 3<br />
HUMAN SERVICES SYS PRG ANALYST 3464 5 5 5<br />
WELFARE FRAUD INV II 3417 4 4 4<br />
ACCOUNTANT III 3326 3 3 3<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ADMINISTRATION<br />
PROGRAM ADMINISTRATION<br />
PUBLIC ASSISTANCE SYSTEMS SPEC 3225 4 4 4<br />
SOCIAL SERVICE SUPERVISOR II 3219 17 17 17<br />
DIS SPECIALIST II 3130 5 5 5<br />
SOCIAL SERVICE SUPERVISOR I 3068 5 5 5<br />
SUPV EMP & TRNG COUN 3068 5 5 5<br />
PROGRAM PLANNING ANALYST 3059 23 23.67 23.67<br />
DEPARTMENT ANALYST 2952 2 2 2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
275<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
SOCIAL SERVICE WORKER IV 2879 102.25 103.25 103.25<br />
SUPV PUBLIC ASSTANCE SYS TECH 2828 1 1 1<br />
ACCOUNTANT II 2809 3 3 3<br />
PROGRAM SPECIALIST 2770 2 2 2<br />
EMPL & TRNG COORD 2699 8 8 8<br />
SUPV EMP & TRNG SPEC 2682 6 6 6<br />
SOCIAL SERVICE WORKER III 2572 23.5 25.5 25.5<br />
EMPL & TRNG COUNS II 2572 32 32 32<br />
PUBLIC ASSISTANCE SYSTEMS TECH 2570 3 3 3<br />
ELIGIBILITY SUPERVISOR 2552 16 18 18<br />
SENIOR EMPLOYMENT & TRNG SPEC 2437 5 5 5<br />
SOCIAL SERVICE WORKER II 2408 2 2 2<br />
COMPUTER LAB SUPPORT SPECIALST 2376 1 1 1<br />
ADMINISTRATIVE AIDE 2333 10 10 10<br />
ADMINISTRATIVE AIDE CONFIDEN 2333 1 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
ELIGIBILITY WORKER III 2259 29 30 30<br />
EMPLOYMENT & TRNG SPECIALIST 2259 32.5 32.5 32.5<br />
OFFICE SUPPORT SUPERVISOR CONF 2228 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 3 3 3<br />
OFFICE SUPPORT SUPERVISOR 2163 12 12 12<br />
PAYROLL CLERK 2138 2 2 2<br />
ACCOUNTING TECHNICIAN 2132 3 3 3<br />
ELIGIBILITY WORKER II 2083 130.25 137.25 137.25<br />
SECRETARY CONFIDENTIAL 2059 4 4 4<br />
SENIOR STOREKEEPER <strong>2014</strong> 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 7 7 7<br />
SECRETARY 1999 1 1 1<br />
HOME CARE SUPPORT SPECIALIST 1861 2.5 3.5 3.5<br />
SOCIAL WORK ASSISTANT 1858 9 9 9<br />
SENIOR OFFICE ASSISTANT 1826 56 56 56<br />
RECEPTIONIST 1826 3 3 3<br />
MICROGRAPHIC TECHNICIAN II 1826 1 1 1<br />
ACCOUNT CLERK II 1826 14.75 14.75 14.75<br />
STOREKEEPER 1815 2 2 2<br />
MATERIALS HANDLER 1737 3 3 3<br />
HUMAN SERVICES AIDE II 1730 16 16 16<br />
MICROGRAPHIC TECHNICIAN I 1656 9 9 9<br />
TELEPHONE OPERATOR 1629 3 3 3<br />
OFFICE ASSISTANT II 1603 19.5 19.5 19.5<br />
PUBLIC HEALTH AIDE II 1499 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 690.25 705.92 705.92<br />
EXTRA HELP 1.85 2.77 2.77<br />
OVERTIME 0.89 0.72 0.72<br />
AREA AGENCY ON AGING<br />
PROGRAM DEVELOPMENT MANAGER 3705 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
276<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ACCOUNTANT III 3326 1 1 1<br />
PROGRAM PLANNING ANALYST 3059 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
-------- -------- --------<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ADMINISTRATION<br />
AREA AGENCY ON AGING<br />
PERMANENT POSITIONS 4 4 4<br />
EXTRA HELP 0.22 0.22 0.22<br />
MSSP-SENIOR SERVICES<br />
SOCIAL SERVICE SUPERVISOR II 3219 1 1 1<br />
SOCIAL SERVICE WORKER IV 2879 5.5 5.5 5.5<br />
SENIOR OFFICE ASSISTANT 1826 0.5 0.5 0.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 7 7 7<br />
OVERTIME 0.13 0.13<br />
VETERANS SERVICES<br />
VETERANS SERVICE OFFICER 3494 1 1 1<br />
VETERANS CLAIMS WORKER III 2316 1 1 1<br />
VETERANS CLAIMS WORKER II 2112 3 3 3<br />
-------- -------- --------<br />
PERMANENT POSITIONS 5 5 5<br />
VOM CHILDRENS HOME<br />
VM CHILDRENS HOME MGR 3705 1 1 1<br />
SUPV CHILDRENS RESIDENT CNLR 2979 3 3 3<br />
JUVENILE CORRECTION CNSLR IV 2979 3 3 3<br />
CHILDRENS RESIDENTIAL CNSLR II 2339 21 21 21<br />
JUVENILE CORRECTION CNSLR II 2339 5 5 5<br />
CHEF 2068 0.75 0.75 0.75<br />
COOK 1748 2 2 2<br />
RESIDENTIAL SERVICE WORKER 1550 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 37.75 37.75 37.75<br />
EXTRA HELP 7.48 7.48 7.48<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
277<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
OVERTIME 3.23 3.23 3.23<br />
PA/PG/PC<br />
CHF DEP PUB ADM/GUARD/CONSERV<br />
SENIOR PUB ADMIN/GUARD/CONSERV<br />
DEP PUBLIC ADMIN/GUARD/CONSERV<br />
ACCOUNT CLERK III<br />
3591<br />
2790<br />
2468<br />
<strong>2013</strong><br />
1<br />
1<br />
5<br />
0.8<br />
1<br />
1<br />
5<br />
0.8<br />
1<br />
1<br />
5<br />
0.8<br />
SENIOR OFFICE ASSISTANT 1826 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 9.8 9.8 9.8<br />
HS-ADMINISTRATION<br />
HEALTH SVCS ADMINISTRATION<br />
PUBLIC HEALTH OFFICER 7985 1 1 1<br />
DIRECTOR OF HEALTH SERVICES 7554 1 1 1<br />
ASSISTANT DIRECTOR OF HEALTH S 6131 1 1 1<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
HS-ADMINISTRATION<br />
HEALTH SVCS ADMINISTRATION<br />
DEPT ADMIN SERVICES DIRECTOR 4516 1 1 1<br />
BUSINESS DEVELOPMENT MANAGER 4291 1 1 1<br />
COMPLIANCE AND DEPT RISK MGR 4270 1 1 1<br />
DEPT INFO SYS MANAGER 4210 1 1 1<br />
PATIENT CARE ANALYST 4038 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 2 2 2<br />
DEPARTMENT ACCOUNTING MANAGER 3821 1 1 1<br />
HEALTH PROGRAM MANAGER 3601 1 1 1<br />
SUPERVISING ACCOUNTANT 3511 2 2 2<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
ACCOUNTANT III 3326 2 2 2<br />
DIS SPECIALIST II 3130 5 5 5<br />
PROGRAM PLANNING ANALYST 3059 2 2 2<br />
DEPARTMENT ANALYST 2952 7 7 7<br />
ACCOUNTANT II 2809 8.9 8.9 8.9<br />
ADMINISTRATIVE AIDE 2333 4 4 4<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
PAYROLL CLERK 2138 1 1 1<br />
ACCOUNTING TECHNICIAN 2132 4 4 4<br />
ACCOUNT CLERK III <strong>2013</strong> 3.5 4.5 4.5<br />
SECRETARY 1999 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 3 3 3<br />
RECEPTIONIST 1826 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
278<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
ACCOUNT CLERK II 1826 3 3 3<br />
STOREKEEPER 1815 2 2 2<br />
MICROGRAPHIC TECHNICIAN I 1656 2 2 2<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 67.4 68.4 68.4<br />
EXTRA HELP 0.4 0.4 0.4<br />
OVERTIME 0.4 0.4 0.4<br />
PUBLIC HEALTH<br />
PH - ENVIRONMENTAL HEALTH<br />
ENVIRON HLTH & SAFETY SECT MGR 4522 1 1 1<br />
ENVIRO HEALTH PROGRAM MANAGER 3912 1 1 1<br />
SUPV E H SPECIALIST 3389 1.69 0.69 0.69<br />
ENVIRON HEALTH SPECIALIST III 3135 4.17 1.17 1.17<br />
DAIRY INSPECTOR 2998 2<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
ENVIRON HEALTH SPECIALIST II 2939 7.72 1.72 1.72<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
SECRETARY 1999 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 2 2 2<br />
ACCOUNT CLERK II 1826 0.5 0.5 0.5<br />
ENVIRONMNTL HLTH TECH 1747 1 1 1<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 25.08 13.08 13.08<br />
EXTRA HELP 0.1<br />
OVERTIME 0.12<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PUBLIC HEALTH<br />
PH-PROGRAM SUPPORT<br />
MENTAL HEALTH SERVICE DIRECTOR 6131 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
HEALTH PROGRAM MANAGER 3601 1 1 1<br />
PROGRAM PLANNING ANALYST 3059 2 2 2<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
VITAL STATISTICS TECHNICIAN 1962 3 3<br />
-------- -------- --------<br />
PERMANENT POSITIONS 6 9 9<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
279<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EXTRA HELP 0.5 0.5<br />
PH-DISEASE CONTROL & SURV<br />
DEPUTY PUBLIC HEALTH OFFICER 7604 1 1 1<br />
SUPERVISING PUBLIC HEALTH NURS 3815 1 1 1<br />
SR PUBLIC HEALTH NURSE 3656 1 1 1<br />
PUBLIC HEALTH NURSE II 3401 4.9 4.9 4.9<br />
PUBLIC HEALTH INVESTIGATOR 2338 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1.3 1.5 1.5<br />
VITAL STATISTICS TECHNICIAN 1962 3<br />
SENIOR OFFICE ASSISTANT 1826 0.87 0.87 0.87<br />
-------- -------- --------<br />
PERMANENT POSITIONS 14.07 11.27 11.27<br />
EXTRA HELP 0.8 0.3 0.3<br />
PH-MCH<br />
FAMILY HEALTH SECTION MANAGER 4536 0.55 0.55 0.55<br />
SUPERVISING PUBLIC HEALTH NURS 3815 3 4 4<br />
SR PUBLIC HEALTH NURSE 3656 4 4 4<br />
HEALTH PROGRAM MANAGER 3601 1 1 1<br />
PUBLIC HEALTH NURSE II 3401 15.15 17.15 17.15<br />
SOCIAL SERVICE SUPERVISOR I 3068 1 1 1<br />
