2013-2014 Recommended Budget - County of Sonoma

County of Sonoma, California 

RECOMMENDED BUDGET 2013-2014

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Back of cover page 

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CALIFORNIA 

SONOMA 

COUNTY 

REPUBLIC 

AGRICULTURE 

INDUSTRY 

RECREATION 

Sonoma County 

miSSion 

to EnriCh thE 

Quality of lifE 

in Sonoma County 

through SupErior 

publiC SErviCES

COUNTY OF SONOMA 

RECOMMENDED BUDGET 

Fiscal Year 2013-2014 

and 

Statistical Report 

2012-2013 

2011-2012 

Sonoma County Board of Supervisors 

Supervisor Susan Gorin 

Supervisor David Rabbitt, Chair 

Supervisor Shirlee Zane 

Supervisor Mike McGuire 

Supervisor Efren Carrillo 

First District 

Second District 

Third District 

Fourth District 

Fifth District 

Budget Recommended by 

Veronica A. Ferguson 

County Administrator 

Budget Compiled by 

David E. Sundstrom 

Auditor-Controller-Treasurer-Tax Collector 

Cover Photo: Tolay Lake Regional Park 

Sonoma County, California 

Photo Courtesy of Sonoma County Regional Parks

Susan Gorin 

District 1 

County of Sonoma 

Board of Supervisors 

David Rabbitt 

District 2 

5th 

Efren Carrillo 

4th 

Mike McGuire 

3rd 

Shirlee Zane 

2nd 

David Rabbitt 

1st 

Susan Gorin 

Shirlee Zane 

District 3 

Mike M c Guire 

District 4 

575 Administration Drive, Room 100A 

Santa Rosa, California 95403 

(707) 565-2241 

www.sonoma-county.org 

You are welcome to attend the meetings of the Board 

of Supervisors, held most Tuesdays at 8:30 a.m. 

For specific dates and times of meetings 

please visit the Board’s Website at: 

http://supervisors.sonoma-county.org 


District 5

GOVERNMENT FINANCE OFFICERS ASSOCIATION 

Distinguished 

Budget Presentation 

Award 

PRESENTED TO 

Sonoma County 

California 

For the Fiscal Year Beginning 

July 1, 2012 

President 

Executive Director 

The Government Finance Officers Association of the United States and Canada 

(GFOA) presented a Distinguished Budget Presentation Award to Sonoma County, 

California for its annual budget for the fiscal year beginning July 1, 2012. 

In order to receive this award, a governmental unit must publish a budget document 

that meets program criteria as a policy document, as an operations guide, as a 

financial plan, and as a communications device. 

This award is valid for a period of one year only. We believe our current budget 

continues to conform to program requirements, and we are submitting it to GFOA to 

determine its eligibility for another award.



2013-2014 

TABLE OF CONTENTS 

Page 

No. 

Page 

No. 

A Guide to Reading the Budget 

i 

Executive Summary 

County Administrator’s Transmittal Letter 

Financial Policies for Budget Development 

County Overview 

Directory of Elective & Appointive Offices 

County Organization Chart 

Supervisorial Districts 

Citizen's Guide and Demographics 

1 

14 

23 

24 

25 

26 

Development Services 

Permit & Resource Management 

Community Development Commission 

Fire and Emergency Services 

Transportation and Public Works 

Water Agency 

Economic Development Department 

Regional Parks 

125 

129 

135 

139 

145 

153 

157 

Financial Summaries 

Introduction & Changes to Fund Balances 

County Budget Financing Sources and 

Uses Summary 

County Operating Budget 

County Funding Sources - Total Budget 

Recommended Budget By Function-All Funds 

General Fund Appropriations 

General Fund Financing Sources 

Administrative Support & Fiscal Services 

Board of Supervisors/County Administrator 

County Counsel 

Human Resources 

General Services 

Information Systems 

Non-Departmental 


County Clerk-Recorder-Assessor 

Justice Services 

Court Support Services & Grand Jury 

Probation 

District Attorney 

Public Defender 

Sheriff 

Health & Human Services 

Health Services 

Human Services 

IHSS Public Authority 

Child Support Services 

35 

36 

37 

38 

39 

40 

43 

47 

51 

55 

59 

65 

69 

73 

81 

83 

89 

93 

97 

103 

109 

115 

119 

Other County Services 

Sonoma County Agricultural Preservation 

& Open Space District 

Agricultural Commissioner-Sealer 

U.C. Cooperative Extension 

Library 

Fairgrounds 

Advertising 

Capital Projects 


165 

171 

175 

179 

183 

187 

193 

State Financial Schedules 

Introduction 

209 

Budget Summary-All Funds (1) 

211 

Budget Summary-Governmental Funds (2) 

212 

Fund Balances-Governmental Funds (3) 

213 

Reserves/Designations-Governmental Funds (4) 214 

Summary of Additional Financing Sources- 

218 

Governmental Funds (5) 

Detail of Additional Financing Sources- 220 

Governmental Funds (6) 

Summary of Financing Uses-Governmental Funds (7) 232 

Detail of Financing Uses-Governmental Funds (8) 234 

Budget Summary-Non Enterprise 

242 

Special Districts/Agencies (12) 

Fund Balances/Reserves/Designations & 

243 

Non-Enterprise Spec. Dist./Agencies (13) 

Detail of Fund Balances-Spec. Dist./Agencies (14) 244 

Cross Reference of County Services to 

247 

State Function Categories 

Position Listing 

Position Allocation 

Salary Schedule 

249 

299 

Index 

309


FY 2013-2014 Recommended Budget 

Guide to Reading the Budget

ABOUT THE BUDGET 

Welcome to the budget for the fiscal year 2013-2014, which begins July 1, 2013. This section of the budget document is 

designed to help readers understand the purpose and content of the budget, as well as to locate data and/or information they 

may be looking for. 

THE PURPOSE OF THE BUDGET 

The budget is an operating plan for the coming fiscal year that has been developed based upon policy direction given by the 

Board of Supervisors to provide services to the public within available resources. It is a vehicle for presenting plans and 

opportunities that will make Sonoma County an even better place to live and work. It includes a narrative from each 

department reporting program successes in the prior year, as well as goals for the next year. In the latter case, new 

approaches may be presented for more effective and relevant methods of delivering services to county residents. 

The County of Sonoma acts as an administrative agent for three sets of services: municipal type services; countywide local 

services; and countywide services provided on behalf of the state and federal governments. 

Municipal services pertain mainly to unincorporated areas of the county and include fire protection, emergency services and 

planning, Sheriff’s law enforcement, building and land use regulations, road maintenance, parks, lighting, water and sewer 

utilities. 

Countywide local services are common to most counties in the state or country. These include services of the County Clerk, 

Elections, Assessor, Auditor-Controller/Tax Collector, as well as criminal prosecution, public defense, probation, and 

detention. 

Services provided on behalf of the state and federal governments, for the most part, impact all county residents and are 

generally related to health and human services. These efforts are funded primarily by state and federal revenues sources. 

DEVELOPING THE BUDGET 

Each year, the County of Sonoma goes through a collaborative development process to ensure the preparation of a balanced 

budget for the coming fiscal year. All county departments compile and submit financial and program information to the 

County Administrator’s Office where it is reconciled with other factors that may impact county operations. Examples of 

such factors are: Board of Supervisors’ policy direction, available financing, state and federal policies, changes in the cost of 

doing business, and capital asset needs. When the County Administrator has prepared a comprehensive and sound plan, 

conforming to the constraints of available financing and policy, it is made available to the public and the Board of 

Supervisors as the “Recommended Budget.” The budget document is provided at least two weeks before a series of hearings 

by the Board of Supervisors. 

The Board of Supervisors directs whatever modifications it sees fit to the Recommended Budget during their public 

hearings and approves the result as the Adopted Budget. Under state law, the Board of Supervisors has until October to 

adopt the budget. 

March/April 

New Year Budget 

Requests 

Current Year Est. & 

Adjustments 

January/ 

February 

BOS Budget CAO Review of March 

New Budget - Budget Requests through May 

Policy Direction Process 

Current Year Est. 

BOS Recommended 

& Budget Budget Hearings & June 

Adjustments 

Adoption 

BOS 

Current Year 

Budget Adjustments 

Sept./October 



Note: BOS = Board of Supervisors, CAO = County Administrator 

i 

Guide to Reading the Budget

A GUIDE TO READING THE BUDGET 

The budget document covers a wide range of financial and demographic information from general overviews of county wide data to 

specific departmental activities. It is divided into tabbed sections to help the reader navigate to specific areas of interest. The following 

summary provides general information about what is provided within each section of the budget. 



This section provides an introduction to the budget from the Board Chair (adopted budget only) 

and the County Administrator. 

The Letter from the Board Chair will briefly identify Board budget responsibilities and priorities 

for the new fiscal year. 

The letter from the County Administrator to the Board of Supervisors describes the budget and 

process and specifically includes: 

1. Financial summaries including several tables and charts that display county wide 

expenditures and financing by type and fund; 

2. Budget policies that helped guide the budget development; 

3. Staffing trends and total positions by county agency for the new fiscal year; 

4. Strategic Plan initiatives and Board Priorities; 

5. State budget impacts; 

6. Brief discussion of next steps for the budget process. 

7. Acknowledgements. 

This section contains County wide demographics including: 

1. Directory of elected and appointive officers; 

2. Chart showing County administrative reporting relationships; 

3. Supervisorial district map; and 

4. Citizens’ Guide to County Government, which includes general demographic and 

county infrastructure data. 

Financial Summaries 

Departmental Budgets 

Admin & Fiscal 

Justice 

Health & Human 

Development 

Other County 

This section contains a number of different summary level presentations of total Budget 

information. 

1. Fund balance for each of the major fund groups (such as the General Fund or Special 

Revenue Funds), 

2. Financing sources by type (such as taxes or monies from other governments), 

3. Financing uses by groups of functions or services (such as Administration and Fiscal 

Services or Justice Services), and 

4. Financing uses by types of expenditures (such as salaries and benefits or fixed assets). 

The departmental budgets are categorized by functional area as noted on each tab. The first page 

in each section provides gross expenditures, revenues/reimbursements, and net cost by 

department (adopted budget only) and in graph form the percent of expenditures the functional 

group makes up of the total budget (including Capital Projects). 

1. Budget at a Glance-Brief summary of expenditures, revenues/use of fund balance and 

the General Fund Contribution. Total Staff numbers are shown as well as the percent of 

funding that is provided by the General Fund. 

2. Mission/Departmental Description-Provide the reader with a brief statement of the 

purpose and activities performed by the department. 

3. Program Organization Chart-This chart shows the major programs and divisions in a 

pictographic way. Due to the limited amount of space only the major program areas are 

shown. All departmental activities will fall within one of the program areas. Each 

program will also show the net expenditures required to operate the activities. (Internal 

transfers/Reimbursements are not included and therefore will not add up to the total 

expenditures shown in the Budget at a Glance Summary). 

4. Pie Charts-The pie charts show in graphic form the major program costs and major 



ii Guide to Reading the Budget


Debt 

Financial Schedules 

Position Listing 

Budget Glossary 

(Adopted Budget Only) 

revenue sources that make up the total departmental costs and resources (revenues/use 

of fund balance and General Fund Contribution). 

5. Staffing Summary-The staffing summary provides the reader with the total number of 

Full Time Equivalent (FTE) positions allocated to the department in the prior year 

adopted budget and reflected as approved the total FTE adjusted after budget adoption. 

The approved total is compared to the new recommended budget total FTE. 

6. Financial Summary-This table shows net expenditures by program area and revenues 

and other sources of funding used to support departmental activities. Included in the 

revenues or sources is the departmental share of the general fund (if any). Funding that 

is moved within the department from one program area to another is identified 

separately to allow the reader to see the net (true) program cost. 

7. Recommended Budget-This section describes major year to year changes both at the 

full departmental level and by program. 

8. Alignment with the County Strategic Plan-Departmental budget and activities are 

highlighted in this section that support and align with the County’s Strategic Plan. 

9. Outcome/Performance Measures-Some departments have developed and are tracking 

outcome or performance measures and for those departments statistics will be provided. 

If a department is in the early stages of development the narrative may provide 

information on the areas to be measured. 

10. Accomplishments/Objectives - Lists some of the department’s major 

accomplishments achieved in the prior year and priority activities to focus on in 

the upcoming fiscal year. 

This section includes the capital project budget and also provides estimated cost and a proposed 

schedule for Major improvements and/or repairs to county facilities costing $25,000 or more. 

This may include anything from parking lot improvements to construction of new buildings for 

county use. 

This section provides information regarding the County’s short term and long term debt, debt 

policies and credit rating information 

This section contains tables of data, as provided by the Auditor which cover financial 

information for the county budget as a whole and include total reserves, an analysis of financing 

sources, and funding requirements. The presentations of information included in this section 

meet state requirements for county budget documents. 

This section contains a list of full time equivalent (FTE) permanent positions by 

department. Details include classification (type of position), range (hourly rate for the 

classification at entry level), base number of FTEs (approved prior to the development 

of the new budget), number of FTEs requested, and number of FTEs recommended by 

the County Administrator or adopted by the Board of Supervisors (adopted budget). 

This section provides the reader with definitions of terms used in the budget document. 



iii Guide to Reading the Budget


FY 2013-2014 Recommended Budget iv Guide to Reading the Budget

VERONICA A. FERGUSON 


COUNTY ADMINISTRATOR 

OFFICE OF THE COUNTY ADMINISTRATOR 

CHRIS THOMAS 

575 ADMINISTRATION DRIVE – ROOM 104A ASSISTANT COUNTY ADMINISTRATOR 

SANTA ROSA, CALIFORNIA 95403-2888 

JIM LEDDY 

DEPUTY COUNTY ADMINISTRATOR 

TELEPHONE (707) 565-2431 

JENNIFER MURRAY 

FAX (707) 565-3778 


LORI NORTON 


DATE: May 24, 2013 

TO: 

FROM: 

SUBJECT: 

Members of the Board of Supervisors 

Veronica A. Ferguson, County Administrator 

Recommended Fiscal Year (FY) 2013-14 Budget 

On behalf of the Sonoma County staff, I am pleased to deliver the FY 2013-14 Recommended Budget. The 

budget implements the Board of Supervisors’ policy guidance, and works to achieve the Board’s Strategic Plan 

goals: Safe, Healthy & Sustainable Communities; Economic & Environmental Stewardship; Invest in the Future; 

and Civic Services & Engagement. 

The County governing board and staff have demonstrated strong financial management, by annually adjusting 

programs and implementing service delivery efficiencies to close a structural deficit between revenues and 

expenses. The efforts have resulted in year-end savings each of the last 5 years. Because of this consistent fiscal 

discipline and the county family willingness to work together by accepting some important sacrifices, we have 

been able to weather thus far the effects of the “Great Recession” without severely impacting our community. 

Many economic forecasts agree the economy is building steam, and Sonoma County is outpacing the state’s 

metropolitan areas in job growth. I am encouraged by the positive signs. Looking forward, I see FY 2013-14 as an 

opportune year to capitalize on the lessons learned from the recession, develop focused investments guided by the 

Board’s Strategic Plan goals, address countywide unmet or deferred needs, and prepare for the future. 

The “Great Recession” has made us more fiscally disciplined and reinforced our ingenuity and innovation. 

The FY 2013-14 Budget allows us to strengthen our infrastructure and deliver superior public services that enrich 

our residents’ quality of life. 

This memorandum provides a summary of the Recommended Budget through the following: 

I. Budget Financial Overview 

II. Significant Unmet/Deferred Needs 

III. Positions Summary 

IV. Strategic Plan, Outcomes, Measures, and Board Priorities 

V. State Budget Potential Impacts 

VI. Next Steps in Budget Process 

VII. Acknowledgements 



1 

Executive Summary

I. BUDGET FINANCIAL OVERVIEW 

The recommended County budget totals $1.3 billion, a $14.4 million increase from FY 12-13. This growth comes 

predominately from the special revenue funds which are increasing $23.8 million due to state and federal funding 

allocations primarily for state Realignment funding. The General Fund totals $382 million, which is a decrease of 

$11.8 million. This is due to the prior year $8 million one-time contribution towards Roads Infrastructure and a 

reduction of $3.8 million mostly due to debt service reduction. Fortunately, despite the reduction, all general fund 

budgets were able to maintain funding levels similar to FY 12-13 and in some cases achieve an enhancement in 

services. As of this writing, additional FY 13-14 recommendations are under development, which will be included 

in final budget hearings materials. In anticipation of a long term Roads Infrastructure funding plan, Supplemental 

Budget recommendations will identify potential funding sources to continue one time support into the new year. 

The Enterprise funds budgets reflect $7 million in increased appropriations mainly associated with transit services 

equipment purchases. Lastly, Special District funds $16 million reduction is primarily due to completing Water 

Agency and Sanitation zones/districts common facilities projects in FY 12-13. The following table summarizes 

total expenditures in the Recommended Budget. 

Budget Expenditure Summary 

FY 12-13 FY 13-14 Change Adopted Percent 

Fund Adopted Recommended to Recomm. Change 

County General Funds $393,473,831 $381,673,150 ($11,800,681) -3.0% 

(most departments and replacement funds) 

Special Revenue Funds 476,788,270 500,549,892 23,761,622 5.0% 

(Health & Human Services, Roads, etc.) 

Debt Service Funds 11,727,974 11,695,856 (32,118) -0.3% 

Subtotal County Operating 881,990,075 893,918,898 11,928,823 1.4% 

County Capital Projects 32,939,841 32,381,841 (558,000) -1.7% 

Subtotal County Funds 914,929,916 926,300,739 11,370,823 1.2% 

Less Internal Transfers -95,138,047 -84,427,301 10,710,746 -11.3% 

Total County Funds 819,791,869 841,873,438 22,081,569 2.7% 

Enterprise Funds 134,980,555 142,136,162 7,155,607 5.3% 

(Refuse, Airport, etc.) 

Internal Service Funds 66,305,949 67,745,586 1,439,637 2.2% 

(Risk – Self Insurance) 

Special Districts 275,497,477 259,238,661 (16,258,816) -5.9% 

(Water Agency, Open Space, etc.) 

Total Requirements $1,296,575,850 $1,310,993,847 $14,417,997 1.1% 



2 

Executive Summary

Total Financing Summary 

The following table shows the changes in revenues and other financing sources from the Adopted FY 12-13 

Budget to the Recommended FY 13-14 Budget by type. 

Type 

FY 12-13 

Adopted 

FY 13-14 

Recommended 

Change Adopted 

to Recommended 

Percent 

Change 

Taxes 

Licenses/Permits/Franchises 

Fines/Forfeitures/Penalties 

Rents and Interest 

Intergovernmental Revenues 

Charges for Services 

Miscellaneous Revenues 

Operating Transfers 

Use of Fund Balances 

287,478,030 

18,970,016 

20,768,902 

24,619,738 

472,977,910 

132,653,199 

105,874,242 

72,799,629 

160,434,184 

296,785,777 

18,227,893 

12,393,983 

25,025,560 

502,879,835 

133,658,417 

104,868,166 

79,772,169 

137,382,047 

$9,307,747 

($742,123) 

(8,374,919) 

405,822 

29,901,925 

$1,005,218 

(1,006,076) 

$6,972,540 

(23,052,137) 

3.2% 

-3.9% 

-40.3% 

1.6% 

6.3% 

0.8% 

-1.0% 

9.6% 

-14.4% 

Total Financing $1,296,575,850 $1,310,993,847 $14,417,997 1.1% 

Notable changes in revenues and financing sources include: 

The most significant change is in Intergovernmental Revenues which is primarily due to a $9.4 million funding 

from improved 1991 and 2011 State Realignment Funds for Human Services Programs; $6.4 million increased 

allocation for Medi-Cal, CalFresh, and CalWORKS services; $6.6 increased allocation to Health Services from 

the 2011 Realignment Behavioral Health account; and $5.6 million AB 109 Public Safety Realignment 

augmentation to support criminal justice services in Probation and Sheriff’s Office. 

The following charts illustrate the relative proportions of funding sources and uses for the total Recommended 

Budget, providing another view of the information from the tables above. 



3 

Executive Summary

Total County Budget 

Other 

Financing 

Sources 

6.1% 

Miscellaneous 

Revenues 

8% 

Use of Fund 

Balance/Net 

Assets Taxes 

10.5% 22.6% 

Licenses/ 

Permits/ 

Franchises 

1.4% 

Fines/ 

Forfeitures/ 

Penalties 

1% 

The largest source of County 

finances is intergovernmental 

revenues at $503 million, 

increasing $30 million from FY 

12-13. These are primarily from 

the state and federal 

government. 

The second largest source, taxes, 

at $297 million, is mostly 

property tax related, sales taxes, 

and transient occupancy taxes. 

Charges for 

Services 

10% 

Use of 

Money/ 

Property 

2% 

More information on each of 

these charts appears in the 

Financial Summaries section of 

the budget. 

Intergovernmental 

Revenues 

38.4% 

Admin. & 

Fiscal Services 

13% 


Services 

Justice Services 6% Capital Projects 

17% 3% 

Dev. Services 

35% 

Health & 

Human 

Services 

26% 

The chart on the left displays 

the total budget by type of 

service the County provides. 

These services are grouped into 

categories referred to in our 

budget as functional groups. 

Information on each 

department’s budget is 

presented within the functional 

tab sections of this document. 

The Development Services 

functional group is the largest 

portion of the total budget at 

$461 million or 35% of the 

total. The principal programs 

within this group are the 

Sonoma County Water Agency 

and the Department of 

Transportation and Public 

Works at over $436 million in 

gross expenditures, including 

road infrastructure. 



4 

Executive Summary

County General Fund Budget 

The County General Fund 

comprises about one third of the 

total budget. It includes financing 

sources that can be used for all 

departments and services but only 

about half of the fund’s total 

resources are available for the 

Board of Supervisors’ complete 

discretion. 

Other* 

10.2% 

Charges for 

Services 

11.1% 

General Fund taxes ($199 million, 

53% of the total fund) provide the 

majority of this discretionary 

funding. Most state and federal 

dollars, charges for services, and 

fee revenues can only be spent for 

specified purposes. In addition, 

about $50 million of discretionary 

funds must also be committed to 

certain expenditures either as a 

match in order to receive other 

funds from the state or as a matter 

of law. 

State/Federal 

23.2% 

Use of PY 

Fund Balance 

2.9% 

Taxes 

52.6% 

The funding uses chart shows the 

recommended expenditures in the 

County General Fund by 

functional group of services. 

Justice Services ($197 million, 

52% of the total expenditures) 

accounts for the biggest portion of 

expenditures and includes budgets 

for the Sheriff ($72 million), 

Probation ($30 million), District 

Attorney, and Public Defender as 

well as required County 

contributions to the State Court 

System. 

Justice 

Services 

52% 

Other* 

3% 

Capital 

Projects 

1% Health & 

Human 

Services 

12% 

Dev. 

Services 

8.4% 

Administration and Fiscal 

Services includes the budgets of 

the Board of Supervisors, the 

Auditor-Controller-Treasurer-Tax 

Collector and the Clerk-Recorder- 

Assessor as well as the budgets 

for departments that serve all 

others (e.g. County Counsel, 

Information Systems, General 

Services, and Human Resources). 

Admin. & 

Fiscal 

Services 

23.6% 



5 

Executive Summary

Budget Policies: 

The Budget is balanced using existing financial policies of the Board of Supervisors. These policies are provided 

in more detail in the attached Financial Policies for FY 13-14 Budget Development document. Importantly, the 

budget was developed without use of one-time funds to support on-going costs, and maintaining discretionary 

reserves and one-time costs at prior year levels. The budget also relies on departments pursuing full cost recovery 

and new revenue opportunities to the extent possible. 

General Fund Reserves & Estimated Fund Balances 

Below is a table which outlines the County’s current reserves. More information on these can be seen in 

Schedules 3 and 4 of the State Financial Schedules Section of this document. 

Below are June 30, 2014 estimated General Fund and other non-General Fund balances not recommended for use 

in the budget at this time. Consistent with Board policy, the General Fund discretionary reserves is 11% ($38 

million) of total general fund revenue dollars. This is $16 million less than the desired 15 % reserve of $54 

million, but improved from FY 2012-13 adopted budget amount of $33.7 million. 

General Fund Balances Estimated as of 6/30/14 

Discretionary: 

General Reserve 

Available PY Balance 

Accumulated Leave Liquidation 

Nonspendable: 

Inventory 

Retirement Deposits 

P.W.-Water Systems-Advances 

Tobacco De-allocation-LT Receivables 

Subtotal - Nonspendable 

$28,869,186 

1,098,470 

8,294,981 

$38,262,637 

$42,756 

1,749,211 

62,808 

200,000 

$2,054,775 

Designated Use: 

Replacement Funds $8,056,797 

So Co Energy Watch 147,437 

Aggregate Material -Mitigation 244,164 

OPEB 3,000,000 

State Mandates 782,215 

Jail Mgmt System 500,000 

P.W.-District Formation 122,628 

P.W.-Water Systems 555,716 

Tribal Mitigation (Graton & Dry Creek) 3,776,000 

Tobacco De-allocation 724,786 

Refuse Franchise Fees 600,443 

Other 113,811 

$18,623,997 

Total GF Balances Estimated as of 6/30/14 $58,941,409 



6 

Executive Summary

Discretionary Non-General Fund Estimated Balances as of 6/30/14 

Estimated Tax Loss Reserve Fund (Teeter) Balance 

(Less 2% of levy reserve requirement) 

Estimated Available 

Tobacco Securitization (primarily for capital projects) 

Contingencies (in budget to start, 4/5 th vote to use during year) 

$15,000,000 

-$14,200,000 

$800,000 

$8,900,000 

$3,500,000 

II. SIGNIFICANT UNMET/DEFFERRED NEEDS 

The FY 13-14 Recommended Budget maintains core services, but it does not completely address countywide 

needs deferred because of lackluster resources and/or recent focus to first finance core county services. On 

February 5, 2013, staff projected a $1-2 million annual deficit from FY 14-15 through 17-18, and introduced a list 

of priorities yet to be funded, which will help implement the Board’s priorities and achieve the County’s strategic 

goals. The following is the list of priority items with estimated costs not included in the Recommended Budget 

and/or yet to have a funding path in place. The focused investments are important foundation pieces necessary to 

support the countywide infrastructure to deliver public services. 