SR HEALTH INFO SPECIALIST 2898 1 1<br />
HEALTH INFO SPECIALIST II 2696 0.5 0.5 0.5<br />
SOCIAL SERVICE WORKER III 2572 6.75 6.75 6.75<br />
PUBLIC HEALTH ASSISTANT 1861 1.8 1.8 1.8<br />
SENIOR OFFICE ASSISTANT 1826 4 4 4<br />
-------- -------- --------<br />
PERMANENT POSITIONS 37.75 41.75 41.75<br />
EXTRA HELP 0.4 0.4 0.4<br />
ANIMAL CARE & CONTROL<br />
ANIMAL CARE AND CONTROL DIR 4218 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
PROGRAM PLANNING ANALYST 3059 1 1<br />
SUPV ANIMAL CONTROL OFFICER 2446 2 3 3<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
ANIMAL CONTROL OFFICER II 2047 10.75 10.75 10.75<br />
ANIMAL HEALTH TECHNICIAN 1950 4.5 4.5 4.5<br />
ACCOUNT CLERK II 1826 5.5 5.5 5.5<br />
LEAD ANIMAL CARE ASST 1499 1 1 1<br />
ANIMAL CARE ASSISTANT 1363 2 2 2<br />
-------- -------- --------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
280<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PERMANENT POSITIONS 28.75 30.75 30.75<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
PUBLIC HEALTH<br />
ANIMAL CARE & CONTROL<br />
EXTRA HELP 2.3 2.3<br />
OVERTIME 0.46 0.56 0.56<br />
PH-WIC<br />
FAMILY HEALTH SECTION MANAGER<br />
4536<br />
0.1<br />
0.1<br />
0.1<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
1<br />
1<br />
1<br />
SENIOR LACTATION CONSULTANT<br />
3043<br />
0.9<br />
0.9<br />
0.9<br />
SUPERVISING NUTRITIONIST<br />
2903<br />
1.6<br />
1<br />
1<br />
NUTRITIONIST<br />
2601<br />
1.7<br />
4<br />
4<br />
PUBLIC HEALTH ASSISTANT<br />
1861<br />
5.9<br />
4<br />
4<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
PUBLIC HEALTH AIDE II<br />
1499<br />
8.2<br />
8.2<br />
8.2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 20.4 20.2 20.2<br />
EXTRA HELP 0.11 0.11 0.11<br />
PH-JUV PROB HEALTH SVCS<br />
FORENSIC PSYCHIATRIST<br />
8796<br />
0.24<br />
0.24<br />
0.24<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
0.75<br />
0.75<br />
0.75<br />
STAFF NURSE II<br />
3520<br />
3.55<br />
3.55<br />
3.55<br />
MARRIAGE FAMILY THERAPIST<br />
3030<br />
2.5<br />
2.5<br />
2.5<br />
AODS COUNSELOR II<br />
2588<br />
0.1<br />
0.1<br />
0.1<br />
CLINIC CLERK<br />
1826<br />
1<br />
1<br />
1<br />
--------<br />
--------<br />
--------<br />
PERMANENT POSITIONS 8.14 8.14 8.14<br />
EXTRA HELP 0.63 0.78 0.78<br />
PH-SPECIAL CLINICAL SERVICES<br />
FAM NURSE PRACT/PHYS ASSIST<br />
3916<br />
1.05<br />
1.05<br />
1.05<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
0.25<br />
0.25<br />
0.25<br />
STAFF NURSE II<br />
3520<br />
0.15<br />
0.15<br />
0.15<br />
ACCOUNT CLERK II<br />
1826<br />
0.2<br />
0.2<br />
0.2<br />
-------- --------<br />
--------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
281<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PERMANENT POSITIONS 1.65 1.65 1.65<br />
EXTRA HELP 0.4 0.4 0.4<br />
PH-EMS<br />
REG EMERG MED SERVICES MGR 4369 1 1 1<br />
EMERG MED SERVICES COORD 3272 2 3 3<br />
ADVANCED LIFE SUPPORT CORRD 3119 1 1 1<br />
ADMINISTRATIVE AIDE 2333 0.5 0.5 0.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 4.5 5.5 5.5<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PUBLIC HEALTH<br />
PH-CHILDRENS MEDICAL SERVICES<br />
PUBLIC HEALTH PHYSICIAN 7239 0.7 0.7 0.7<br />
FAMILY HEALTH SECTION MANAGER 4536 0.35 0.35 0.35<br />
CHIEF THERAPIST CTP 3870 1 1 1<br />
SUPERVISING PUBLIC HEALTH NURS 3815 1 1 1<br />
SR PUBLIC HEALTH NURSE 3656 2 2 2<br />
HEALTH PROGRAM MANAGER 3601 1 1 1<br />
PUBLIC HEALTH NURSE II 3401 7.75 7.75 7.75<br />
OCCUPATIONAL THERAPIST II CTP 3253 5 5 5<br />
PHYSICAL THERAPIST II CTP 3253 4.35 4.35 4.35<br />
SOCIAL SERVICE SUPERVISOR I 3068 1 1 1<br />
SOCIAL SERVICE WORKER II 2408 3 3 3<br />
ACCOUNT CLERK III <strong>2013</strong> 1.5 1.5 1.5<br />
SECRETARY 1999 1 1 1<br />
MEDICAL SECRETARY 1999 0.75 0.75 0.75<br />
PUBLIC HEALTH ASSISTANT 1861 3 3 3<br />
SENIOR OFFICE ASSISTANT 1826 3.8 3.8 3.8<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
PUBLIC HEALTH AIDE II 1499 2.5 2.5 2.5<br />
-------- -------- --------<br />
PERMANENT POSITIONS 40.7 40.7 40.7<br />
EXTRA HELP 0.1 0.1 0.1<br />
PH-CLINICAL LAB<br />
PUBLIC HEALTH LAB DIRECTOR 4650 1 1 1<br />
PUBLIC HEALTH MICROBIOLOGISTII 2976 2.25 2.25 2.25<br />
ACCOUNT CLERK III <strong>2013</strong> 0.4 0.4 0.4<br />
PH LAB TECHNICIAN II 1884 3 3 3<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
282<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
-------- -------- --------<br />
PERMANENT POSITIONS 7.65 7.65 7.65<br />
OVERTIME 0.06 0.06 0.06<br />
PH-PH PREPAREDNESS<br />
PROGRAM PLANNING ANALYST 3059 1 1 1<br />
PUBLIC HEALTH MICROBIOLOGISTII 2976 1.5 1.5 1.5<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 3.5 3.5 3.5<br />
EXTRA HELP 0.9 1.38 1.38<br />
MENTAL HEALTH<br />
MH-PROGRAM SUPPORT<br />
MENTAL HEALTH MEDICAL DIRECTOR 8554 0.45 0.45 0.45<br />
MENTAL HEALTH SERVICE DIRECTOR 6131 0.2 0.2 0.2<br />
PATIENT CARE ANALYST 4038 3.5 4.5 4.5<br />
ADMIN SERVICES OFFICER II 4010 0.5 0.5 0.5<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
DEPARTMENT ANALYST 2952 0.75 0.75 0.75<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
SECRETARY CONFIDENTIAL 2059 0.75 0.75 0.75<br />
MEDICAL RECORD CLERK III 2016 2 2 2<br />
ACCOUNT CLERK III <strong>2013</strong> 1.5 1.5 1.5<br />
SECRETARY 1999 1 1 1<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
MENTAL HEALTH<br />
MH-PROGRAM SUPPORT<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
ACCOUNT CLERK II 1826 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 15.65 16.65 16.65<br />
MH-ACUTE/FORENSIC SVCS<br />
FORENSIC PSYCHIATRIST 8796 1.33 1.33 1.33<br />
STAFF PSYCHIATRIST 7578 1.15 1.15 1.15<br />
ACUTE FORENSICS SECT MGR 4536 0.9 0.9 0.9<br />
CLIENT CARE MANAGER 4209 2 2 2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
283<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
FAM NURSE PRACT/PHYS ASSIST<br />
HEALTH PROGRAM MANAGER<br />
3916<br />
3601<br />
0.65<br />
1<br />
0.65<br />
1<br />
0.65<br />
1<br />
PSYCHIATRIC NURSE 3552 5 5 5<br />
MARRIAGE FAMILY THERAPIST SPEC 3260 1 1 1<br />
MARRIAGE FAMILY THERAPIST 3030 6.73 6.73 6.73<br />
LICENSED CLINICAL SOCIAL WKR 3030 10.4 10.4 10.4<br />
SENIOR CLIENT SUPPORT SPEC 2342 1.7 1.7 1.7<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
LICENSED VOCATIONAL NURSE II 2238 2 2 2<br />
PSYCHIATRIC TECHNICIAN 2238 0.5 0.5 0.5<br />
ELIGIBILITY WORKER II 2083 1 1 1<br />
SECRETARY 1999 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 2.25 2.25 2.25<br />
-------- -------- --------<br />
PERMANENT POSITIONS 39.61 39.61 39.61<br />
EXTRA HELP 2.93 3 3<br />
OVERTIME 1.3 1.3 1.3<br />
MH-YOUTH & FAMILY SERVICES<br />
STAFF PSYCHIATRIST 7578 1.3 1.3 1.3<br />
ADULT YOUTH FAMILY SVS SCT MGR 4369 1 1 1<br />
HEALTH PROGRAM MANAGER 3601 2 2 2<br />
MARRIAGE FAMILY THERAPIST 3030 15.8 15.8 15.8<br />
LICENSED CLINICAL SOCIAL WKR 3030 4.5 4.5 4.5<br />
AODS COUNSELOR II 2588 1.75 1.75 1.75<br />
SENIOR CLIENT SUPPORT SPEC 2342 2 2 2<br />
SENIOR OFFICE ASSISTANT 1826 2 2 2<br />
RECEPTIONIST 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 31.35 31.35 31.35<br />
MH-MENTAL HEALTH SVCS ACT<br />
MENTAL HEALTH MEDICAL DIRECTOR 8554 0.45 0.45 0.45<br />
STAFF PSYCHIATRIST 7578 3.9 3.9 3.9<br />
MENTAL HEALTH SERVICE DIRECTOR 6131 0.4 0.4 0.4<br />
COMMUNITY MH SECT MANAGER 4369 1 1 1<br />
CLIENT CARE MANAGER 4209 0.8 0.8 0.8<br />
PATIENT CARE ANALYST 4038 1 1 1<br />
HEALTH PROGRAM MANAGER 3601 5 5 5<br />
PSYCHIATRIC NURSE 3552 7.55 7.55 7.55<br />
MARRIAGE FAMILY THERAPIST SPEC 3260 1 1 1<br />
LIC CLIN SOC WKR SPECIALIST 3260 2 2 2<br />
MARRIAGE FAMILY THERAPIST 3030 13.75 15.75 15.75<br />
LICENSED CLINICAL SOCIAL WKR 3030 8.5 8.5 8.5<br />
SENIOR CLIENT SUPPORT SPEC 2342 12 12 12<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
284<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
MENTAL HEALTH<br />
MH-MENTAL HEALTH SVCS ACT<br />
ADMINISTRATIVE AIDE 2333 0.5 0.5 0.5<br />
ELIGIBILITY WORKER III 2259 1 1 1<br />