(In Millions) FY 13-14 FY 14-15 FY 15-16 FY 16-17 FY 17-18 

Roads 8.0 8.0 8.0 8.0 8.0 

Build Reserves to 15% of GF 2.9 2.9 2.5 2.2 2.0 

Revenues 

Career/Succession 1.0 1.0 1.0 1.0 

Case Mgmt System 1.6 

Co. Facilities Comprehensive 

? ? ? ? ? 

Plan 

Financial System (1X) 7.0 5.2 

Fin. System (ongoing) 1.2 1.3 2.6 2.5 

Fac. Maint.& Impvts 2.0 2.0 2.0 2.0 2.0 

Health Care Reform 2.0 

Jail Mgmt System 3.0 

Pension Liability Buy Down 10.3 16.0 18.2 20.7 23.8 

PRMD Permit System 1.0 

Voter Ballot Counting System 3.8 

Total Unfunded 31.8 44.1 33.0 36.5 41.3 

The list of unmet needs is NOT exhaustive. Another upcoming major County funding effort is the General Plan 

update for 2020 for which estimates have yet to be developed. In addition, increased operational costs associated 

with future criminal justice needs are anticipated. 

III. POSITIONS SUMMARY 

The table below illustrates the change since FY 11-12 in full-time equivalent (FTE) positions by department. The 

Recommended Budget increases allocations by 43 FTE from the currently approved positions due to mid-year FY 

12-13 position allocation adjustments. Total positions increased 170 FTE from the FY 12-13 Adopted Budget to a 

total of 3,898.6 FTE as a result of increased positions primarily in health and human services and criminal justice. 

During FY 12-13, Health and Human Services added positions driven by caseload increases and along with 

Criminal Justice departments also added staff to address the increased responsibilities from Public Safety 

Realignment from the state. 



7 

Executive Summary

Change 

from 

FY 12-13 

Adopted 

Change 

from 

FY 12-13 

Currently 

Allocated 

Department 

FY 11-12 

Adopted 

FY 12-13 

Adopted 

FY 13-14 

Recomm 

BOS/CAO 27.6 30.6 32.6 2.0 0.0 

County Counsel 36.1 36.1 38.0 2.0 0.0 

Human Resources 46.5 48.5 55.0 6.5 5.0 

Information Systems 105.5 106.5 106.5 0.0 0.0 

General Services 112.2 113.1 115.5 2.4 1.4 

Clerk-Recorder-Assessor 104.7 106.7 107.7 1.0 1.0 

Auditor-Controller-Treasurer-Tax 

Collector 91.0 94.0 93.0 -1.0 -1.0 

Permit and Resource Mgmt 101.0 102.0 101.5 -0.5 -0.5 

Economic Develop Board 4.5 8.0 9.0 1.0 1.0 

Regional Parks 81.6 76.0 77.0 1.0 1.0 

Transport & Public Works 184.8 186.0 186.0 0.0 0.0 

Sheriff/Adult Detention 607.0 614.0 627.0 13.0 2.0 

District Attorney 111.8 111.8 115.8 4.0 2.0 

Probation 264.6 263.1 272.1 9.0 3.0 

Public Defender 47.0 49.0 49.0 0.0 0.0 

Human Services 656.9 688.1 770.3 82.2 15.5 

Health Services 468.6 511.5 548.4 36.8 8.8 

Child Support Services 107.5 101.5 98.5 -3.0 -3.0 

Agricultural Commissioner 33.8 30.2 30.2 0.0 0.0 

UC Cooperative Extension 4.7 4.7 5.3 0.6 0.0 

Fire and Emergency Services 19.6 21.9 22.3 0.4 0.4 

Ag Pres/Open Space District 26.5 24.8 25.5 0.8 0.5 

Water Agency 195.5 194.5 207.5 13.0 6.0 

Community Development 43.0 34.0 33.0 -1.0 0.0 

Fairgrounds 36.8 33.8 33.8 0.0 0.0 

Library 138.3 138.3 138.3 0.0 0.0 

TOTALS (FTE) 3,656.7 3,728.5 3,898.6 170.1 43.1 

IV. STRATEGIC PLAN, OUTCOME, MEASURES, AND BOARD PRIORITIES 

This year’s budget document reflects continued investments in the County’s Strategic Plan and Board priorities. 

The four Strategic Plan Goal Areas are: Safe, Healthy and Caring Community; Economic and Environmental 

Stewardship; Investment in the Future; and Civic Services and Engagement. The outcomes we are trying to 

achieve in each of these areas are shown briefly below. 

Departments are doing more to establish and maintain measures to assess how the fiscal investment reflected in 

the budget moves progress in tangible ways to support the Strategic Plan Goals and Board’s priorities. The 

outcomes listed below are examples of outcome or performance measures in use by departments or agencies. 

Additional information about departmental outcome measures can be found within each specific department 

budget narrative. 



8 

Executive Summary

Safe, Healthy, and Caring Community 

• Community members are safe in their homes and communities; are sheltered and socially supported; and 

have access to clean air, water, and safe, reliable solid and liquid waste management systems. 

• Community development and planning promote improved health, safety, and quality of life. 

• Community is prepared and responds appropriately to emergencies and natural hazards; and supports 

overall heath beginning with the healthy development of children. 

OUTCOME MEASURES 

Decrease number of Meet 15 minute from Increase the number of Increase the number of 

Sonoma County renters dispatch to response time residents accessing residents with Medi-Cal 

spending 30% or more of for Fire and Emergency CalFresh from 33,695 to from 63,235 to 76,034. 

household income on rent, Services Response 85% 38,723 (13%). 

from 54% to 45%. of the time, a 1% 

increase. 

Increase the number of 7 th 

graders passing California 

Physical Fitness Test from 

28% to 70% by 2020. 

Maintain ratio of sworn 

peace officers at 1.08 per 

1,000 population for 

adequate public safety 

presence in the 

community. 

Increase Regional Parks 

visitation from 5.5 to 5.7 

million (4% increase). 

Increase percentage of 

successful adult 

probation supervision 

terminations from 52% 

to 56%. 

Decrease obesity in adults 

from 19% to 15% by 

2020. 

Increase percentage of 

successful juvenile 

delinquency supervision 

terminations from 64% to 

68%. 

Adjudicate up to 600 

parole revocation hearings 

resulting from Public 

Safety Realignment. 

Economic and Environmental Stewardship 

• Protect, maintain and manage parks, public lands and open space systems that promote recreation, health, 

agricultural viability and protect watersheds, promote biodiversity and contribute to the economic vitality. 

• A strong, diverse, and sustainable economy that supports job retention and job growth for all residents. 

• Agricultural resources are preserved, valued for food and for maintaining links to our County’s heritage. 

• A water and energy plan that maximizes renewable energy, reduces water use and green house gas 

production and supports the economy. 

• A growing diversification and enrichment of economic base. 


Increase acres of land Reduce acreage under Increase Regional Parks Certify 10 businesses as 

protected through quarantine for European membership sales from healthy businesses 

conservation easements Grapevine Moth from $18.6K to $19.5K (5% through a voluntary 

from 106,100 to 111,100 5,600 to 1,000 acres (82% increase), contributing to certification program 

acres (4.6% increase). reduction). the improved health of the 

community and the 

economic stewardship of 

parks. 

recognizing exceptional 

employee wellness 

programs. 

Increase educational farm Increase 4-H membership Increase Pesticide Use Increase direct business 

consultations for specialty by 10% and adult leaders Enforcement Inspections assistance clients 

crops by 20%. by 5%. from 65 to 85 in FY 13-14. including business 

retention visits, business 

hotline calls, and 

business development 

tools services by 10%. 

Increase green business 

certifications by 25% 



9 

Executive Summary

Invest in the Future 

• A community that is proactive in mitigating and adapting to the causes and impacts of climate change to 

safeguard the environment, human health, and the economy. 

• A well maintained transportation and facility network that promotes mobility, health and safety, 

connectivity and convenience. 

• Sustainably managed local resources. 

• Strategic investment in prevention-focused policies and interventions that reduce poverty and increase 

equal opportunity for quality education and good health in nurturing home and community environments. 

Expand completion of 

Carbon Sequestration 

Analysis of forests and 

open space lands from 

25% to 75%. 

Maintain technical 

assistance on “Upstream” 

principles and practices to 

85 agencies. 

Maintain road condition 

index at no lower than 60 

(Good condition) for 90% 

of primary high use road 

network sections. 

Support increased high 

school completion rates 

from 82.5% to 90% by 

2020. 


Increase airline passengers 

from 205,000 to 211,150 

(3% increase). 

Increase % of youth who 

safely walk, hike or skate 

to/from schools from 

34.5% to 50% by 2020. 

Increase level of GHG 

and energy use 

reductions from baseline 

goal by 10% in county 

facilities and fleet 

operations. 

Civic Services and Engagement 

• Increased access and greater citizen participation in County government. 

• A community that understands and supports the services provided by the County. 

• Increased or enhanced community based partnerships. 

• A professionally managed County organization that is accessible, transparent, fiscally responsible, and 

accountable to the public. 

Increase the number of 

retained Volunteer 

Firefighters with 2 or more 

years of experience from 

92% to 94%. 

Increase youth 

participation in 

competitive exhibits and 

special contests at the 

Sonoma County Fair by 

5% (from 6,862 juniors to 

7,205 juniors). 

Increase registered voters 

from 263,000 to 280,000 

(6% increase). 

Increase number of trained 

volunteers supporting the 

Ag. and Open Space 

District from 500 to 750. 

Increase property value 

reassessment reviews from 

58,000 to 60,000 (3% 

increase) for more 

equitable tax assessment. 


On-line service 

availability: accessible 

99% of the time or better. 

Increase voter access by 

increasing polling place 

locations from 200 to 

220 (10% increase). 

Increase the amount of 

support Regional Parks 

receives from volunteers 

from 40,000 to 42,000 

hours. 

Complete 100% of 

scheduled audits by the 

end of the fiscal year to 

provide timely and fiscally 

responsible information 

for decision makers and 

the public. 



10 

Executive Summary

Board Priorities 

The Board of Supervisors has identified priorities for 2013 which are summarized below. These priorities align 

with the County Strategic Plan Goal areas. Identified expenditures included in this budget in support of the 

Board’s 2013 Priorities and other Priority Projects are displayed below in relation to the four Goal Areas. 

Strategic 

Plan Focus 

Areas 

FY 2013-14 RECOMMENDED BUDGET 

Safe, Healthy & Caring 

Community 

Affordable Health Care 

Act Study Session 

(Completed) 

Integration of Health 

and Human Services to 

support implementation 

of Affordable Health 

Care Act 

Human Svcs $3M 

Health Svcs $1.7M 

Strengthen Safety Net 

DA FJC $650,000 

Health $255M 

Human Svcs $265M 

Co. Counsel $566,000 

Focus on Immigrant 

Related Issues and 

Services 

Addressed within 

multiple operating 

budgets 

Secure Communities 

Impacts 

Addressed within 

multiple operating 

budgets 

Economic & 

Environmental 

Stewardship 

Roads Funding Plan 

TPW $475,000 

Current Year Project 

Investments $26.3M 

Energy & Water 

Sustainability 

Climate Adaptation 

Ag & Open Space $3M 

PRMD $1.0M 

TPW-NSCAPD $2.7M 

Comprehensive County 

Facilities Plan 

Capital Projects $133,000 

Agricultural Stewardship 

Ag Comm. $3.7M 

Advertising $150,000 

County Fair $2.9M 

Ag & Open Space $4.6M 

UCCE $757,000 


Supporting small farmers 

& producers through 

permit streamlining 

No Cost - Scoping 

Underway 

Invest in the Future 

Expand Community Engagement 

BOS/CAO $200,000 

Capital Projects $1M 

Energy Pgm $8.6M 

Water Agency $2M 


Build General Fund 

Reserves 

(Annual Budget 

Review) 

Continue Pension 

Reform 

Implementation 

HR Staff & Services 

$1.1 million 

Enterprise Fin. System 

ACTTC $10M 

BOS/CAO $170,000 

Civic Services & 

Engagement 

SWSR Annexation 


Underway 

Fire Service Delivery 

Analysis 


Underway 

Library JPA Review 

BOS/CAO $87,000 

Animal Care & 

Control 

Shared Services 

Model 

Health Svcs $150,000 



11 

Executive Summary

V. STATE BUDGET POTENTIAL IMPACTS 

State Budget 

On January 10, Governor Brown released his proposed 2013-14 budget. The proposed budget reflects significant 

improvement in the state’s finances as a result of continued economic recovery and voters’ approval of 

Propositions 30 (temporary income and sales tax increase) and 39 (single-sales tax factor method for multi-state 

corporations) in the November 2012 statewide elections. 

State General Fund spending is projected to increase by 5 percent, from $93 billion in FY 2012-13 to $97.7 billion 

in FY 2013-14, with a majority of the increased spending occurring in education and health. General Fund 

revenue is also anticipated to increase from $95 billion in FY 2012-13 to $98.5 billion in FY 2013-14. Although 

positive overall, the Governor does identify some economic risks, including federal fiscal challenges, rising health 

care costs, and the impact of court decisions, that could negatively impact the proposed Budget. 

For the past several years, the State Budget has included significant reductions in funding for County programs 

and services. The proposed 2013-14 Budget generally supports the same level of program funding and service 

levels as established in FY 2012-13. This is good news, tempered by the reality that state programs have and will 

continue to be underfunded. The level of need far exceeds available resources. 

Based on the County’s initial review of the proposed state budget, some Health and Human Services programs 

may receive increased funding in 2013-14. Human Services estimates they will receive $1.9 million in increased 

funding for 1991 and 2011 Realignment. Health Services also anticipates an increase of $400K in 2011 

Realignment funding for Mental and Behavioral Health programs. Other Human Service programs for which we 

anticipate increased funding include: CalWORKs ($1.75 million) to support programmatic changes in 

employment services for clients involved in Welfare to Work activities; CalFresh ($1.2 million) to reflect 

caseload growth; and Healthy Families ($598,000) for transition related to Health Care Reform. Public Safety 

Realignment assumes the continuation of funding, which is dependent on the actual revenues received from a 

state special fund sales tax (1.0625 percent) and vehicle license fees. Counties are currently working with the 

State Department of Finance on the allocation of any Public Safety Realignment growth funds that may be 

available. 

Health Care Reform 

The Governor’s proposed budget commits to implementing the Affordable Care Act (ACA). The Governor’s 

budget raises significant fiscal issues related to the source of funding and county versus state roles in the optional 

expansion of Medi-Cal for individuals between 100% and 138% of the federal poverty level. For this population, 

the budget proposes two options to expand coverage: a “State-Based Approach” and a “County-Based Approach”. 

The “State-Based Approach” is built on the existing state administered Medicaid program and managed care 

delivery system (Partnership Health Plan in Sonoma County). Under this approach the State would offer a 

standardized benefit similar to Medi-Cal and would remain fiscally and programmatically responsible for the 

“newly eligible” individuals covered under the Medicaid expansion provisions of the ACA. Expansion under this 

option would be funded through the state redirecting 1991 health realignment that currently funds county health 

programs to other programs. 

The budget also describes a “County-Based Approach” that is built on existing county Low Income Health 

Programs (LIHP). County LIHP programs would have to adjust their programs to meet statewide Medi-Cal 

eligibility and minimum benefit requirements. In Sonoma County, the LIHP is offered through the County 

Medical Services Program’s (CMSP) Path2Health initiative. 

The fiscal implications of the “State-Based Approach” and the “County-Based Approach,” as well as alternate 

proposals, are currently being explored at the local, regional, and state levels. 



12 

Executive Summary

VI. 

BUDGET PROCESS – NEXT STEPS 

This budget is being provided on May 24, 2013 in order for the public to review the document in advance of the 

Budget Hearings. The hearings are scheduled to begin on June 10, 2013 at 8:30 a.m. and may be continued from 

day to day as needed for a maximum of 14 calendar days per state law. The Board will adopt the budget, 

containing such revisions as the Board of Supervisors determines at the conclusion of the hearings. 

At the beginning of the public hearings, the Board will be presented with a supplemental package containing 

additional information and recommendations as necessary to provide up to date FY 13-14 budget programming 

needs, which were not included in the main recommended budget document given the information was not 

available at the time. At the conclusion of the public hearings, the Board of Supervisors will be asked to adopt the 

budget as modified per the Board’s direction and the budget will serve as the operating plan for Fiscal Year 2013 

14. 

After the State of California adopts its budget and/or as needs arise after the close of the property tax roll and the 

County’s Fiscal 2012-13 books, staff will return with a collection of budget adjustments for the Board of 

Supervisors’ consideration. 

VII. 

ACKNOWLEDGEMENTS AND THANK YOUS 

The 2013-14 Recommended Budget plan will not be possible without the input and collaboration of extremely 

professional department and agency heads and their respective talented staff. Department Heads and fiscal staff 

have spent months scrutinizing programming needs, reviewing available resources, and developing thoughtful 

budget recommendations to construct a balanced budget, which operationalizes the Board’s priorities and carries 

out our County’s Strategic Plan. 

In particular, David Sundstrom, the Auditor-Controller-Treasurer-Tax Collector, and his staff, many of whom 

(once again) took on new roles this year, provided great support in developing the budget document. Information 

Systems, including John Hartwig and his staff, offered technical assistance and systems support to maximize 

capacity features from the Human Resources Management System and, as always, Reprographics provided 

excellent customer service in a timely fashion. 

Most notably, I want to appreciate the dedicated professionals working in County Administrator’s Office who put 

this document together. Those individuals include Mike Gossman, Jim Leddy, Joanna Lutman, Lori Norton, 

Jennifer Milligan, Jennifer M. Murray, Joe Plaugher, Christina Rivera, Terri Saunders, Don Schwartz, Karen 

Spitler, Chris Thomas, and Christine Williams. They all contributed their particular expertise to build the 2013-14 

Recommended Budget. To each and every one I offer my gratitude for their excellent work. 

It is the employees of the Sonoma County organization, who bring the budget to life by doing the work of the 

County day in and day out, and achieving positive results for our community. Without them, the Recommended 

Budget would not have significance. I wish to thank them for their commitment to making this a great place to 

live, learn, work, and play. I look forward to a working with them this budget year to implement the programs and 

services that will truly enrich the quality of life in Sonoma County. 

Finally, the work of the budget could not be done without the support of the Board of Supervisors. It is their 

vision, mission, goals, and work plan that establish the framework of the budget. It is due to their leadership that 

this document takes shape and can be easily implemented throughout the 2013-14 fiscal year. 

Attachment: 2013-14 Financial Policies for Budget Development 



13 

Executive Summary

FINANCIAL POLICIES FOR FY 13-14 BUDGET DEVELOPMENT 

Annually, the Board of Supervisors/Board of Directors provide policy direction to guide the County Administrator in the 

development of the Recommended Budget. The policy document is organized into basic fiscal principles and general 

government accounting standards. 

BASIC FISCAL PRINCIPLES 

Balanced Budget and Fiscal Discipline 

• The budget must balance resources with expenditure appropriations. The County must live within its own means and 

avoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from a 

balanced budget is not permitted by the California State Government Code, which states: “In the recommended, 

adopted, and final budgets the funding sources shall equal the financing uses.” (Government Code §29009). 

• All County departments/agencies must, when directed by the County Administrator, submit recommended options for 

reducing their net county costs as part of their annual budget submittal. These reduction options will be the primary 

source for balancing the County Administrator’s recommended budget as submitted to the Board of Supervisors during 

difficult financial times. Reduction options will be accompanied by each department’s analysis of the impact on 

services. Depending upon state budgetary impacts on Sonoma County, additional reductions may be requested from the 

County departments. 

• Mid-year and third quarter reports of actual revenues and expenditures, with projections for the remainder of the year 

compared to revised budget, will be submitted by departments to the County Administrator, and on to the Board of 

Supervisors with recommendations, if necessary, for current year budget adjustments. 

• In response to declining property tax and other revenues resulting from the “Great Recession”, the County had been 

operating under a Board of Supervisors approved hiring freeze. The approved policy requires the County 

Administrator’s approval for filling any permanent or extra-help vacant management positions. In addition, all positions 

held vacant for 12 months or more will be deleted as part of the annual recommended budget. 

Long Range Planning 

• Recognizing cyclical economic downturns will occur in the future, and to maintain fiscal sustainability, program 

budgets will not be automatically restored as a result of fiscal recovery and/or discretionary revenue growth. Instead a 

review of the current public needs compared to efficiencies implemented must be completed before program and/or 

service expansion is considered. 

• Annual budgets will not be increased or changed to the point that ongoing operating costs become overly reliant on 

one-time or cyclical, unreliable revenues. 

• Annual budgets will be compiled with long-term sustainability in mind to operate within available ongoing revenues, 

except as part of a Board of Supervisors approved plan in response to unilateral state budgeting actions that may 

include reducing costs over a specified number of years. 

• Proposed new services, public facilities, significant infrastructure and system changes, and major strategy changes 

should/will be analyzed for their long term impacts on operations, funding, liability and maintenance before seeking 

Board of Supervisors approval. New programs or services will generally not be recommended unless they further 

Strategic Plan goals, objectives, or strategies; are provided with a reliable funding stream sufficient to finance their 

costs; and the Board of Supervisors can be assured the County can control both the quality and level of services 

provided. 

• The County Administrator, in conjunction with the County Auditor-Controller, will submit a 5 year, multi-year 

financial projection and solicit budget policy direction prior to compiling the Recommended Budget. 

• One-time funding sources (i.e. fund balance, cyclical increases to revenues, grants) will be used to fund one-time 

expenditures (i.e. fixed assets, infrastructure, grant programs, Economic Uncertainty Reserves, and special one-time 



14 

Executive Summary


needs programs). An exception to this policy will be when reducing ongoing costs in accordance with a Board of 

Supervisors approved multi-year plan to reach a new reduced ongoing financing base as a result of state budgetary 

action. This plan will be called out separately in the budget message. 

Expenditure Management and Control 

• Sonoma County, in conjunction with employee groups, will consider temporary salary and benefit cost saving programs 

(e.g. Mandatory Time Off, Voluntary Time Off) in lieu of service reductions or layoffs when the fiscal problem is of a 

temporary nature where one can reasonably predict when the fiscal problem will end. 

• Federal and state program reductions will not be backfilled with County discretionary revenues except by Board of 

Supervisors direction. The Board of Supervisors typically does not backfill these programs due to their sheer size and 

magnitude on the County’s financial position. 

• Board policy direction is required prior to changing one-time expenses into ongoing expenses. In addition, departments 

will not engage in internal cost shifting to the County General Fund. 

Treasury Management 

• Other than amounts held with trustees under bond indenture or other restrictive agreements, the County’s cash and 

investments shall be invested by the County Treasurer. The Treasury Oversight Committee has regulatory oversight for 

all monies deposited in the Treasury Pool. Such amounts are invested in accordance with investment policy guidelines 

established by the County Treasurer and reviewed by the Board of Supervisors. The objectives of the policy are, in 

order of priority, safety of principal, liquidity, and yield. The policy addresses the soundness of financial institutions in 

which the County will deposit funds, types of investment instruments as permitted by the California Government Code, 

and the percentage of the portfolio that may be invested in certain instruments with longer terms to maturity. 

• Debt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit. 

Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds, 

certificates of participation) at lower interest rates. 

• Sonoma County will not exceed its legal maximum debt amount. This amount calculated annually based on 2% of the 

County’s total assessed valuation. Sonoma County currently has no debt applicable to the legal maximum debt, leaving 

a 100% debt margin. 

• Debt issuance and management is also subject to a separate set of policies established by the Board of Supervisors and 

available from the Auditor-Controller-Treasurer-Tax Collector’s office. 

Revenue Management 

• Sonoma County will continue to advocate for more discretion over its revenue sources and to diversify and maximize 

discretionary revenue sources in order to resist state erosion to local revenues and improve the County’s ability to 

manage individual revenue fluctuations. 

• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fair 

share of all direct and indirect costs to the extent feasible and legally permitted. Including cost recovery towards future 

assets and/or system replacement. 

• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests to 

the Board of Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shall 

include annual service improvement plans to identify efficiency and productivity measures taken or planned to 

minimize the level of rate increases, while improving customer service. If permissible by law, fees and charges should 

cover all costs of the services provided, unless otherwise directed by the Board of Supervisors, to provide for public 

benefit. 

• Staff will use conservative but defensible estimates for major revenue sources and not unduly anticipate changes in 

revenue trends. 