ELIGIBILITY WORKER II 2083 2 2 2<br />
SECRETARY 1999 1 1 1<br />
CLIENT SUPPORT SPECIALIST 1851 2 2 2<br />
SENIOR OFFICE ASSISTANT 1826 8.75 8.75 8.75<br />
RECEPTIONIST 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 73.6 75.6 75.6<br />
MH-MHSA OTHER PROGRAMS<br />
STAFF PSYCHIATRIST 7578 0.85 0.85 0.85<br />
MENTAL HEALTH SERVICE DIRECTOR 6131 0.4 0.4 0.4<br />
ACUTE FORENSICS SECT MGR 4536 0.1 0.1 0.1<br />
CLIENT CARE MANAGER 4209 0.2 0.2 0.2<br />
PATIENT CARE ANALYST 4038 1.5 1.5 1.5<br />
ADMIN SERVICES OFFICER II 4010 0.5 0.5 0.5<br />
HEALTH PROGRAM MANAGER 3601 2 2 2<br />
PSYCHIATRIC NURSE 3552 2.5 2.5 2.5<br />
MARRIAGE FAMILY THERAPIST SPEC 3260 2 2 2<br />
MARRIAGE FAMILY THERAPIST 3030 5.2 5.2 5.2<br />
LICENSED CLINICAL SOCIAL WKR 3030 1 1 1<br />
DEPARTMENT ANALYST 2952 1.25 1.25 1.25<br />
AODS COUNSELOR II 2588 1 1 1<br />
SENIOR CLIENT SUPPORT SPEC 2342 4.3 4.3 4.3<br />
ADMINISTRATIVE AIDE 2333 0.5 0.5 0.5<br />
SECRETARY CONFIDENTIAL 2059 0.25 0.25 0.25<br />
SENIOR OFFICE ASSISTANT 1826 1.8 1.8 1.8<br />
-------- -------- --------<br />
PERMANENT POSITIONS 25.35 25.35 25.35<br />
EXTRA HELP 4.1 4.11 4.11<br />
BH - AODS - PROGRAM SUPPORT<br />
AODS SECTION MANAGER 4369 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
285<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
PERMANENT POSITIONS 6 6 6<br />
BH - AODS - TREATMENT & CASE MGMT<br />
STAFF PSYCHIATRIST 7578 0.15 0.15 0.15<br />
HEALTH PROGRAM MANAGER 3601 0.3 0.3 0.3<br />
MARRIAGE FAMILY THERAPIST 3030 2 2 2<br />
LICENSED CLINICAL SOCIAL WKR 3030 1 1 1<br />
AODS SPECIALIST 2699 5 5 5<br />
AODS COUNSELOR II 2588 8.59 8.59 8.59<br />
AODS ASSISTANT II 1851 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 19.04 19.04 19.04<br />
EXTRA HELP 0.84 1.66 1.66<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
MENTAL HEALTH<br />
BH - AODS - TREATMENT & CASE MGMT<br />
OVERTIME 0.06 0.03 0.03<br />
CMSP<br />
CMSP<br />
ASSISTANT DIRECTOR OF HEALTH S 6131 1<br />
DIRECTOR HLTH POLICY PLAN EVAL 4830 0.8 1 1<br />
PATIENT CARE ANALYST 4038 0.5<br />
HEALTH PROGRAM MANAGER 3601 1 2 2<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
BIOSTATISTICIAN 3187 4 4 4<br />
PROGRAM PLANNING ANALYST 3059 2.6 6 6<br />
SR HEALTH INFO SPECIALIST 2898 1 1<br />
PLANNER II 2809 0.5 0.5 0.5<br />
HEALTH INFO SPECIALIST II 2696 2.75 3.75 3.75<br />
NUTRITIONIST 2601 0.75<br />
ADMINISTRATIVE AIDE 2333 1.3 1.5 1.5<br />
SENIOR OFFICE ASSISTANT 1826 0.2 0.2 0.2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 15.4 21.95 20.95<br />
HEALTHY COMMUNITIES<br />
DIRECTOR HLTH POLICY PLAN EVAL 4830 0.2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
286<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
HEALTHY COMMUNITIES SECT MGR<br />
4369<br />
1<br />
1<br />
1<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
3<br />
2<br />
2<br />
PROGRAM PLANNING ANALYST<br />
3059<br />
2.4<br />
HEALTH INFO SPECIALIST II<br />
2696<br />
9.5<br />
7.25<br />
7.25<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1.2<br />
0.5<br />
0.5<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1.8<br />
1.8<br />
OFFICE ASSISTANT II<br />
1603<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 18.3 13.55 13.55<br />
SPECIAL REVENUE FUNDS<br />
P&P-CHILDREN & FAMILIES FIRST<br />
FIRST 5 SONOMA SECTION MANAGER<br />
4369<br />
1<br />
1<br />
1<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
1<br />
1<br />
1<br />
HEALTH INFO SPECIALIST II<br />
2696<br />
2.75<br />
2.75<br />
2.75<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1<br />
1<br />
1<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 6.75 6.75 6.75<br />
EXTRA HELP 0.56 0.56 0.56<br />
PH-FEE STABILIZATION FUND<br />
SUPV E H SPECIALIST<br />
3389<br />
1.31<br />
2.31<br />
2.31<br />
ENVIRON HEALTH SPECIALIST III<br />
3135<br />
2.83<br />
5.83<br />
5.83<br />
DAIRY INSPECTOR<br />
2998<br />
2<br />
2<br />
ENVIRON HEALTH SPECIALIST II<br />
2939<br />
1.78<br />
7.78<br />
7.78<br />
-------- --------<br />
--------<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SPECIAL REVENUE FUNDS<br />
PH-FEE STABILIZATION FUND<br />
PERMANENT POSITIONS 5.92 17.92 17.92<br />
EXTRA HELP 0.25 0.25<br />
OVERTIME 0.14 0.14<br />
AODS-DUI PROGRAM<br />
HEALTH PROGRAM MANAGER<br />
3601<br />
1<br />
0.7<br />
0.7<br />
AODS SPECIALIST<br />
2699<br />
1<br />
1<br />
1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
287<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
AODS COUNSELOR II 2588 6.3 6.3 6.3<br />
AODS INTAKE INTERVIEWER 1851 2 2 2<br />
SENIOR OFFICE ASSISTANT 1826 1.25 1.25 1.25<br />
ACCOUNT CLERK II 1826 0.75 0.75 0.75<br />
OFFICE ASSISTANT II 1603 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 14.3 14 14<br />
EXTRA HELP 1.99 3.5 3.5<br />
OVERTIME 0.1 0.08 0.08<br />
DEPT OF CHILD SUPPORT SERVICES<br />
DCSS-CHILD SUPPORT ENFORCEMENT<br />
DIRECTOR OF CHILD SUPPORT SVC 6298 1 1 1<br />
CHILD SUPPORT ATTORNEY IV 5384 4 4 4<br />
ASST DIR CHILD SUPPORT SVS 4695 1 1 1<br />
HUMAN SERVICES SECTION MANAGER 4120 2 2 2<br />
ADMIN SERVICES OFFICER II 4010 1 1 1<br />
DIS SPECIALIST II 3130 2 2 2<br />
PROGRAM PLANNING ANALYST 3059 1 1 1<br />
SUPV CHILD SUPPORT OFFICER 2695 5 5 5<br />
EXECUTIVE LEGAL SECRETARY CONF 2447 1 1 1<br />
CHILD SUPPORT OFFICER III 2354 14.5 14.5 14.5<br />
LEGAL STAFF SUPERVISOR 2346 3 3 3<br />
CHILD SUPPORT FINANCIAL SUPV 2346 1 1 1<br />
CHILD SUPPORT OFFICER II 2193 32 32 32<br />
PAYROLL CLERK 2138 1 1 1<br />
SR CHILD SUPPRT FINANCIAL WKR 2132 1 1 1<br />
LEGAL SECRETARY II 2098 2 1 1<br />
CHILD SUPPRT FINANCIAL WRKR II <strong>2013</strong> 8 7 7<br />
SENIOR LEGAL PROCESSOR 2006 11 10 10<br />
LEGAL PROCESSOR II 1826 9 9 9<br />
ACCOUNT CLERK II 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 101.5 98.5 98.5<br />
AGRICULTURAL COMM<br />
AGRICULTURAL COMMISSIONER<br />
AGRICULTURAL COMMR-SEALER 6331 1 1 1<br />
ASSISTANT AGRICULTURAL COMM 3999 1 1 1<br />
AG & VINEYARD CONSERV COORD 3738 1<br />
ADMIN SERVICES OFFICER I 3486 0.68 0.68 0.68<br />
CHIEF DEP AG COMMISSIONER 3476 1 1 1<br />
ENGINEERING TECHICIAN IV 3323 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
288<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
DEPUTY AGRICULTURAL COMMISSION 2958 3 3 3<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
AGRICULTURAL COMM<br />
AGRICULTURAL COMMISSIONER<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
1<br />
SR AG BIOLOGIST\STANDARD SPEC<br />
2689<br />
3<br />
3<br />
3<br />
AG BIOLOGIST\STANDARD SPEC III<br />
2559<br />
7<br />
7.75<br />
7<br />
EXECUTIVE SECRETARY<br />
2247<br />
1<br />
1<br />
1<br />
WILDLIFE SPECIALIST<br />
2047<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK III<br />
<strong>2013</strong><br />
1<br />
1<br />
1<br />
RECEPTIONIST<br />
1826<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK II<br />
1826<br />
0.75<br />
0.75<br />
0.75<br />
OFFICE ASSISTANT II<br />
1603<br />
0.8<br />
0.8<br />
0.8<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 24.23 24.98 24.23<br />
EXTRA HELP 6.56 9.83 9.83<br />
OVERTIME 0.05 0.05<br />
SEALER WEIGHTS & MEASURES<br />
CHIEF DEPUTY SEALER<br />
3476<br />
1<br />
1<br />
1<br />
SR AG BIOLOGIST\STANDARD SPEC<br />
2689<br />
1<br />
1<br />
1<br />
AG BIOLOGIST\STANDARD SPEC III<br />
2559<br />
4<br />
4<br />
4<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 6 6 6<br />
U C COOPERATIVE EXT<br />
U C COOPERATIVE EXT<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
1<br />
PUBLIC INFORMATION SPECIALIST<br />
2332<br />
1<br />
1<br />
1<br />
SENIOR AG PROGRAM ASSISTANT<br />
1967<br />
2.75<br />
2.75<br />
2.75<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
0.5<br />
0.5<br />
0.5<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 5.25 5.25 5.25<br />
EXTRA HELP 0.44<br />
DEPT OF EMERGENCY SERVICES<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
289<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
EMERGENCY MANAGEMENT<br />
EMERGENCY SERVICES COORDINATOR 4140 1 1 1<br />
HUMAN SERVICES PROGRAM MANAGER 3220 1 1 1<br />
DEPUTY EMER SVS COOR 2952 2 2 2<br />
-------- -------- --------<br />
PERMANENT POSITIONS 4 4 4<br />
EXTRA HELP 1.47 0.9 0.9<br />
OVERTIME 0.03 0.06 0.06<br />
HAZARDOUS MATERIALS FUND<br />
FIRE SERVICES OFFICER 4557 1 1 1<br />
FIRE INSPECTOR II 3546 4 4 4<br />
SENIOR OFFICE ASSISTANT 1826 0.5 0.5 0.5<br />
-------- -------- --------<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
DEPT OF EMERGENCY SERVICES<br />
HAZARDOUS MATERIALS FUND<br />
PERMANENT POSITIONS 5.5 5.5 5.5<br />
EXTRA HELP 0.12 0.12<br />
OVERTIME 0.16 0.16 0.16<br />
SCEIP<br />
SCEIP PROGRAM FUND<br />
EXTRA HELP 2.6 2.6 2.6<br />
OVERTIME 0.06 0.06 0.06<br />
REFUSE DISPOSAL ENT<br />
INTEGRATED WASTE<br />
SENIOR ENGINEER 4375 1 1 1<br />
INTEG WSTE OPS DIV MGR PROJ 4350 1 1 1<br />
WASTE MANAGEMENT AGCY EXEC DIR 4350 1 1 1<br />
ENGINEER 3972 2 2 2<br />
PROFESSIONAL GEOLOGIST 3972 1 1 1<br />
LANDFILL FACILITIES SPECIALIST 3337 1 1 1<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
290<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
CODE ENFORCEMENT INSPECTOR II 3059 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
BUILDING MECHANIC II 2804 1 1 1<br />
WASTE MANAGEMENT SPECIALIST II 2802 3 3 3<br />
DISPOSAL SUPERVISOR 2780 2 2 2<br />
ENGINEERING TECHNICIAN III 2768 2 2 2<br />
DISPOSAL WORKER II 2348 6 6 6<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
DISPOSAL WORKER I 2033 15.02 15.02 15.02<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 40.02 40.02 40.02<br />
EXTRA HELP 0.78 0.78 0.78<br />
OVERTIME 1.92 1.92 1.92<br />
SPUD PT MARINA ENT<br />
SPUD PT MARINA ENT<br />
MARINA SUPERVISOR 3187 1 1 1<br />
DEPARTMENT ANALYST 2952 1 1 1<br />
BUILDING MECHANIC II 2804 1<br />
SENIOR MARINA ATTENDANT 2171 1 1 1<br />
MARINA ATTENDANT 2029 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 4 5 4<br />
EXTRA HELP 2.1 2.1 2.1<br />
OVERTIME 0.07 0.07 0.07<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
AIRPORT ENTERPRISE<br />
AIRPORT ENTERPRISE<br />
AIRPORT MANAGER 4795 1 1 1<br />
ASSISTANT AIRPORT MANAGER 3782 1 1 1<br />
RIGHT OF WAY AGENT II 3126 1 1 1<br />
AIRPORT OPERATIONS SUPERVISOR 2595 1 1 1<br />
MARKETING SPECIALIST 2474 1 1 1<br />
ADMINISTRATIVE AIDE 2333 1 1 1<br />
AIRPORT OPERATIONS SPECIALIST 2230 6 6 6<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
OFFICE ASSISTANT II 1603 1 1 1<br />
-------- -------- --------<br />
PERMANENT POSITIONS 14 14 14<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
291<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
EXTRA HELP 0.58 0.58 0.58<br />
OVERTIME 0.12 0.12 0.12<br />
SO CO AREA TRANSIT SVCS<br />
TRANSIT-GEN ADMIN-ART 4<br />
TRANSIT SYSTEMS MANAGER<br />
4563<br />
1<br />
1<br />
1<br />
TRANSIT SPECIALIST II<br />
3132<br />
3<br />
3<br />
3<br />
OFFICE SUPPORT SUPERVISOR<br />
2163<br />
1<br />
1<br />
1<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
OFFICE ASSISTANT II<br />
1603<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 7 7 7<br />
EXTRA HELP 0.13 0.13 0.13<br />
OVERTIME 0.07 0.07 0.07<br />
MASON'S MARINA<br />
MASON'S MARINA<br />
EXTRA HELP 1.74 1.74<br />
SELF FUNDED INS PROG-ISF<br />
SELF FUNDED INS PROG-ADMIN<br />
RISK MANAGER<br />
4580<br />
1<br />
1<br />
1<br />
EQUAL EMPLOY OPPORTUNITY MGR<br />
4294<br />
1<br />
1<br />
1<br />
RISK MANAGEMENT ANALYST III<br />
3983<br />
5<br />
5<br />
5<br />
RISK MANAGEMENT ANALYST II<br />
3462<br />
7<br />
7<br />
7<br />
ACCOUNTANT III<br />
3326<br />
1<br />
1<br />
1<br />
DEPARTMENT ANALYST<br />
2952<br />
1<br />
1<br />
ADMINISTRATIVE AIDE CONFIDEN<br />
2333<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK III CONFID<br />
2073<br />
1<br />
1<br />
1<br />
SECRETARY CONFIDENTIAL<br />
2059<br />
1<br />
1<br />
1<br />
SENIOR OFFICE ASSISTANT-C<br />
1881<br />
6.5<br />
6.5<br />
6.5<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 24.5 25.5 25.5<br />
EXTRA HELP 1 1 1<br />
13-14 13-14 13-14<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
292<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
CSA #40 FIRE SERVICES<br />
CSA #40 FIRE SERVICES<br />
DIRECTOR FIRE/EMERGENCY PROGRA<br />
6585<br />
1<br />
1<br />
1<br />
FIRE MARSHALL<br />
5257<br />
1<br />
1<br />
1<br />
SENIOR FIRE INSPECTOR<br />
3900<br />
1<br />
1<br />
1<br />
FIRE INSPECTOR II<br />
3546<br />
1<br />
ADMIN SERVICES OFFICER I<br />
3486<br />
1<br />
1<br />
1<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1.75<br />
1.75<br />
1.75<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
ACCOUNT CLERK II<br />
1826<br />
1<br />
1<br />
1<br />
MATERIALS HANDLER<br />
1737<br />
1.6<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 10.35 8.75 8.75<br />
EXTRA HELP 2.53 2.76 2.76<br />
OVERTIME 0.64 0.87 0.87<br />
FIRE PREVENTION DIVISION<br />
FIRE MARSHALL<br />
5257<br />
1<br />
1<br />
1<br />
SENIOR FIRE INSPECTOR<br />
3900<br />
1<br />
1<br />
FIRE INSPECTOR II<br />
3546<br />
1<br />
2<br />
2<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 2 4 4<br />
EXTRA HELP 0.75 1.04 1.04<br />
OVERTIME 0.18 0.18 0.18<br />
NSC AIR POLL CONTROL<br />
NO AIR POLLUTION CONTROL<br />
AIR QUALITY MANAGER<br />
4571<br />
1<br />
1<br />
1<br />
AIR QUALITY ENGINEER<br />
3894<br />
1<br />
1<br />
1<br />
AIR QUALITY SPECIALIST III<br />
3009<br />
3<br />
3<br />
3<br />
SENIOR OFFICE ASSISTANT<br />
1826<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 6 6 6<br />
EXTRA HELP 0.14 0.14 0.14<br />
OVERTIME 0.03 0.03 0.03<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
293<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
IHSS PUBLIC AUTHORITY<br />
IHSS PUBLIC AUTHORITY<br />
IHSS PUBLIC AUTHORITY MGR 4731 1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 1 1 1<br />
EXTRA HELP 0.4 0.4 0.4<br />
SC AG PRES/OPEN SPACE DIST<br />
SC AG PRES/OPEN SPACE DIST<br />
OSD GENERAL MANAGER 6361 1 1 1<br />
13-14<br />
13-14<br />
13-14<br />
DIV SECT CLASSIFICATION RANGE<br />
BASE<br />
REQ'D<br />
RECOM<br />
SC AG PRES/OPEN SPACE DIST<br />
SC AG PRES/OPEN SPACE DIST<br />
OSD PROGRAM MANAGER<br />
4091<br />
3<br />
3<br />
3<br />
OSD ADMIN & FISCAL SRVCS MGR<br />
3823<br />
1<br />
1<br />
1<br />
OSD COMMUNITY RELATIONS MGR<br />
3661<br />
1<br />
1<br />
1<br />
OSD LAND ACQUISITION SPECIALIS<br />
3641<br />
2<br />
2<br />
2<br />
OSD STEWARD COORDINATOR<br />
3416<br />
1<br />
1<br />
1<br />
OSD ASSOCIATE PLANNER<br />
2974<br />
5.5<br />
5.5<br />
5.5<br />
OSD CONSERVATION GIS ANALYST<br />
2550<br />
1<br />
1<br />
1<br />
OSD ASSISTANT PLANNER<br />
2529<br />
1<br />
1<br />
1<br />
OSD ACQUISITION ASSISTANT<br />
2412<br />
1<br />
1<br />
1<br />
ADMINISTRATIVE AIDE<br />
2333<br />
1.5<br />
2<br />
2<br />
PUBLIC INFORMATION SPECIALIST<br />
2332<br />
1<br />
1<br />
1<br />
OSD EXECUTIVE SECRETARY<br />
2314<br />
1<br />
1<br />
1<br />
OSD TECHNICIAN<br />
2231<br />
2<br />
2<br />
2<br />
ACCOUNTING TECHNICIAN<br />
2132<br />
1<br />
1<br />
1<br />
OSD RECEPTIONIST<br />
1881<br />
1<br />
1<br />
1<br />
-------- --------<br />
--------<br />
PERMANENT POSITIONS 25 25.5 25.5<br />
EXTRA HELP 2.74 3.04 3.04<br />
OVERTIME 0.12 0.12 0.12<br />
SCWA - ADMIN/GENERAL<br />
SCWA - GENERAL FUND<br />
GENERAL MANAGER/CHIEF ENGINEER<br />
8428<br />
1<br />
1<br />
1<br />
WATER AGENCY ASST GENERAL MGR<br />
6747<br />
2<br />
2<br />
2<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
294<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
WATER AGENCY CHIEF ENGINEER 6498 1 1 1<br />
DEPUTY CHIEF ENGINEER 5915 1 1 1<br />
WATER AGENCY DIV MNGR ENV RESO 5544 1 1 1<br />
WATER AGENCY DIV MNGR ADM SERV 5460 1 1 1<br />
WATER AGENCY PRINCIPAL ENGINR 5002 6 6 6<br />
ENGINEERING PROGRAM MANAGER 4822 1 1 1<br />
ENVIRONMENTAL RESOURCES COORD 4822 2 2 2<br />
WATER AGENCY COORDINATOR 4822 9 9 9<br />
WATER AGENCY GOVRN AFFAIR CORD 4818 1 1 1<br />
WATER AGENCY ENGINEER IV 4543 14 17 17<br />
WATER AGENCY HYDROGEOLOGIST IV 4543 1 2 2<br />