15 

Executive Summary


Minimum Fund Balance Policies 

• Sonoma County will create and maintain a prudent level of financial resources to protect against the need to reduce 

service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Funds 

will be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allow 

time for the County to respond to major actions of the State of California that materially affect the County’s financial 

position. Periodic review and updates of the County’s Directory of Funds balances in excess of $5 million, as of prior 

fiscal year end, will be incorporated as part of the Board of Supervisors Budget Policy workshop. Also, disposition of 

accumulated year-end fund balances will occur when there has been no activity in the past year and the County 

Administrator and Auditor-Controller-Treasurer-Tax Collector have identified them as no longer needed for their 

original purpose. 

• Consistent with best practice recommendations from the Government Finance Officers Association of the United 

States and Canada, the County will strive to maintain total General Fund discretionary reserves equal to 5%-15% of 

annual General Fund operating revenues. This range will be further subdivided into “traffic light” increments as 

follows: 

5-10% represents the red light signaling that no further use of reserves should be made except in dire emergencies or 

where almost immediate replenishment is assured. Further, priority should be given to increase reserve levels. 

The 10-15% increment of the range represents the yellow light signaling that caution should be exercised in the use of 

reserves and only for one-time costs. In addition, consideration should be given to increase reserve levels should 

resources become available. 

Above 15%, a green light is given, adequate reserve levels have been achieved. Additional resources need not be set 

aside at this time for economic uncertainties but used to further other Board of Supervisors goals. 

• Fund balance, created as a result of actual revenue and expenditure deviations from the budget, will be used to achieve 

and maintain the County’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budget 

balancing will be managed judiciously, taking into account its volatility and past actual activity. 

• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% of the levy. The 

County Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use of 

funds in excess of the established reserve to the Board of Supervisors for the purpose of balancing the budget. 

• Tobacco Securitization proceeds shall be maintained in two separate funds. The first shall contain the portion of the 

proceeds to be used only for capital improvements and shall be used for those improvements that exceed the normal 

level of repair and replacement needed to maintain County facilities with priority funding for planned criminal justice 

services projects and the completion of the Americans with Disabilities Act Transition projects. On the latter, funding 

will be available only AFTER all other funding sources have been exhausted. The second shall contain the portion of 

the proceeds that, once de-allocated, can be used for general government purposes. Given the one-time nature of these 

funds, the latter shall only be used for one-time investments as opposed to financing any on-going operating costs. 

• Refuse Franchise Fees shall be accounted for in the same manner as other franchise fees in the County General Fund 

revenues. They shall be recorded in a separate account in order to ensure that any fund balance does not roll into 

County General Fund carryover balance at year-end so that the County can designate use of the funds for solid waste 

obligations, roads infrastructure preservation, and other Board of Supervisors priorities. If used for road infrastructure 

preservation, these funds are not intended to supplant on-going County General Fund contributions nor are they 

intended to increase any external maintenance of effort requirements imposed by outside funding sources, but may be 

used to satisfy previously established maintenance of effort levels. 

• Tribal Development Impact Mitigation Funds shall be accounted for separately, so that when budgeting, only those 

monies received in the current year shall be relied upon for financing costs in the coming budget. The Board of 



16 

Executive Summary


Supervisors shall make a determination, as new tribal developments occur, on the best uses of these funds to mitigate 

impacts and maintain the high quality of life in surrounding or affected communities. 

• Health Services-Medical System Expansion funds minimum reserve level is established at $1 million. The Board of 

Supervisors recognized and confirmed the remainder of the fund balance will be spent in accordance with the 

Partnership Health Plan of California Memorandum of Understanding spending plan agreement. Health Services staff 

will coordinate with the County Administrator’s Office and the Partnership Health Plan to review and update the 

spending plan as a part of the annual budget. 

• County Health Plan-Economic Uncertainty Reserve is established based on actuarial valuation to cover unforeseen 

changes in expenditures and/or revenues. In light of the upcoming implementation of the federal Affordable Care Act, 

the Board of Supervisors directed the Human Resources Director to bring forward in FY 13-14 a report laying out the 

scope and timing of the County’s responsibilities with respect to the self-insured County Health Plan. In addition, 

Human Resources staff will provide fund balance use recommendations as part of the annual recommended budget 

while maintaining a minimum level of economic uncertainty reserve consistent with Actuary’s valuation and as 

recommended by the County Administrator. 

• Water Agency - Flood Zone 2A (Petaluma) will maintain a minimum of 6 months of operating expenditures. Funds in 

excess of the minimum required may accumulate to address future capital needs as approved by the Board of Directors 

in the annual Capital Project Plan. 

• Water Agency - Water Transmission System is to maintain a minimum of 3-4 months of operating expenditures. Funds 

in excess of the minimum required may accumulate to address future capital needs as approved by the Board of 

Directors in the annual Capital Project Plan. 

• Reinvest and Revitalization funds accumulated from dissolved redevelopment project areas residual funds and asset 

liquidation distribution proceeds are segregated into a separate committed fund for specific investment purposes guided 

by the Reinvest & Revitalization Funds Use Policy pending approval. Accumulated use of resources will be presented 

as part of the annual Recommended Budget. Funding should be considered first to continue or complete the public 

benefit originally intended by the former redevelopment project, second to benefit the community where the former 

project area was located, and third for economic development investments. 

GOVERNMENT ACCOUNTING STANDARDS 

Fund Balance Classifications 

• Government Accounting Standards Board (GASB) Statement #54 was issued to improve the usefulness and 

understandability of governmental fund balance information. The statement provides more clearly defined categories to 

make the nature and extent of the constraints placed on a government’s fund balance more transparent. The statement 

only impacts governmental fund types (General, Special Revenue, Capital Projects and Debt Service). The following 

more clearly defines the new fund balance classifications and examples of fund balance amounts that would generally 

be reported within these classifications. 

‣ Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form or 

legally or contractually required to be maintained intact. Examples include inventory, prepaid amounts, long-term 

accounts receivable, and any other amounts that are not expected to be converted to cash. 

‣ Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors or 

laws/regulations of other governments) or restricted by law through constitutional provisions or enabling 

legislation. The majority of the County’s Special Revenue Funds (i.e. Health & Human Services, Child Support 

Services, Road Fund, etc.) and Debt Service Funds have restricted fund balances. 

‣ Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposed 

by formal action of the government’s highest level of decision making authority. An example of committed fund 



17 

Executive Summary


balance is the Board of Supervisors’ commitment to use 75% of Transient Occupancy Tax (TOT) revenues to 

provide funding to promote county economic development and tourism. 

‣ Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes that 

are neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetary 

deficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body or 

official to which the governing body has delegated the authority. General Fund carryover fund balance, 

Accumulated Capital Outlay (ACO) funds, and Capital Project Funds are examples of balances that can be 

assigned for specific purposes. 

‣ Unassigned Fund Balance – a residual classification for the General Fund. The total fund balance, less restricted, 

committed or assigned funds, equals unassigned fund balance. The general fund is the only fund that should report 

a positive unassigned fund balance amount. A negative fund balance is possible in other governmental funds. 

Examples of unassigned fund balance include the general reserve fund and other discretionary general fund 

economic uncertainty funds. 

Asset Inventory/Protection 

Sonoma County will regularly assess the condition of its assets that support delivery of County services (i.e. public 

facilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement. 

• Assets with an initial cost of more than $5,000 to $100,000 will be capitalized as summarized in the table below: 

Capital Asset Type Capitalization Threshold Depreciation/Amortization Period 

Land All costs Non-Depreciable 

Buildings $25,000 50 years 

Building Improvements $25,000 50 years 

Infrastructure $100,000 30-50 years 

Software $100,000 7 years 

Non-Amortizable Intangibles $5,000 Non-Amortizable 

Machinery and Equipment $5,000 5 years 

• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available. 

Capital assets used in operations will be depreciated or amortized using the straight-line method over the lesser of the 

capital lease period or their estimated useful lives. 

• The Board of Supervisors requires all departments to certify a detailed listing of all fixed asset inventory within their 

possession no later than December 15 of every other year. 

• Capital replacement funds will be used to accumulate financial resources for future replacement of assets that will be 

retired from service. In addition, when feasible, replacement funding contributions will be included in applicable 

service charges from all system users. Specifically, the policy covers the following major system categories: 

• Building & Fixed Facilities 

As part of the annual Capital Project Plan and no less than every 5 years, and guided by Comprehensive County 

Facilities Plan, the General Services Director will regularly assess and adjust funding requests for each facility. The 

funding contributions would be placed in separate funds for each set of facilities and managed by the assigned 

department or agency director in conjunction with the County Administrator. Contributions for these funds will be 

included in service charge rates (including outside partner agencies) and grant costs where feasible and would be 

prioritized for available discretionary funding in the annual budget process. Consideration will always be given to 

annual operational maintenance funding (as opposed to contributions for future major repairs) necessary to preserve 

health and safety and overall asset life. Project funding recommendations will follow the priority criteria in the current 

Administrative Policy 5-2 which includes: 



18 

Executive Summary


a. Required to meet compelling health, safety, legal or code compliance, a mandate of the Board of Supervisors, or 

a court order. 

b. Previously approved phases of a project, which are integral to completing its initial scope. 

c. Required to keep an existing building, facility, or complex operational. Provides measurable economic benefit 

or avoids economic loss to the County. Serves to maintain or improve infrastructure of the County as a general 

benefit to County operations and services. 

d. Alleviates constraints and impediments to effective public access and service such as improvements regarding 

space limitations or inefficient layout of space in County buildings or facilities, provisions for expanded or 

changed programs or services, or improvements to heating, ventilation or other work environment conditions. 

e. Improves the environmental quality or aesthetics of County facilities and complexes. 

• Information Technology Assets 

The policy directs the Director of Information Systems in conjunction with the County Administrator’s office to 

develop a plan to replace system components with the infrastructure contribution funding stream and potential one-time 

contributions within the remaining useful life of each component. The policy also directs a full infrastructure valuation 

of the computer and telephone communication systems every 5 years. 

The Public Safety radio infrastructure replacement review and funding request is the responsibility of the Sheriff’s 

Office in conjunction with General Services, Information Systems, and the County Administrator. 



19 

Executive Summary

OTHER POLICIES AND METHODOLOGIES 

Other policies and methodologies that may be helpful for understanding the County’s budget: 

Budgetary Amendments 

After the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have the 

authority to amend budgets for changes within a category (e.g., Services & Supplies). County Administrator approval is 

required for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets within 

the department. 

Budgetary amendments that change total revenues or appropriations for a department require Board of Supervisors approval. 

These include: (1) the appropriation of revenues not included in the adopted budget, (2) reductions to estimated revenues 

and related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supported 

by use of available fund balance or Appropriations for Contingencies, and (4) the transfer of monies or appropriations from 

one fund or department to another. 

The Accounting Basis Used in the Budget 

The budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds, 

Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrances 

are included and appropriations for expenditures against prior year encumbrances are excluded. 

Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues are 

recognized when they become both measurable and available to finance current year obligations. Proprietary fund types 

(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, but 

revenues are also recognized when they are incurred or owed to the County. 

The government-wide, proprietary and investment trust fund financial statements are reported using the economic resources 

measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded 

when liabilities are incurred, regardless of when the related cash flows take place. Non-exchange transactions, in which the 

County gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and sales 

taxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year for 

which the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenues 

from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been 

satisfied. 

For business-type activities and enterprise funds, the County has elected under GASB Statement No. 20, Accounting and 

Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply 

applicable GASB pronouncements as well as any applicable pronouncements of the Financial Accounting Standards Board, 

the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless 

those pronouncements conflict with or contradict GASB pronouncements. 

Fund Types Used by the County 

Governmental Fund Types: 

• General Fund: The General Fund is the general operating fund of the County. All financial resources except for those 

required to be accounted for in other funds are included in the General Fund. 

• Special Revenue Funds: Special Revenue Funds account for the proceeds of specific revenue sources that are restricted 

or committed to expenditure for specified purposes other than debt service or capital projects. Sonoma County Special 

Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and various other 

restricted and committed funds. 

• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, or 

assigned to expenditure for principal and interest. 



20 

Executive Summary

• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, or 

assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other 

capital assets (other than those in Proprietary Fund Types). 

Proprietary Fund Types 

• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to 

private business enterprises, where the intent of the Board is that the costs (expenses, including depreciation) of 

providing goods or services to the general public on a continuing basis are financed primarily through user charges or 

(b) where the Board has decided that periodic determination of revenues earned, expenses incurred, and net income or 

loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes. 

Internal Service Funds 

• Internal Service Funds: Internal Service Funds (ISF) account for the financing of goods or services provided by one 

department or agency to other departments or agencies of the County or other governmental units on a cost 

reimbursement basis. A common use of these fund types is to account for the County’s self-insurance programs. The 

following describes the funding and budgeting methodologies the County uses for some of the self-insurance programs. 

The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish 

charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary. 