WA PRINCIPAL PROGRAM SPEC 4190 4 4 4<br />
TECHNICAL WRITING MANAGER 4190 1 1 1<br />
PRINCIPAL ENVIRONMENTAL SPEC 4190 4 4 4<br />
WATER AGENCY LAND SURVEYOR 4185 1 1 1<br />
ADMIN SERVICES OFFICER II 4010 2 2 2<br />
RISK MANAGEMENT ANALYST III 3983 1 1 1<br />
WATER AGNCY SR NETWORK ANALYST 3926 1 1 1<br />
WATER AGENCY CAD/GIS COORDINAT 3823 1 1 1<br />
W A PUBLIC INFORMATION OFFICER 3661 3 3 3<br />
WA NETWORK ANALYST 3568 1 1 1<br />
SUPERVISING RIGHT OF WAY AGENT 3533 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
RISK MANAGEMENT ANALYST II 3462 1 1 1<br />
ENVIRO COMPLIANCE INSPECTOR 3354 2 2 2<br />
WATER AGENCY CHEMIST 3354 4 4 4<br />
ELECTRICIAN/INSTRMNTATION TECH 3340 7 7 7<br />
WATER AGENCY LEAD MECHANIC 3337 6 6 6<br />
ENGINEERING TECHICIAN IV 3323 1 1 1<br />
WATER AGENCY SENIOR PLANT OPER 3320 16 16 16<br />
PROGRAMMER ANALYST 3204 4 4 4<br />
SENIOR ENVIROMENTAL SPECIALIST 3195 9.75 9.75 9.75<br />
RIGHT OF WAY AGENT II 3126 1 1 1<br />
TECHNICAL WRITING SPECIALIST 3050 7.75 7.75 7.75<br />
WATER AGENCY MECHANIC 3020 18 18 18<br />
ENVIROMENTAL SPECIALIST 2972 2 2 2<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
SCWA - ADMIN/GENERAL<br />
SCWA - GENERAL FUND<br />
WA PROGRAMS SPECIALIST 2953 6 6 6<br />
DEPARTMENT ANALYST 2952 2 2 2<br />
SR GEOGRAPHIC INFO TECH 2951 1 1 1<br />
VEGETATION CONTROL ADVISOR 2821 1 1<br />
ACCOUNTANT II 2809 1 1 1<br />
ASSISTANT PROJECT SPECIALIST 2802 1 1 1<br />
WATER AGENCY LEAD MAINTENANCE 2777 4 4 4<br />
ENGINEERING TECHNICIAN III 2768 11 9 9<br />
GEOGRAPHIC INFO TECH II 2757 1 1 1<br />
HEAVY EQUIPMENT MECHANIC II 2696 2 2 2<br />
WATER AGENCY MAINT WORKER III 2524 7 7 7<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
295<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
AUTOMOTIVE MECHANIC 2461 1 1 1<br />
ADMINISTRATIVE AIDE 2333 3 3 3<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
EXECUTIVE SECRETARY 2247 1 1 1<br />
MATERIALS EQUIPMENT SPECIALIST 2202 1 1 1<br />
PAYROLL CLERK CONFIDENTIAL 2202 1 1 1<br />
WATER AGENCY MAINT WORKER II 2178 5 6 6<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
ACCOUNT CLERK III <strong>2013</strong> 2 2 2<br />
SENIOR OFFICE ASSISTANT 1826 4 5 5<br />
ACCOUNT CLERK II 1826 2 2 2<br />
OFFICE ASSISTANT II 1603 3 3 3<br />
--------- --------- --------<br />
PERMANENT POSITIONS 201.5 207.5 207.5<br />
EXTRA HELP 48.41 42.72 42.72<br />
OVERTIME 9.96 6.56 6.56<br />
GENERAL ADMINISTRATIVE<br />
CDC GENERAL ADMIN<br />
EXEC DIRECTOR SOCO CDC 6439 1 1 1<br />
COMMUNITY DEVELOPMENT MANAGER 4692 1 1 1<br />
LEASED HOUSING MANAGER 4692 1 1 1<br />
REDEVELOPMENT MANAGER 4692 1 1 1<br />
CONTROLLER-CDC 4324 1 1 1<br />
ADMIN SERVICES OFFICER I 3486 1 1 1<br />
COMMUNITY DEVELOP ASSOCIATE 3330 3 3 3<br />
HOUSING REHABILITATION SPECIAL 2842 3 3 3<br />
SUPERVISING COMMUNITY DEV SPEC 2812 2 2 2<br />
ACCOUNTANT II 2809 1 1 1<br />
SR COMMUNITY DEVELOP SPEC 2652 2 2 2<br />
EMPLOYMENT HOUSING COUNSELOR 2408 1 1 1<br />
EXECUTIVE SECRETARY CONFID 2314 1 1 1<br />
COMMUNITY DEVELOP SPEC II 2209 7 7 7<br />
ACCOUNTING TECHNICIAN 2132 1 1 1<br />
SENIOR OFFICE ASSISTANT 1826 1 1 1<br />
RECEPTIONIST 1826 1 1 1<br />
ACCOUNT CLERK II 1826 1 1 1<br />
OFFICE ASSISTANT II 1603 3 3 3<br />
--------- --------- --------<br />
PERMANENT POSITIONS 33 33 33<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
296<br />
Position Listing
SONOMA COUNTY BUDGET - POSITION ALLOCATION<br />
13-14 13-14 13-14<br />
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM<br />
LIBRARY<br />
Director 7251 1.00 1.00 1.00<br />
Administrative Svcs Manager 4029 1.00 1.00 1.00<br />
Librarian IV +2% 4029 2.00 2.00 2.00<br />
Librarian IV 3950 3.00 3.00 3.00<br />
Facilities Manager 3837 1.00 1.00 1.00<br />
Human Resources Manager 3837 1.00 1.00 1.00<br />
Central Branch Manager 3521 1.00 1.00 1.00<br />
Branch Manager 3353 10.00 10.00 10.00<br />
Librarian III + 2.5% (IT Team Co-Lead) 3197 1.00 1.00 1.00<br />
Librarian III 3119 4.00 4.00 4.00<br />
Sr Info Technology Specialist 3119 1.00 1.00 1.00<br />
Tech Supp Spec II + 5% (IT Team Co-Lead) 2941 1.00 1.00 1.00<br />
Building Mechanic II + 5% - Lead 2878 1.00 1.00 1.00<br />
Librarian I/II - BiLing 2797 2.50 2.50 2.50<br />
Librarian II + 2.5% 2764 1.00 1.00 1.00<br />
Building Mechanic II 2741 1.00 1.00 1.00<br />
Librarian I/II 2697 27.83 27.83 27.83<br />
Business Analyst 2635 1.00 1.00 1.00<br />
Technical Support Specialist I 2386 1.50 1.50 1.50<br />
Graphic Artist 2380 1.00 1.00 1.00<br />
Accounting Assistant 2343 2.00 2.00 2.00<br />
Administrative Aide 2343 2.50 2.50 2.50<br />
Supervising Library Technician 2292 5.00 5.00 5.00<br />
Account Clerk III 2182 1.00 1.00 1.00<br />
Library Associate 2070 5.41 5.41 5.41<br />
Library Technician III - BiLing 1859 2.50 2.50 2.50<br />
Account Clerk II 1822 1.00 1.00 1.00<br />
Delivery Person 1822 2.00 2.00 2.00<br />
Library Services Specialist 1822 1.00 1.00 1.00<br />
Library Technician III 1759 38.57 38.57 38.57<br />
Library Technician II - BiLing 1577 0.75 0.75 0.75<br />
Library Technician II 1477 12.86 12.86 12.86<br />
TOTAL FTE 138.42 138.42 138.42<br />
FAIRGROUNDS (2012) (<strong>2013</strong>) (<strong>2013</strong>)<br />
Fair Manager 5516 1.00 1.00 1.00<br />
Deputy Fair Manager 4038 1.00 1.00 1.00<br />
Fair Financial Services Officer (.50 filled) 3823 1.00 1.00 1.00<br />
Accounting Technician 2132 2.00 2.00 2.00<br />
Secretary 1999 1.00 1.00 1.00<br />
Premium Exhibit Coord. 3409 1.00 1.00 1.00<br />
FG Premium Exhibit Asst (.75 filled/.25 unfilled) 1999 1.00 1.00 1.00<br />
Mktg/Promotion Coord. 3315 1.00 1.00 1.00<br />
Interim Event Coord. 3315 1.00 1.00 1.00<br />
Senior Office Assistant 1826 1.00 1.00 1.00<br />
FG Building Supt. 3581 1.00 1.00 1.00<br />
Bldg. Mechanic II 2696 1.00 1.00 1.00<br />
Auto Mechanic 2366 1.00 1.00 1.00<br />
Bldg. Mechanic I 2382 1.00 2.00 2.00<br />
Painter 2375 1.00 0.00 0.00<br />
Storekeeper 1815 1.00 1.00 1.00<br />
Sr. FG Maint. Worker 2077 5.00 5.00 5.00<br />
FG Maint. Worker 1711 11.00 9.00 9.00<br />
Sr Simulcast Attendant 2008 1.00 1.00 1.00<br />
Simulcast Attendant 1826 0.75 0.75 0.75<br />
Janitor (unfilled) 1579 1.00 1.00 1.00<br />
FG Golf Manager 2766 1.00 0.00 0.00<br />
TOTAL FTE 36.75 33.75 33.75<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
297<br />
Position Listing
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
298<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
456 9,517 11,563 1579 32,956 40,052 1748 36,483 44,330<br />
847 17,678 21,476 1594 33,269 40,448 1751 36,545 44,435<br />
863 18,012 21,894 1603 33,457 40,657 1753 36,587 44,497<br />
1041 21,727 26,402 1604 33,477 40,678 1766 36,859 44,790<br />
1082 22,583 27,467 1606 33,519 40,741 1771 36,963 44,957<br />
1200 25,045 30,430 1616 33,728 41,012 1774 37,026 45,019<br />
1221 25,484 30,973 1627 33,957 41,262 1775 37,046 45,040<br />
1245 25,985 31,578 1629 33,999 41,325 1800 37,568 45,666<br />
1254 26,172 31,829 1632 34,062 41,429 1801 37,589 45,687<br />
1329 27,738 33,707 1640 34,229 41,596 1810 37,777 45,938<br />
1350 28,176 34,250 1651 34,458 41,909 1815 37,881 46,042<br />
1357 28,322 34,437 1656 34,563 42,014 1826 38,111 46,334<br />
1363 28,447 34,584 1658 34,604 42,055 1827 38,132 46,355<br />
1390 29,011 35,293 1664 34,730 42,202 1828 38,153 46,376<br />
1398 29,178 35,460 1667 34,792 42,306 1829 38,173 46,397<br />
1400 29,220 35,523 1684 35,147 42,702 1831 38,215 46,459<br />
1420 29,637 36,024 1687 35,210 42,807 1839 38,382 46,647<br />
1438 30,013 36,483 1688 35,231 42,828 1844 38,486 46,793<br />
1448 30,222 36,733 1693 35,335 42,953 1846 38,528 46,835<br />
1475 30,785 37,401 1696 35,398 43,036 1847 38,549 46,856<br />
1478 30,848 37,526 1700 35,481 43,120 1851 38,633 46,960<br />
1481 30,910 37,589 1705 35,585 43,266 1854 38,695 47,023<br />
1485 30,994 37,673 1711 35,711 43,412 1858 38,779 47,148<br />
1494 31,182 37,881 1715 35,794 43,516 1861 38,841 47,232<br />
1499 31,286 38,048 1719 35,878 43,621 1864 38,904 47,294<br />
1513 31,578 38,382 1727 36,045 43,809 1881 39,259 47,732<br />