The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with 

the intent of maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity 

and to cover expenses in excess of projected levels due to unexpected increases in the number of size of claims. For 

workers’ compensation and liability insurance programs, cash reserves above and below the 70% confidence levels for 

outstanding liabilities for individual insurance funds are amortized on a rolling three-year basis, by decreasing or increasing 

rates by one-third of the difference, in accordance with Board policy. The rolling three-year amortization policy was 

implemented to: 1) alleviate large fluctuations in rates caused by changes in actuarial estimates or funding status; 2) 

facilitate long-term rate planning; and 3) provide consistent financial policy for the internal service funds. 

For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’s 

estimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficient 

appropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expense 

for the Health ISF is based on the actuary’s estimated loss for the budget year. 

At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When this 

information becomes available from the actuary during the budget year, the change in the total outstanding liability is 

recorded to the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This 

budgetary figure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash 

revenue or expenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% of the 

total liability. The accrued benefit adjustment for the County Health Plan is budgeted using the most recent 1-year trend and 

10% of the total liability. The total liability is based on the prior year estimate of total liability projected forward using the 

most recent claims expense trend. 

Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basis 

because expenditures and use of cash reserves are related to past years’ claims experience, as well as the fiscal year for 

which the budget is presented. Claims payments fluctuate depending on year of settlement, rather than occurrence of the 

claim, so payments may be made in excess of a current year's expected claims costs. In addition, actuarial estimates of total 

liability may vary substantially from year to year, depending on claims history, population changes, legislation, and other 

factors. 



21 

Executive Summary



22 

Executive Summary

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS 

ELECTIVE OFFICERS 

Auditor-Controller-Treasurer-Tax Collector............................................... David E. Sundstrom 

Board of Supervisors....................................................................................... Susan Gorin, District One 

David Rabbitt, District Two 

Shirlee Zane, District Three 

Mike McGuire, District Four 

Efren Carrillo, District Five 

County Clerk-Recorder-Assessor .................................................................. William F. Rousseau 

District Attorney.............................................................................................. Jill Ravitch 

Sheriff-Coroner ............................................................................................... Steve Freitas 

APPOINTIVE OFFICERS & DEPARTMENT HEADS 

Agricultural Commissioner-Sealer of Weights & Measures ....................... Tony Linegar 

Agricultural Preservation & 

Open Space District General Manager............................................. Bill Keene 

Child Support Services Director .................................................................... Julie Paik 

Community Development Commission Director.......................................... Kathleen Kane 

County Administrator..................................................................................... Veronica A. Ferguson 

County Counsel................................................................................................ Bruce Goldstein 

Economic Development Director ................................................................... Ben Stone 

Fair Manager ................................................................................................... Tawny Tesconi 

Fire & Emergency Services Director............................................................. Mark Aston 

General Services Director............................................................................... Jose Obregon 

Health Services Director ................................................................................. Rita Scardaci 

Human Resources Director ............................................................................ Wendy Macy 

Human Services Director................................................................................ Jerry Dunn 

Information Systems Director........................................................................ John Hartwig 

Permit & Resource Management Director ................................................... Pete Parkinson 

Chief Probation Officer .................................................................................. Robert Ochs 

Public Defender ............................................................................................... Kathleen Pozzi 

Regional Parks Director ................................................................................. Caryl Hart 

Sonoma County Library Director.................................................................. Sandra Cooper 

Transportation & Public Works Director..................................................... Susan Klassen 

U.C. Cooperative Extension Director ............................................................ Stephanie Larson 

Water Agency General Manager ................................................................... Grant Davis 



23 

County Overview


FY 2013-2014 Recommended Budget 24 


IHSS PUBLIC 

AUTHORITY 

MANAGER* 

Legend 

ELECTED 

APPOINTED 

Commission or Board with 

Separate Appointing Authority 

Administrative Coordination 


CHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS 

AUDITOR-CONTROLLER 

TREASURER-TAX COLLECTOR 

DIRECTOR 

HUMAN 

SERVICES 

Administrative Reporting Relationships 

Civil Service 

Commission 

INFORMATION 

SYSTEMS 

DIRECTOR 

DIRECTOR 

HEALTH 

SERVICES 

HUMAN 

RESOURCES 

DIRECTOR 

Library 

Joint Powers Agency 

Commission 

GENERAL 

SERVICES 

DIRECTOR 

DIRECTOR 

CHILD SUPPORT 

SERVICES 

COUNTY CLERK 

RECORDER-ASSESSOR 

COUNTY 

COUNSEL 

LIBRARY 

DIRECTOR 

E L E C T O R A T E 

BOARD OF 

SUPERVISORS* 

(Five Supervisors) 

COUNTY 

ADMINISTRATOR 

(CLERK OF THE BOARD) 

DIRECTOR FIRE & 

EMERGENCY 

SERVICES 

COMMUNITY 

DEVELOPMENT 

DIRECTOR* 

DIRECTOR 

REGIONAL 

PARKS 

DISTRICT 

ATTORNEY 

PUBLIC 

DEFENDER 

DIRECTOR OF 

TRANSPORTATION 

& PUBLIC WORKS 

Local Agency 

Formation 

Commission 

LAFCO 

Exec. Officer 

GENERAL MGR. 

AGRICULTURE PRES. 

& OPEN SPACE* 

COUNTY 

FAIR 

MANAGER 

SHERIFF 

CORONER 

CHIEF 

PROBATION 

OFFICER 

GENERAL MGR. 

SONOMA COUNTY 

WATER AGENCY* 

AGRICULTURAL 

COMMISSIONER 

SEALER 

Fair 

Board 

SUPERIOR 

COURT JUDGES 

COURT 

EXECUTIVE 

OFFICER 

RETIREMENT 

ADMINISTRATOR 

STATE 

JUDICIAL 

COUNCIL 

GRAND 

JURY 

DIR. OF PERMIT 

& RESOURCE 

MANAGEMENT 

UC COOPERATIVE 

EXTENSION 

DIRECTOR 

*Board of Supervisors sit as Board of Directors for the Water Agency, Ag Pres Open Space District, and IHSS Public Authority and also Commissioners of the Community Development Commission . 

Board of 

Retirement 

ECONOMIC 

DEVELOPMENT 

DIRECTOR 

University of 

California

Sonoma County, California 



Fifth District 

Shirlee Zane 

Third District 

Susan Gorin David Rabbitt Mike McGuire 

First District Second District Fourth District 

You are welcome to attend the meetings of the Board of Supervisors, held most Tuesdays at 8:30 a.m. For 

specific dates and times of meetings please visit the Board’s Website. 

Supervisors’ Chambers 

Sonoma County Administration Building 

575 Administration Drive, Room 102A 

Santa Rosa, CA 95403 

Citizen’s Guide to County Government 

Phone (707) 565-2241 

County of Sonoma FY 2013-2014 Recommended Budget 

25 

2 


Citizens Guide to County Government 


Sonoma County, California, is a special place. 

This informational brochure offers an overview on the County of Sonoma, including population 

characteristics, environment, and the various services and facilities provided to citizens. 

Sonoma County is located at the threshold between the commerce-driven San Francisco Bay Area 

and the spectacular beauty of northern California. The county extends over 1,500 square miles with a 

diverse economy that includes a world class wine region, stunning natural resources, and dozens of 

tourist destinations. Sonoma County is home to 493,285 people, with approximately 33 percent of 

the population residing in Santa Rosa. That city was also recently named as one of the nation’s “most 

livable communities” by Partners for Livable Communities. Residents all over Sonoma county enjoy 

a unique quality of life with access to cultural events, an academic community via CSU Sonoma 

State, economic opportunity, and low crime rates. 

Governance 

Sonoma County plays a dual role to residents, providing 

municipal services such as law enforcement and fire 

protection to unincorporated areas and providing the dayto-day 

operation of state and federally mandated programs. 

As a general-law county, Sonoma County abides by state 

laws that determine the number and duties of county 

elected officials. The county is divided into five districts 

that are approximately equal in population size. Each 

district has an elected Supervisor. District boundaries are 

adjusted every ten years following the release of federal 

census data. 

Hood Mountain Regional Park 

The Board of Supervisors is comprised of five members, one from each 

of the five districts, elected to four-year terms. The Board establishes 

policies concerning growth and development, and sets priorities for all 

activities within the county. In addition, they oversee the many 

departments and agencies of county government that provide countywide 

services, health and welfare programs, elections, and public safety 

programs. The Board of Supervisors is also the governing body that 

provides municipal services to those unincorporated areas outside of 

cities. 

The Board of Supervisors appoints County Administrator who assists the 

Board in managing, directing and coordinating the operations of all 

county departments. The County Administrator also prepares the county 

budget and makes recommendations to the Board to promote economy 

and efficiency within the county. 

The Board of 

Supervisors 

The County 

Administrator 



26 


Population 

Population Growth 

Fueled by job growth and attractive quality of life, the 

population of Sonoma County has steadily increased over 

the last 10 years. Between 2000 and 2010, the population 

increased by 34,671 people, or 7.6 percent. Today there are 

493,285 Sonoma County residents. The majority of new 

residents, 69 percent, live within the boundaries of Sonoma 

County’s nine cities. The City of Santa Rosa has led this 

growth in total population, adding 15,841 residents, or 10.7 

percent, over ten years to attain its current population of 

163,436 people. 

Between 1990 and 2000, 

Sonoma County’s population 

increased by 70,392 persons, 

with an average annual growth 

rate of 1.9 percent. From 2000 to 

2010, population in Sonoma 

County at an average annual rate 

of 0.7 percent. In 2015 the 

population is projected to be 

519,042 residents. 1 

Population Characteristics 

Race/Ethnicity % of Total ( 2011) 

White* 65.7% 

Hispanic 25.4% 

Asian 4.1% 

Black 1.9% 

American Indian 2.2% 

Other 1.0% 

Total 100.0% 

Source: US Census Bureau, Population Estimates Program 

1 Source: California Department of Finance (DOF) and the US Census 



27 


Age Groups % of Total (2011) 

Projected % of Total 

(2015) 

0-9 yrs. 11.9% 14.0% 

10-19 yrs. 13.5% 13.5% 

20-34 yrs. 18.9% 21.6% 

35-44 yrs. 13.3% 10.2% 

45-54 yrs. 15.6% 12.1% 

55-59 yrs. 7.3% 6.9% 

60-74 yrs. 12.8% 16.3% 

75+ yrs. 6.7% 5.5% 

Total 100% * 100%* 

Source: California Department of Finance and the US Census, Demographic Research Unit 

Education Completed % of Total 

(25+ Years) (2011) 

Less than 9 th grade 7.8% 

9 th -12 th grade, no diploma 6.6% 

High school diploma/GED 21.0% 

Some college, no degree 25.2% 

Associates degree 8.5% 

Bachelor’s degree 20.4% 

Graduate or professional 11.1% 

degree 

Total 

100.0% 

Source: US Census, American Community Survey 2011 

The percent of Sonoma County residents 

over the age of 25 with college degrees 

has risen over the past five years. 

According to the US Census, more than 

31 percent of Sonoma County residents 

over the age of 25 possessed a bachelor’s 

degree or higher education in 2011, 

compared to the state average of 29 

percent. 

Economics and Employment 

Projections from the State of California’s Employment Development Department show that the 

Professional and Business Services industries will grow more than any other industries in the county 

between 2008 and 2018, with approximately 16,700 new jobs over ten years. This sector includes 

administrative and support services, management of companies and enterprises, and scientific/technical 

services. Total employment is expected to increase 9.0 percent during this time. 2 In addition, the county 

remains an attractive option for small and medium sized businesses and corporations looking for new or 

expansion sites. 

2 Source: Employment Development Department 



28 


The Trade, Transportation, 

and Utilities sector currently 

the largest employing sector 

in the county, followed by 

Government and Education & 

Health Services. Trade, 

Transportation, and Utilities 

industrys include wholesale 

trade, grocery stores, and 

more. This industry will 

continue to increase total 

employment through 2018, 

along with all other major 

industries in Sonoma County. 

Median Household Income 

1979 (from 1980 Census) $20,607 

1989 (from 1990 Census) $36,299 

1999 (from 2000 Census) $53,076 

2009 (from 2010 Census) $63,274 


The median household income for Sonoma County 

residents has consistently been higher than the averages 

for California or the United States over the past 10 

years. 3 

The number of Sonoma County residents living below 

the poverty line was lower than both state and national 

averages. The U.S. Census reports that 10.3 percent of 

all families in Sonoma County lived below poverty line 

in 2010. 

3 Source: US Census, American Community Survey 2009 



29 


Percent Below Poverty Line 

Sonoma Co. California 

2004 8.1% 13.3% 

2005 9.1% 13.3% 

2006 9.9% 13.1% 

2007 8.9% 12.4% 

2008 10.9% 13.3% 

2009 9.3% 14.2% 

2010 10.3% 15.8% 


Recent data provided by the US Census reveals that the 

percent of Sonoma County residents who live below the 

poverty line increased in 2010, following the general 

statewide trend, but fell 1.6 percent in 2009. Official 

poverty calculations assume that a family earning a 

given income is equally well-off anywhere in the 

country; however, due to the above-average costs of 

living in Sonoma County, the Public Policy Institute of 

California estimates the adjusted poverty rate for 

Sonoma County is significantly higher. 

Per Capita Personal Income 

Sonoma Co. 

California 

2004 $40,400 $36,904 

2005 $42,345 $38,767 

2006 $45,960 $41,567 

2007 $47,929 $43,402 

2008 $47,755 $43,852 

2010 $45,020 $43,647 

Source: US Department of Commerce, Bureau of Economic 

Analysis 

The per capita income in Sonoma County was $45,020 

in 2010. This was 3 percent higher than the California 

average of $43,647, and 19 percent higher than the 

national per capita income of $40,166. Sonoma 

County’s per capita income is the 12th highest of 

California’s 58 counties. 4 

Unemployment Rates 

Sonoma Co. California 

2003 5.50% 6.80% 

2004 5.00% 6.20% 

2005 4.50% 5.40% 

2006 4.00% 4.90% 

2007 4.30% 5.30% 

2008 5.70% 7.20% 

2009 9.70% 11.40% 

2010 10.3% 12.4% 

2011 9.8% 10.6% 

Source: Bureau of Labor Statistics 

While unemployment rates for Sonoma County have 

increased over the past few years, County 

unemployment rates have stayed below average 

unemployment rates for the state. Since 2010, 

unemployment levels have decreased, and the county 

has recovered over 17,000 of the 25,000 jobs lost since 

2008. Statewide unemployment increased 4.6 percent, 

representing a total of 774,000 jobs. Despite job losses, 

Sonoma County boosted its total number of firms by 

4.6 percent in 2008. 

4 Source: U.S. Department of Commerce 



30 


Agriculture and Tourism 

Agriculture and tourism are two major drivers 

of Sonoma County’s economy. Agricultural 

production was $581 million in 2011, with the 

two largest categories being wine grapes 

($347.1 million) and livestock and poultry 

products ($138.7 million). Total grape tonnage 

was 166,619 tons. 5 Demographic trends 

suggest healthy long-term prospects for the 

Sonoma County wine industry. 

More than 7 million visitors come to the 

county each year to taste the wine and 

experience the natural beauty and recreation 

opportunities in Sonoma County. The tourism 

industry generates over $1.3 billion annually, 

which translates into approximately 17,000 

jobs from visitor spending. As California’s 

economic situation worsened, however, fewer 

people came to Sonoma County. Hotel 

occupancy rates in fell 56 percent during 2009, 

but have since rebounded. 6 Tourism marketing 

is supported by a non-profit agency formed in 

2005, the Sonoma County Tourism Bureau. 

5 Source: Employment Development Department 

6 Sonoma County Agricultural Crop Report 2011 

7 Sonoma County Economic Development Board, Wine Industry Insider 2010 

8 California Travel & Tourism Commission 



31 


The Environment 

Efforts to conserve and recycle water have 

been intensified in recent years, and over the 

past 12 years total water usage has increased 

by just 6 percent, while the county 

population increased by 13.5 percent in the 

same period. From 1998 to 2010, water 

conservation and recycling increased from 

3.7 percent to 25 percent, and usage per 

person has continued to drop. 23,696,000 

gallons of water per year are being saved by 

local businesses through sustained reduction 

programs where rebates are provided for 

implementing process changes and 

equipment upgrades resulting in 

measurable water use efficiencies. 7 

Ranking third lowest in non-residential 

consumption per capita among similar 

counties, Sonoma County continues to 

perform well in energy conservation. The 

advent of several incentive programs, begun 

in January 2010, and revised building codes 

should expedite reductions in coming years. 

Sonoma County remains a leader in 

renewable energy, boasting 33 Megawatts of 

capacity which includes solar, wind, 

geothermal and biogas generation sources. 

According to Solar Sonoma County, Sonoma 

County installed 19 solar energy systems per 

100,000 residents in August 2010, over five 

times more than the statewide average of 3.6. 

7 SCWA Saving Water Partnership 



32 


Sonoma County continues to lead the way in 

renewable energy, demonstrating more 

capacity than many nearby and comparable 

counties. Unique incentive programs in 

Sonoma County, such as the Sonoma County 

Energy Independence Program (SCEIP), 

have helped bolster the existing California 

Solar Incentive and Self-Generation 

Incentive Program rebates. Additionally, 

PG&E has a plan to develop and purchase 

power from up to 500MW of solar PV 

facilities. PG&E currently estimates that it 

met approximately 19.4% of its 2011 retail 

sales from approved renewable sources. 

Air quality levels (2001) by days: 

Good 326 

Moderate 39 

Unhealthy for 

sensitive groups 

Unhealthy 0 

0 

The Environmental Protection Agency 

monitors air quality across the country, 

assigning one of four ratings to each day. 

The EPA reported on 365 days in Sonoma 

for 2011. Overall, Sonoma County’s air 

quality was healthy, with 326 days of “good” 

air quality and 39 days classified as 

“moderate.” Sonoma County had zero days 

where the air quality was classified as 

unhealthy. In a 2010 Bay Area Pollution 

Summary, Sonoma County had zero days 

where pollution levels exceeded the state 

standard, a result that was much lower than 

the Bay Area average. 8 

Sonoma County Regional Parks 

Number of Parks 52 

Developed Acreage 777 

Undeveloped Acreage 57,203 

Trails (miles) 175 

Park Users (annual) 5,603,743 

Vet/Community Bldgs. 8 

Events (annual) 4,788 

Attendance 312,570 

Source: Sonoma County Regional Parks 

West County/Joe Rodota Regional Trail 

8 Environmental Protection Agency, BAAQMD 



33 


Land Use 

Sonoma County encompasses more than 1 million acres of land and water, 

rich in scenic beauty, and with an array of parks, recreational facilities, 

campsites and lakes. Open space and agricultural land accounts for a great 

majority of Sonoma County acreage. The county has approximately 

123,070 acres of surface water area, of which 8,580 are bay waters. 

Type of Use 

% of Total Acres 

Commercial & Industrial 5.05% 

Residential 25.84% 

Agricultural* 60.96% 

Government 8.00% 

Recreation 0.02% 

Other 0.13% 

*Includes active and inactive agricultural lands, agricultural preserves and open space contracts. 

Roadways in Sonoma 

County 

Maintained by Bridges Road/Highway Miles 

City 111 955 

County 351 1,382 

State 113 592 

(342 within State Parks) 

Federal 0 10.5 

Source: Sonoma County Transportation and Public Works, CalTrans 



34 


FINANCIAL SUMMARIES 

This section contains a number of different summary level presentations of the total Recommended Budget information. It 

shows the use of fund balance for each of the major fund groups (such as the General Fund or Special Revenue Funds), total 

financing sources by type (such as taxes or monies from other governments), total financing uses by groups of functions or 

services (such as Administration and Fiscal Services or Justice Services), and total financing uses by types of expenditures 

(such as salaries and benefits or fixed assets). 

In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget. 

For more information on individual departmental budgets, see the following sections of this budget document which are 

grouped according to similar functions or types of services. 

For financial summaries presented in the required State of California schedule format, see the section labeled "State 

Financial Schedules" toward the end of the document. 

CHANGES IN FUND BALANCES 

Description 

Estimated Total Recommended Estimated 

Available Fund Total Recommended Financing Uses Available Fund 

Balance/Retained Financing Sources (Expenditures & Balance/Retained 

Earnings (Revenues & Use of Contributions to Reserves Earnings 

June 30, 2013 Fund Balances*) or Designations) June 30, 2014 

General Funds 

Special Revenue Funds 

Debt Service Funds 

70,977,045 

180,848,087 

22,386,941 

369,637,514 

440,426,411 

12,187,656 

381,673,150 

500,549,892 

11,695,856 

58,941,409 

120,724,606 

22,878,741 

Subtotal - County Operating 274,212,073 822,251,581 893,918,898 202,544,756 

Capital Projects 7,520,904 29,969,238 32,381,841 5,108,301 

Subtotal County Funds 281,732,977 852,220,819 926,300,739 207,653,057 

Less: Operating Transfers 0 (84,427,301) (84,427,301) 0 

Total County Funds 281,732,977 767,793,518 841,873,438 207,653,057 

Enterprise Funds 33,440,632 131,419,211 142,136,162 22,723,681 

Internal Service Funds 37,392,147 52,382,123 67,745,586 22,028,684 

Special Districts 147,842,216 223,533,227 259,238,661 112,136,782 

Grand Total 500,407,972 1,175,128,079 1,310,993,847 364,542,204 

*Use of fund balance included in this column is limited to the amount needed to finance increases to reserves/designations. 

All other uses of fund balance are determined based on the excess of Financing Uses over Financing Sources and reflected 

as a decrease to the estimated ending fund balance. 



35 

Financial Summaries


COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY 

FY 2011-12 THROUGH FY 2013-14 

Actual Adopted Recommended 

Description 2011-12 2012-13 2013-14 

Financing Sources: 

Taxes 297,326,957 287,478,030 296,785,777 

Licenses/Permits/Franchises 16,997,838 18,970,016 18,227,893 

Fines/Forfeitures/Penalties 16,134,827 20,768,902 12,393,983 

Use of Money/Property 36,022,456 24,619,738 25,025,560 

Intergovernmental Revenues 438,602,708 472,977,910 502,879,835 

Charges for Services 209,500,756 132,653,199 133,658,417 

Miscellaneous Revenues 78,166,664 105,874,242 104,868,166 

Other Financing Sources 60,780,684 72,799,629 79,772,169 

Use of Fund Balance/Net Assets 39,693,679 160,434,184 137,382,047 

Total Financing Sources 1,193,226,569 1,296,575,850 1,310,993,847 

Uses of Financing by Function: 

Administrative & Fiscal Services 206,261,759 172,643,619 169,714,352 

Justice Services 203,158,622 218,062,035 226,044,093 

Health & Human Services 297,793,292 320,848,358 339,608,587 

Development Services 362,445,673 476,875,093 461,491,413 

Other County Services 51,477,182 69,989,490 80,237,282 

Capital Projects 13,699,552 32,932,530 32,381,841 

Increase to Fund Balance/Net Assets 58,390,489 5,224,725 1,516,279 

Total Financing Uses 1,193,226,569 1,296,575,850 1,310,993,847 

Uses of Financing by Type: 

Salaries & Benefits* 461,440,147 492,180,656 516,702,179 

Services & Supplies 460,393,300 513,961,896 544,819,719 

Other Charges 341,172,018 305,829,065 302,710,840 

Fixed Assets 49,622,581 161,531,858 168,274,049 

Operating Transfers 59,531,810 74,313,075 68,647,361 

Reimbursements (237,323,776) (259,171,068) (296,044,611) 

Appropriations for Contingencies 0 2,705,643 4,368,031 

Increase to Fund Balance/Net Assets 58,390,489 5,224,725 1,516,279 

Total Financing Uses 1,193,226,569 1,296,575,850 1,310,993,847 

*Total Permanent Positions (FTE) 3,657 3,729 3,899 



36 

Financial Summaries


FY 2013-2014 Funding Sources 


Other Financing 

Taxes 

Balance/Net Assets 

Sources 10.5% 

22.6% Licenses/Permits/ 

6.1% Franchises 

1.4% 

Fines/ 

Miscellaneous 

Forfeitures/ 

Revenues 

Penalties 

8% 1% 

Charges for 

Use of Money/ 

Services 

Property 

10% 2% 


Revenues 

38.4% 

Total Budget $1.3 Billion 



37 

Financial Summaries


FY 2013-2014 Recommended Budget - All Funds 

$1.3 Billion 

These Functions correspond to the groups of departmental budgets located in 

the tabbed sections of this document. This total includes all budgets 

recommended by the County Administrator. 

Administrative & 


13% 


17% 


Services 

6% 


3% 


Services 

26% 

Development 

Services 

35% 

*Administrative Support & Fiscal Services also includes Non-Departmental, which 

contains revenues and expenditures not allocated directly to departments, and Risk 

Management, the County's self-insurance funds, which are already reflected in 

department charges. Without these budget units, Administrative & Fiscal Services 

would represent 6.5% of the total. 

The next few pages provide a closer look at the county General Fund only. The 

General Fund accounts for a little under a third of the total budget recommended 

by the County Administrator. 



38 

Financial Summaries


FY 2013-2014 General Fund Appropriations 

(In Millions) 


52% 

Other* 

3% 


1% Health & Human 

Services 

12% 

Development 

Services 

8.4% 

Administration & 


23.6%* 

Total Adopted Budget $378.5 Million 

(Excludes General Reserve Fund and 

Accumulated Capital Outlay (ACO) Funds) 

*Other - Includes General Government Transfers ($5.5 million), Other County 

Services ($5.6 million), and Increases to Fund Balance ($0.25 million) 

*Administration and Fiscal Services - Includes all expenditures for departments 

that serve all others like Auditor-Controller/Treasurer-Tax Collector, Human 

Resources, and Information Systems, as well as expenditures serving the entire 

organization but budgeted centrally as opposed to included in individual 

departmental budgets. Without the latter the total share of General Fund would be 

23.1%. 