1542 32,183 39,113 1730 36,107 43,892 1882 39,280 47,753<br />
1543 32,204 39,134 1732 36,149 43,955 1883 39,300 47,774<br />
1550 32,350 39,321 1737 36,253 44,080 1884 39,321 47,795<br />
1565 32,663 39,697 1747 36,462 44,310 1886 39,363 47,837<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
299<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
1912 39,906 48,505 2033 42,431 51,594 2149 44,852 54,495<br />
1913 39,927 48,526 2041 42,598 51,781 2151 44,894 54,599<br />
1915 39,968 48,609 2046 42,702 51,886 2156 44,998 54,703<br />
1924 40,156 48,797 2047 42,723 51,907 2159 45,061 54,766<br />
1931 40,302 48,985 2050 42,786 52,032 2161 45,103 54,808<br />
1936 40,407 49,131 2052 42,828 52,074 2162 45,124 54,850<br />
1939 40,469 49,193 2059 42,974 52,241 2163 45,144 54,870<br />
1940 40,490 49,214 2066 43,120 52,408 2164 45,165 54,891<br />
1941 40,511 49,235 2068 43,162 52,470 2168 45,249 55,016<br />
1950 40,699 49,486 2073 43,266 52,595 2171 45,311 55,100<br />
1954 40,782 49,590 2075 43,308 52,637 2175 45,395 55,183<br />
1959 40,887 49,694 2077 43,349 52,700 2178 45,457 55,246<br />
1962 40,949 49,778 2078 43,370 52,721 2184 45,583 55,392<br />
1967 41,054 49,882 2082 43,454 52,825 2193 45,771 55,643<br />
1971 41,137 50,028 2083 43,475 52,846 2196 45,833 55,705<br />
1978 41,283 50,195 2087 43,558 52,950 2200 45,917 55,810<br />
1979 41,304 50,216 2092 43,663 53,075 2202 45,958 55,851<br />
1981 41,346 50,258 2093 43,683 53,096 2207 46,063 55,997<br />
1999 41,722 50,717 2095 43,725 53,159 2209 46,104 56,039<br />
2000 41,742 50,738 2096 43,746 53,180 2214 46,209 56,164<br />
2002 41,784 50,780 2098 43,788 53,222 2216 46,251 56,206<br />
2006 41,868 50,884 2107 43,976 53,451 2221 46,355 56,352<br />
2007 41,889 50,905 2108 43,996 53,472 2224 46,418 56,436<br />
2008 41,909 50,926 2112 44,080 53,576 2226 46,459 56,477<br />
<strong>2013</strong> 42,014 51,093 2118 44,205 53,743 2228 46,501 56,519<br />
<strong>2014</strong> 42,035 51,114 2122 44,289 53,827 2230 46,543 56,582<br />
2016 42,076 51,155 2132 44,497 54,098 2231 46,564 56,603<br />
2027 42,306 51,406 2138 44,623 54,244 2238 46,710 56,791<br />
2028 42,327 51,427 2145 44,769 54,411 2244 46,835 56,937<br />
2029 42,348 51,468 2146 44,790 54,432 2247 46,898 56,999<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
300<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
2250 46,960 57,083 2376 49,590 60,297 2493 52,032 63,240<br />
2254 47,044 57,166 2379 49,653 60,360 2495 52,074 63,302<br />
2257 47,106 57,271 2380 49,673 60,380 2496 52,095 63,344<br />
2258 47,127 57,312 2382 49,715 60,422 2498 52,136 63,386<br />
2259 47,148 57,333 2390 49,882 60,652 2500 52,178 63,428<br />
2263 47,232 57,417 2397 50,028 60,819 2501 52,199 63,448<br />
2274 47,461 57,688 2408 50,258 61,069 2502 52,220 63,469<br />
2283 47,649 57,918 2411 50,320 61,194 2507 52,324 63,595<br />
2285 47,691 57,959 2412 50,341 61,215 2510 52,387 63,678<br />
2291 47,816 58,126 2425 50,613 61,507 2517 52,533 63,866<br />
2300 48,004 58,356 2428 50,675 61,591 2524 52,679 64,033<br />
2304 48,087 58,439 2429 50,696 61,633 2529 52,783 64,137<br />
2314 48,296 58,732 2432 50,759 61,716 2547 53,159 64,596<br />
2316 48,338 58,773 2437 50,863 61,820 2549 53,201 64,680<br />
2318 48,379 58,815 2446 51,051 62,050 2550 53,222 64,722<br />
2324 48,505 58,961 2447 51,072 62,071 2552 53,263 64,763<br />
2331 48,651 59,149 2448 51,093 62,113 2554 53,305 64,805<br />
2332 48,672 59,170 2449 51,114 62,134 2556 53,347 64,847<br />
2333 48,693 59,212 2450 51,134 62,175 2559 53,409 64,909<br />
2338 48,797 59,316 2451 51,155 62,196 2561 53,451 64,951<br />
2339 48,818 59,337 2461 51,364 62,426 2567 53,576 65,139<br />
2342 48,880 59,420 2462 51,385 62,468 2569 53,618 65,181<br />
2346 48,964 59,504 2468 51,510 62,614 2570 53,639 65,223<br />
2347 48,985 59,525 2470 51,552 62,676 2572 53,681 65,264<br />
2348 49,006 59,546 2474 51,635 62,760 2588 54,015 65,661<br />
2349 49,026 59,566 2477 51,698 62,843 2593 54,119 65,786<br />
2352 49,089 59,692 2480 51,761 62,927 2595 54,161 65,828<br />
2354 49,131 59,733 2482 51,802 62,968 2601 54,286 65,995<br />
2373 49,527 60,213 2483 51,823 62,989 2603 54,328 66,057<br />
2375 49,569 60,276 2489 51,948 63,135 2604 54,349 66,078<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
301<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
2621 54,703 66,517 2779 58,001 70,503 2939 61,340 74,552<br />
2623 54,745 66,558 2780 58,022 70,524 2950 61,570 74,865<br />
2635 54,996 66,850 2783 58,085 70,586 2951 61,591 74,886<br />
2638 55,058 66,934 2790 58,231 70,816 2952 61,612 74,907<br />
2646 55,225 67,122 2791 58,252 70,837 2953 61,633 74,928<br />
2652 55,350 67,289 2793 58,293 70,879 2958 61,737 75,032<br />
2660 55,517 67,497 2802 58,481 71,066 2962 61,820 75,136<br />
2665 55,622 67,602 2804 58,523 71,129 2966 61,904 75,262<br />
2674 55,810 67,831 2809 58,627 71,254 2970 61,987 75,366<br />
2682 55,977 68,040 2812 58,690 71,359 2972 62,029 75,408<br />
2683 55,997 68,061 2821 58,878 71,567 2974 62,071 75,449<br />
2689 56,123 68,207 2828 59,024 71,734 2976 62,113 75,491<br />
2690 56,144 68,249 2840 59,274 72,047 2979 62,175 75,554<br />
2694 56,227 68,353 2842 59,316 72,110 2982 62,238 75,658<br />
2695 56,248 68,395 2844 59,358 72,152 2991 62,426 75,888<br />
2696 56,269 68,416 2851 59,504 72,340 2998 62,572 76,055<br />
2699 56,331 68,478 2866 59,817 72,694 3004 62,697 76,222<br />
2700 56,352 68,499 2870 59,900 72,820 3008 62,781 76,305<br />
2702 56,394 68,541 2875 60,005 72,945 3009 62,801 76,326<br />
2710 56,561 68,750 2879 60,088 73,049 3014 62,906 76,451<br />
2725 56,874 69,125 2880 60,109 73,070 3016 62,948 76,514<br />
2733 57,041 69,355 2893 60,380 73,425 3017 62,968 76,535<br />
2747 57,333 69,668 2896 60,443 73,488 3020 63,031 76,639<br />
2757 57,542 69,960 2898 60,485 73,529 3030 63,240 76,869<br />
2766 57,730 70,148 2903 60,589 73,634 3034 63,323 76,973<br />
2768 57,771 70,211 2911 60,756 73,884 3036 63,365 77,015<br />
2770 57,813 70,273 2916 60,860 73,988 3043 63,511 77,203<br />
2775 57,918 70,419 2921 60,965 74,093 3050 63,657 77,390<br />
2777 57,959 70,461 2922 60,986 74,114 3058 63,824 77,599<br />
2778 57,980 70,482 2923 61,007 74,135 3059 63,845 77,620<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
302<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
3060 63,866 77,641 3204 66,871 81,272 3354 70,002 85,092<br />
3068 64,033 77,829 3206 66,913 81,335 3361 70,148 85,259<br />
3071 64,095 77,912 3213 67,059 81,523 3386 70,670 85,906<br />
3072 64,116 77,933 3219 67,184 81,648 3387 70,691 85,927<br />
3082 64,325 78,184 3220 67,205 81,690 3389 70,733 85,968<br />
3083 64,346 78,204 3224 67,289 81,794 3394 70,837 86,094<br />
3091 64,513 78,413 3225 67,310 81,815 3401 70,983 86,302<br />
3100 64,701 78,643 3226 67,330 81,836 3414 71,254 86,615<br />
3108 64,868 78,831 3242 67,664 82,253 3416 71,296 86,657<br />
3110 64,909 78,893 3253 67,894 82,525 3417 71,317 86,678<br />
3111 64,930 78,935 3254 67,915 82,546 3429 71,567 86,970<br />
3114 64,993 79,018 3260 68,040 82,713 3441 71,818 87,304<br />
3115 65,014 79,039 3268 68,207 82,900 3462 72,256 87,826<br />
3119 65,097 79,144 3270 68,249 82,963 3464 72,298 87,889<br />
3126 65,243 79,290 3272 68,291 83,005 3468 72,381 87,972<br />
3130 65,327 79,415 3278 68,416 83,172 3470 72,423 88,035<br />
3132 65,369 79,457 3287 68,604 83,380 3471 72,444 88,056<br />
3135 65,431 79,561 3300 68,875 83,714 3473 72,486 88,097<br />
3148 65,703 79,853 3303 68,938 83,777 3474 72,507 88,139<br />
3150 65,744 79,916 3304 68,958 83,798 3476 72,548 88,202<br />
3151 65,765 79,937 3307 69,021 83,881 3481 72,653 88,327<br />
3154 65,828 80,041 3309 69,063 83,944 3486 72,757 88,431<br />
3158 65,911 80,125 3315 69,188 84,111 3487 72,778 88,452<br />
3169 66,141 80,375 3320 69,292 84,215 3494 72,924 88,640<br />
3172 66,203 80,500 3323 69,355 84,278 3502 73,091 88,849<br />
3183 66,433 80,730 3326 69,418 84,382 3511 73,279 89,078<br />
3186 66,496 80,813 3330 69,501 84,507 3520 73,467 89,308<br />
3187 66,517 80,834 3337 69,647 84,654 3528 73,634 89,475<br />
3195 66,683 81,064 3340 69,710 84,716 3531 73,696 89,579<br />
3201 66,809 81,189 3349 69,898 84,967 3533 73,738 89,663<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
303<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
3546 74,009 89,934 3734 77,933 94,734 3883 81,043 98,512<br />
3549 74,072 90,017 3735 77,954 94,755 3888 81,147 98,616<br />
3552 74,135 90,143 3737 77,996 94,797 3894 81,272 98,783<br />
3553 74,155 90,164 3738 78,017 94,818 3900 81,398 98,950<br />
3555 74,197 90,205 3748 78,225 95,089 3902 81,439 98,992<br />
3561 74,322 90,331 3752 78,309 95,194 3907 81,544 99,096<br />
3568 74,468 90,518 3756 78,392 95,277 3912 81,648 99,243<br />
3575 74,615 90,706 3762 78,517 95,444 3916 81,732 99,368<br />
3587 74,865 90,998 3782 78,935 95,966 3917 81,752 99,389<br />
3591 74,948 91,124 3783 78,956 95,987 3926 81,940 99,577<br />
3598 75,095 91,270 3784 78,977 96,008 3930 82,024 99,723<br />
3601 75,157 91,353 3788 79,060 96,091 3946 82,358 100,098<br />
3621 75,575 91,875 3797 79,248 96,321 3952 82,483 100,286<br />
3625 75,658 91,959 3800 79,311 96,425 3966 82,775 100,620<br />
3629 75,742 92,063 3812 79,561 96,717 3972 82,900 100,787<br />
3634 75,846 92,188 3815 79,624 96,780 3978 83,026 100,912<br />
3639 75,950 92,334 3819 79,707 96,905 3979 83,047 100,933<br />
3640 75,971 92,355 3820 79,728 96,926 3983 83,130 101,058<br />
3641 75,992 92,376 3821 79,749 96,947 3985 83,172 101,100<br />
3656 76,305 92,772 3823 79,791 96,988 3993 83,339 101,309<br />
3660 76,389 92,856 3826 79,853 97,051 3999 83,464 101,434<br />
3661 76,409 92,877 3828 79,895 97,114 4000 83,485 101,497<br />
3688 76,973 93,545 3831 79,958 97,197 4005 83,589 101,601<br />
3697 77,161 93,795 3832 79,978 97,218 4007 83,631 101,643<br />
3700 77,223 93,858 3833 79,999 97,239 4010 83,694 101,747<br />
3705 77,328 93,983 3843 80,208 97,489 4011 83,714 101,768<br />
3710 77,432 94,150 3868 80,730 98,116 4023 83,965 102,060<br />
3720 77,641 94,359 3870 80,772 98,178 4027 84,048 102,144<br />
3730 77,850 94,651 3872 80,813 98,220 4038 84,278 102,457<br />
3731 77,870 94,672 3882 81,022 98,491 4068 84,904 103,187<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
304<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
4073 85,008 103,354 4237 88,431 107,487 4516 94,254 114,562<br />
4076 85,071 103,417 4262 88,953 108,134 4522 94,380 114,708<br />
4083 85,217 103,563 4265 89,016 108,196 4524 94,421 114,771<br />
4091 85,384 103,813 4270 89,120 108,322 4536 94,672 115,084<br />
4098 85,530 103,959 4291 89,558 108,864 4543 94,818 115,251<br />
4105 85,676 104,147 4294 89,621 108,948 4557 95,110 115,606<br />
4111 85,802 104,314 4298 89,704 109,052 4563 95,235 115,773<br />
4112 85,822 104,335 4304 89,830 109,177 4564 95,256 115,793<br />
4115 85,885 104,398 4307 89,892 109,240 4567 95,319 115,856<br />
4120 85,989 104,502 4312 89,997 109,407 4571 95,402 115,981<br />
4125 86,094 104,648 4324 90,247 109,678 4572 95,423 116,002<br />
4130 86,198 104,794 4335 90,477 109,991 4580 95,590 116,169<br />
4140 86,407 105,024 4342 90,623 110,137 4582 95,632 116,253<br />
4154 86,699 105,379 4348 90,748 110,304 4585 95,694 116,315<br />
4156 86,741 105,441 4350 90,790 110,367 4606 96,133 116,858<br />
4159 86,803 105,504 4358 90,957 110,555 4608 96,174 116,900<br />
4164 86,908 105,650 4366 91,124 110,763 4634 96,717 117,547<br />
4168 86,991 105,734 4368 91,165 110,805 4650 97,051 117,964<br />
4179 87,221 106,005 4369 91,186 110,826 4651 97,072 117,985<br />
4185 87,346 106,172 4373 91,270 110,951 4672 97,510 118,528<br />
4187 87,388 106,214 4374 91,291 110,972 4678 97,635 118,695<br />
4189 87,429 106,255 4375 91,312 110,993 4691 97,907 119,028<br />
4190 87,450 106,318 4378 91,374 111,056 4692 97,928 119,049<br />
4199 87,638 106,506 4409 92,021 111,828 4695 97,990 119,133<br />
4200 87,659 106,568 4412 92,084 111,932 4696 98,011 119,154<br />
4209 87,847 106,777 4451 92,898 112,934 4708 98,262 119,446<br />
4210 87,868 106,819 4480 93,503 113,644 4722 98,554 119,780<br />
4218 88,035 107,007 4481 93,524 113,665 4731 98,742 120,030<br />
4221 88,097 107,090 4495 93,816 114,040 4744 99,013 120,364<br />
4232 88,327 107,361 4504 94,004 114,249 4759 99,326 120,719<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
305<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY STEP STEP<br />
SALARY STEP STEP SALARY STEP STEP<br />
RANGE A I<br />
RANGE A I RANGE A I<br />
4778 99,723 121,220 5257 109,720 133,367 6286 131,196 159,477<br />
4781 99,785 121,303 5300 110,617 134,452 6298 131,447 159,790<br />
4791 99,994 121,554 5384 112,371 136,602 6300 131,489 159,832<br />
4795 100,077 121,658 5399 112,684 136,978 6319 131,885 160,312<br />
4796 100,098 121,679 5433 113,393 137,854 6331 132,136 160,604<br />
4797 100,119 121,700 5437 113,477 137,938 6348 132,490 161,021<br />
4815 100,495 122,159 5460 113,957 138,522 6361 132,762 161,376<br />
4818 100,557 122,243 5469 114,145 138,731 6371 132,970 161,647<br />
4822 100,641 122,326 5510 115,000 139,795 6425 134,097 162,983<br />
4828 100,766 122,451 5514 115,084 139,900 6439 134,390 163,359<br />
4830 100,808 122,556 5516 115,126 139,941 6498 135,621 164,841<br />
4841 101,037 122,806 5544 115,710 140,651 6513 135,934 165,237<br />
4863 101,497 123,349 5565 116,148 141,173 6540 136,498 165,926<br />
4911 102,498 124,601 5622 117,338 142,613 6585 137,437 167,053<br />
4955 103,417 125,707 5624 117,380 142,676 6599 137,729 167,408<br />
4979 103,918 126,292 5690 118,757 144,366 6708 140,004 170,163<br />
4997 104,293 126,751 5761 120,239 146,140 6715 140,150 170,372<br />
5000 104,356 126,855 5787 120,782 146,808 6716 140,171 170,392<br />
5002 104,398 126,918 5807 121,199 147,309 6747 140,818 171,165<br />
5006 104,481 127,001 5886 122,848 149,313 6801 141,945 172,542<br />
5007 104,502 127,022 5904 123,224 149,772 6804 142,008 172,605<br />
5026 104,899 127,502 5915 123,453 150,064 6977 145,618 177,009<br />
5032 105,024 127,648 5918 123,516 150,147 7129 148,791 180,849<br />
5088 106,193 129,047 6047 126,208 153,382 7187 150,001 182,310<br />
5111 106,673 129,673 6060 126,479 153,737 7239 151,087 183,646<br />
5132 107,111 130,195 6061 126,500 153,758 7281 151,963 184,689<br />
5140 107,278 130,403 6131 127,961 155,553 7288 152,109 184,898<br />
5142 107,320 130,445 6177 128,921 156,722 7300 152,360 185,190<br />
5181 108,134 131,447 6218 129,777 157,745 7500 156,534 190,262<br />
5247 109,511 133,096 6229 130,007 158,016 7554 157,661 191,639<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
306<br />
Position Listing
SALARY SCHEDULE <strong>2013</strong>/<strong>2014</strong><br />
ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES<br />
SALARY<br />
RANGE<br />
STEP<br />
A<br />
STEP<br />
I<br />
SALARY STEP STEP SALARY STEP STEP<br />
RANGE A I RANGE A I<br />
7578<br />
7604<br />
7627<br />
7775<br />
7776<br />
7887<br />
7905<br />
7985<br />
8042<br />
8090<br />
8137<br />
8428<br />
8500<br />
8554<br />
8572<br />
8665<br />
8692<br />
8796<br />
9197<br />
9670<br />
9857<br />
9997<br />
9999<br />
10000<br />
10609<br />
11260<br />
12260<br />
158,162<br />
158,705<br />
159,185<br />
162,274<br />
162,294<br />
164,611<br />
164,987<br />
166,657<br />
167,846<br />
168,848<br />
169,829<br />
175,902<br />
177,405<br />
178,532<br />
178,908<br />
180,849<br />
181,412<br />
183,583<br />
191,952<br />
201,825<br />
205,727<br />
208,649<br />
208,691<br />
208,712<br />
221,423<br />
235,010<br />
255,881<br />
192,265<br />
192,892<br />
193,455<br />
197,254<br />
197,275<br />
200,092<br />
200,551<br />
202,555<br />
203,995<br />
205,247<br />
206,437<br />
213,805<br />
215,641<br />
217,019<br />
217,478<br />
219,836<br />
220,504<br />
223,155<br />
233,319<br />
245,341<br />
250,079<br />
253,627<br />
253,669<br />
253,689<br />
269,134<br />
285,664<br />
311,043<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
307<br />
Position Listing
<strong>Sonoma</strong> <strong>County</strong> Library JPA <strong>2013</strong>-<strong>2014</strong><br />
Effective June 16, <strong>2013</strong> - June 14, <strong>2014</strong><br />
ANNUAL SALARIES<br />
RANGE STEP 1 STEP 10<br />
Director 72.51 NA 150,821<br />
Administrative Services Division Manager 40.29 83,803 104,395<br />
Materials Management Division Manager 40.29 83,803 104,395<br />
Public Services Division Manager 40.29 83,803 104,395<br />
Librarian IV 39.50 82,160 102,378<br />
Facilities Manager 38.37 79,810 99,445<br />
Human Resources Manager 38.37 79,810 99,445<br />
Info Technology Manager 38.37 79,810 99,445<br />
Central Library Manager 35.21 73,237 91,250<br />
Branch Manager 33.53 69,742 86,902<br />
Librarian III - IT Co-Lead 31.97 66,498 82,846<br />
Librarian III 31.19 64,875 80,850<br />
Sr Info Technology Specialist 31.19 64,875 80,850<br />
Tech Supp Spec II - IT Team Co-Lead 29.41 61,173 76,190<br />
Building Mechanic II - Lead 28.78 59,862 74,589<br />
Technical Support Specialist II 28.01 58,261 72,571<br />
Librarian II - Bilingual 27.97 58,178 71,989<br />
Librarian II - Lead 27.64 57,491 71,614<br />
Building Mechanic II 27.41 57,013 71,032<br />
Librarian II 26.97 56,098 69,909<br />
Librarian I - Bilingual 26.71 55,557 68,723<br />
Business Analyst - Lead 26.35 54,808 68,286<br />
Librarian I 25.71 53,477 66,643<br />
Technical Support Specialist I 23.86 49,629 61,838<br />
Graphic Artist 23.80 49,504 61,672<br />
Accounting Assistant 23.43 48,734 60,715<br />
Administrative Aide 23.43 48,734 60,715<br />
Building Mechanic I 22.92 47,674 59,405<br />
Supervising Library Technician 22.92 47,674 59,405<br />
Account Clerk III 21.82 45,386 56,534<br />
Library Associate 20.70 43,056 53,664<br />
Library Technician III - Bilingual 18.59 38,667 47,653<br />
Account Clerk II 18.22 37,898 47,195<br />
Delivery Person 18.22 37,898 47,195<br />
Library Services Specialist 18.22 37,898 47,195<br />
Library Technician III 17.59 36,587 45,573<br />
Library Technician II - Bilingual 15.77 32,802 40,373<br />
Library Technician II 14.77 30,722 38,293<br />
Student Worker 10.74 22,339 NA<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong><br />
308<br />
Position Listing
COUNTY OF SONOMA<br />
RECOMMENDED BUDGET<br />
<strong>2013</strong>-<strong>2014</strong><br />
INDEX<br />
Page<br />
No.<br />
Page<br />
No.<br />
Advertising<br />
Agricultural Commissioner-Sealer<br />
Airport Enterprise<br />
(see Transportation & Public Works)<br />
Assessor (see Clerk/Recorder/Assessor)<br />
Auditor-Controller<br />
Board <strong>of</strong> Supervisors/<strong>County</strong> Administrator<br />
Capital Projects<br />
Child Support Services<br />
Community Development Commission<br />
Contingencies<br />
(see Non-Departmental)<br />
<strong>County</strong> Administrator (see Board <strong>of</strong><br />
Supervisors/<strong>County</strong> Administrator)<br />
<strong>County</strong> Administrator’s Transmittal Letter<br />
<strong>County</strong> Clerk/Recorder/Assessor<br />
<strong>County</strong> Operating <strong>Budget</strong><br />
<strong>County</strong> Funding Sources - Total <strong>Budget</strong><br />
<strong>County</strong> <strong>Recommended</strong> Approp.-Total <strong>Budget</strong><br />
General Fund Financing Sources<br />
General Fund Appropriations<br />
<strong>County</strong> Counsel<br />
Court Support Services & Grand Jury<br />
Cross Reference <strong>of</strong> <strong>County</strong> Services to<br />
State Function Categories<br />
Debt Services - Special Assessments<br />
(see Auditor-Controller-Treasurer-Tax Collector)<br />
Demographics-<strong>Sonoma</strong> <strong>County</strong><br />
Detention (see Sheriff’s Department)<br />
District Attorney<br />
Economic Development Department<br />
Elective & Appointive Officers<br />
Emergency Services (See Fire & Emerg. Services)<br />
Employee Benefits - Non Payroll<br />
(see Non Departmental)<br />
Executive Summary<br />
Fairgrounds<br />
Financial Policies for <strong>Budget</strong> Development<br />
Fire Services (see Fire & Emergency Services)<br />
Flood Control Districts (see Water Agency)<br />
General Services<br />
Grand Jury (see Court Support Services)<br />
Guide to Reading the <strong>Budget</strong><br />
187<br />
171<br />
139<br />
73<br />
69<br />
43<br />
193<br />
119<br />
129<br />
65<br />
43<br />
1<br />
73<br />
37<br />
38<br />
40<br />
39<br />
47<br />
81<br />
247<br />
69<br />
26<br />
97<br />
89<br />
153<br />
23<br />
135<br />
65<br />
1<br />
183<br />
14<br />
135<br />
145<br />
55<br />
81<br />
i<br />
Health Services<br />
Heavy Equipment<br />
(see Transportation & Public Works)<br />
Human Resources<br />
Human Services<br />
IHSS Public Authority<br />
Information Systems<br />
Institutions (see Probation)<br />
Law Enforcement (see Sheriff)<br />
Lighting Districts - Other Small Districts<br />
(see Transportation & Public Works)<br />
Marinas (see Regional Parks)<br />
Mental Health (see Health Services)<br />
Non-Departmental<br />
Northern <strong>Sonoma</strong> <strong>County</strong> Air Pollution<br />
Control District<br />
(see Transportation & Public Works)<br />
Organization Chart<br />
Other General Government<br />
(see Non-Departmental)<br />
Permit & Resource Management<br />
Position Allocation (see Position Listing)<br />
Probation<br />
Public Defender<br />
Public Health (See Health Services)<br />
Recorder<br />
(see Clerk/Recorder/Assessor)<br />
Redevelopment Agency (Successor Agency)<br />
(see Community Development Commission)<br />
Regional Parks<br />
Registrar <strong>of</strong> Voters<br />
(see Clerk/Recorder/Assessor)<br />
Roads<br />
(see Transportation & Public Works )<br />
Salary Schedule (see Position Listing)<br />
Sanitation Districts & Zones<br />
(see Water Agency)<br />
Self-Insurance Fund - Risk Management<br />
(see Human Resources)<br />
Sheriff<br />
103<br />
139<br />
51<br />
109<br />
115<br />
59<br />
83<br />
97<br />
139<br />
157<br />
103<br />
65<br />
139<br />
24<br />
65<br />
125<br />
249<br />
83<br />
93<br />
103<br />
73<br />
129<br />
157<br />
73<br />
139<br />
299<br />
145<br />
51<br />
97<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 309 Index
COUNTY OF SONOMA<br />
RECOMMENDED BUDGET<br />
<strong>2013</strong>-<strong>2014</strong><br />
INDEX<br />
Page<br />
No.<br />
Page<br />
No.<br />
Solid Waste (Refuse) 139<br />
(see Transportation & Public Works)<br />
<strong>Sonoma</strong> <strong>County</strong> Agricultural Preservation 165<br />
& Open Space District<br />
State Financial Schedules<br />
<strong>Budget</strong> Summary All Funds 211<br />
<strong>Budget</strong> Summary Govt Funds 212<br />
Fund Balance Govt Funds 213<br />
Reserves/Designations Govt Funds 214<br />
Summary <strong>of</strong> Financing Sources Govt Funds 218<br />
Detail <strong>of</strong> Financing Sources Govt Funds 220<br />
Summary Financing Uses by Function & Fund 232<br />
Detail Financing Uses 234<br />
Summary Non Enterprise Spec Dist/Agencies 242<br />
Fund Balance Non Enterprise Spec Dist/Agncy 243<br />
Detail Fund Balance Spec Dist/Agencies 244<br />
State Function Categories 247<br />
(Cross Reference to <strong>County</strong> Services)<br />
Successor Agency (Formerly Redevelopment Agenc 129<br />
(see Community Development Commission)<br />
Supervisorial Districts 25<br />
Transit Enterprise 139<br />
(see Transportation Public Works)<br />
Transportation and Public Works 139<br />
Treasurer-Tax Collector 69<br />
U.C. Cooperative Extension 175<br />
Unemployment Insurance - Self Insurance 69<br />
(see Auditor-Controller/Treasurer-Tax <br />
Collector)<br />
Water Agency 145<br />
Water Service Areas 139<br />
(see Transportation Public Works)<br />
Water Supply (see Water Agency) 145<br />
Water Transmission Systems 145<br />
(see Water Agency)<br />
<strong>County</strong> <strong>of</strong> <strong>Sonoma</strong><br />
FY <strong>2013</strong>-<strong>2014</strong> <strong>Recommended</strong> <strong>Budget</strong> 310 Index