39 

Financial Summaries


FY 2013-2014 General Fund Financing Sources 

(In Millions) 


11.1% 

Other* 

10.2% 

Taxes 

52.6% 

State/Federal 

23.2% 

Use of Prior Year* 

Fund Balance 

2.9% 

Total Recommended Budget $378.5 Million 

(Excludes General Reserve Fund and 

Accumulated Capital Outlay (ACO) Funds) 

*Other - Includes Licenses/Permits/Franchises ($10.7 million), 

Fines/Forfeitures/Penalties ($8.1 million), 

Use of Money/Property ($6.7 million), Miscellaneous Revenues ($5.1 

million), and Other Financing Sources ($8 million). 

*Use of Prior Year Fund Balance - Includes $8.9 million carryover fund 

balance and rebudgets of Tobacco Settlement Funding for projects 

approved in prior years. 


FY 2013-2014 Recommended Budget 40 Financial Summaries

ADMINISTRATIVE SUPPORT 

& FISCAL SERVICES 

Administrative Support and Fiscal Services contains the 

following departmental budgets: 







Auditor-Controller/Treasurer-Tax Collector 

County Clerk-Recorder-Assessor 


17% 


Services 

6% 


3% 


Services 

26% 

Administrative 

Support & Fiscal 

Services 

13% 

Development 

Services 

35% 



41 

Adminstrative Support & Fiscal Services



42 


BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR 


BUDGET AT A GLANCE: 

MISSION STATEMENT 

Total Expenditures $6,215,539 

The department’s mission is to enrich the quality of life in Sonoma County 

through superior public service by investing in beautiful, thriving and 

Total Revenues/Use of Fund Balance $2,408,166 

sustainable communities for all. 

DEPARTMENT DESCRIPTION 

The Board of Supervisors is the elected legislative and executive body of 

Sonoma County, and also the governing body for special districts, such as the 

Total General Fund Contribution 

Total Staff 

% Funded by General Fund 

$3,807,373 

32.55 

61.26% 

Sonoma County Water Agency, Community Development Commission, Sonoma County Agricultural Preservation and Open Space 

District, Northern Sonoma County Air Pollution Control District, and Sonoma County Public Finance Authority. The County 

Administrator’s Office carries out the policy direction of the Board and serves the public by collaboratively leading and supporting the 

county organization. In partnership with the community the Board and County Administrator’s Office are actively implementing the 

County’s Strategic Plan goals which are as follows: Economic & Environmental Stewardship, Safe Healthy & Caring Communities, 

Investing in the Future, and Civic Services & Engagement. 

Major activities include: direct Supervisorial District services; overall county budget/policy development and strategic plan 

implementation; Board Clerk functions such as record keeping and meeting coordination (including Assessment Appeals); and 

community engagement through legislative advocacy, public information and community outreach. The CAO also oversees the Capital 

Project program, which is included under a separate tab. 




District 

Services 

$2.1 M 

Budget & 

Policy 

$2.9 M 

Clerk of the 

Board 

$980 K 

Community 

Engagement 

$200 K 

Funding Sources 

$30,741 

General Fund Contribution 

Funding Uses 

$200,319 

$30,741 

District Services 

$2,377,425 

$978,286 

Budget & Policy 

Charges for Service/Other 

$2,070,299 

Board Clerk 

$3,807,373 

Community Engagement 

Internal Transfers 

/Reimbursements 

$2,935,894 





43 




STAFFING SUMMARY 

FY 12-13 FY 12-13 FY 13-14 FTE % 

Staffing Adopted Approved Recommended Change Change 

Permanent Positions* 30.55 32.55 32.55 0.00 0.00 

Notes: positions include 2.6 positions fully funded by the Local Agency Formation Commission 

(LAFCO) - an independent agency established by state law. 

FINANCIAL SUMMARY 

FY 12-13 FY 13-14 $ % 

Expenditures (Uses) 

District Services 

Adopted 

1,957,100 


2,070,299 

Change 

113,199 

Change 

5.8 

Budget & Policy 2,846,536 2,935,894 89,358 3.1 

Board Clerk 1,023,079 978,286 (44,793) (4.4) 

Community Engagement 200,319 200,319 0 - 

Internal Transfers /Reimbursements 81,590 30,741 (50,849) (62.3) 

Total Expenditures 6,108,624 6,215,539 106,915 1.8 

Revenues/Reimbursements/Use of Fund Balance (Sources) 

General Fund Contribution 3,821,994 3,807,373 (14,621) (0.4) 

Charges for Service/Other 2,205,040 2,377,425 172,385 7.8 


Total Revenues/Use of Fund Balance 6,108,624 6,215,539 106,915 1.8 

Notes: Revenues and Expenditures inlcude $31,000 in internal transfers and reimbursements, for a net 

budget of $6,185,000. 


Recommended budget includes $6.4 million in expenditures; $2.6 million in revenues/reimbursements; and same as prior year $3.8 

million General Fund contribution. 

Board Staffing 

The recommended budget increases by $113,200 or 6% increase over the FY 12-13 reflecting for the most part additional extra help 

resources approved during FY 12-13 to ensure continuity of services. Extra help of 16-20 hours per week per district was approved to 

provide much needed administrative support and office coverage for District staff. 

Budget & Policy 

An increase of $89,000 or 3% is reflected as 1.0 Administrative Aide and 1.0 Administrative Analyst to support the Board’s annual work 

plan were approved in April 2013. The FY 12-13 mid-year position adjustments added capacity to support key initiatives already 

underway such as the implementation of Pension Reform, Road Infrastructure Funding, and implementation of the new Enterprise 

Financial System, without reducing resources for core operations in the office. 

FY 13-14 recommended budget assumes $172,400 or 8% increase in Charges for Services/Other primarily due to increased 

reimbursement for staff assigned to priority projects such as the Enterprise Financial System implementation. 

ALIGNMENT WITH COUNTY STRATEGIC PLAN 

Under the Board of Supervisors’ guidance all county programs support the four Strategic Plan focus areas: Safe, Healthy & Caring 

Communities; Economic & Environmental Stewardship; Investments in the Future; and Civic Services & Engagement. 



44 




The recommended budget will support the Board’s Work plan, which currently includes the following priorities: Roads Infrastructure 

Funding, Economic Development and Jobs Creation, Energy and Water Sustainability, Agricultural and Environment Stewardship, 

Healthiest County by 2020, and Support Youth. 

In addition, the Community Engagement program, included in the recommended budget at $200,000; aims at keeping the community 

informed on local government affairs; encouraging communication between the citizens and all local government officers; fostering and 

maintaining local, state, and federal relationships to benefit and support public services for the residents of Sonoma County. 

FY 12-13 ACCOMPLISHMENTS 

• Strengthened investments in local roads. In 2012, and for the first time in over a decade, the Board increased the amount of local 

dollars being spent to repair the County road network. The Board agreed to a one-time allocation of $8 million from the General 

Fund directed at road repair efforts. 

• Staff continued implementation of the Economic Development and Jobs Plan including a $120,000 designation to support a 

mentorship program and the Cradle-to-Career countywide initiative. 

• Led focused Leadership and Effective Advocacy Efforts. To ensure Sonoma County has access to the state and federal decision 

making, Board members and key executive management staff have are representing Sonoma County’s community interest and 

protecting services by maintaining key leadership positions in the California State Association of Counties and the National 

Association of Counties. 

• Built a stronger budget built on transparency and accountability. The Board and CAO strengthened the organizational and fiscal 

stability by increasing budget information to policy makers and making all decisions more accessible to the public. In addition, the 

Board continued the implementation of Pension Reform. 

• Grew the hospitality industry. The Board’s active support for increasing tourism support has increased visitors and dollars spent in 

2012. Occupancy rates were up 6.2% in 2012. In 2012 tourism generated more than $1.35 billion in destination spending which 

meant more than $87 million in state and local government revenue. 

• Augmented Property Value Appeals Services. Increased the number of Assessment Appeals Board hearings from 10 to 20; revised 

all assessment appeals materials for better clarity; increased education to constituents about the appeals process; increased 

communication and coordination with the Assessor’s office; expanded the use of technology; and optimized Board staffing 

resources. 

• Reached labor agreement with the largest county union while implementing the Board’s pension reform efforts and reducing 

compensation costs, thereby moving the county forward towards greater fiscal sustainability. 

FY 13-14 OBJECTIVES 

• Continue to develop long and short term funding to address Roads infrastructure and implement measures to reduce pension 

liability while augmenting General Fund reserves. Carry out measures towards Energy & Water Sustainability, Climate Adaption, 

Agricultural Stewardship, and a stronger Community’s Safety Net. 

• Implement phase one of new finance system for greater accountability to taxpayers. In collaboration with the Auditor-Controller- 

Treasurer-Tax Collector and the Information Systems departments the county will complete Phase 1 implementation of core 

financial components of the new financial system. 

• Coordinate with Health Services and Human Resources departments to implement the first year of the Affordable Care Act both as 

an employer and with the community to meet Board goals. 

• Participate and communicate with criminal justice departments and county partners to ensure integrated coordination of AB 109 

Public Safety Realignment, including facilitation of understanding of system criminal justice system impacts and offender 

outcomes to assist long range planning for criminal justice system needs and resources. 

• Coordinate efforts to update the Sonoma County Criminal Justice Master Plan due to changes in a lower trend in jail population, 

expanded justice system programming and due to impacts on the criminal justice system from AB 109 implementation. 

• Lead efforts to advance the County Strategic Plan through the use of outcome and performance measures, and through integration 

of strategic initiatives with county fiscal practices. 

• Lead effort to provide a review of funding structures for some internally focused services to promote cost effective service delivery 

and more equitable funding distribution. 



45 




46 



The Sonoma County Counsel’s office is committed to providing the highest 

quality legal representation and advice, in a timely and responsive manner, 

to assist the county, its governing Board of Supervisors, and other office 

clients, to promote the public interest, achieve programmatic and strategic 

goals, and protect financial resources. 


COUNTY COUNSEL 

Bruce Goldstein, County Counsel 




Total General Fund Contribution $1,594,236 

Total Staff 38.00 

% Funded by General Fund 21.16% 

The Sonoma County Counsel is the primary provider of legal services to county departments, over 25 special districts, as well as the 

Board of Supervisors, Grand Jury, Agricultural Preservation and Open Space District, Sonoma Marin Area Rail Transit District, Sonoma 

County Water Agency, Local Agency Formation Commission, and the Sonoma County Transportation Authority. In addition to legally 

mandated services, County Counsel works proactively with client departments to minimize risk, address emerging legal issues, and 

achieve policy objectives. Within each of the three program areas: Litigation/Labor Law/Justice, Land Use, and 

Infrastructure/Public Resources, County Counsel either directly handles or coordinates outside counsel in the defense of all claims 

filed against the county, and proactively works to minimize risk and assist in policy development and implementation. In addition to 

providing daily advice on issues such as contract compliance, employment conditions, and land use planning, County Counsel attorneys 

regularly represent County departments and agencies in various court proceedings and hearings. County Counsel also manages the 

criminal defense conflict counsel contract. 

Bruce Goldstein 


Litigation/ Labor Law 

/Justice 

$2.6 M 

Land Use 

$2.0 M 

Infrastructure 

/Public Resources 

$2.9 M 


$150,000 

General Fund 

Contribution 

Funding Uses 

Litigation, Labor Law, 

& Justice 

$2,804,504 

$2,973,985 


$1,594,236 

$2,577,454 

Land Use 

Cost Reimbursement 

$2,985,355 

Miscellaneous 

Revenue 

$1,982,656 

Infrastructure & Public 

Resources 



47 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 36.05 38.00 38.00 0.00 - 

Note: Positions increased in FY 12-13 by 1.0 FTE Deputy Counsel, the additional .95 FTE 

repesents rounding of existing partial positions to full FTEs. 


FY 12-13 FY 13-14 $ % 


Litigation, Labor Law, & Justice 

Adopted 

2,439,778 


2,577,454 

Change 

137,676 

Change 

5.6 

Land Use 1,876,755 1,982,656 105,901 5.6 

Infrastructure & Public Resources 2,815,125 2,973,985 158,860 5.6 




Charges for Services 2,777,411 2,985,355 207,944 7.5 

Cost Reimbursement 2,493,444 2,804,504 311,060 12.5 

Miscellaneous Revenue 152,567 150,000 (2,567) (1.7) 



Expenditures for the County Counsel’s Office are increasing by $396,000 (5.6%) over FY 12-13, primarily due to incremental salary and 

benefit cost increases for existing staff, and the addition of 1.0 FTE Deputy County Counsel to provide billable services, noted above 

spread equally over all program areas. 

The anticipated revenue is funded primarily by an increase to hourly rates resulting in an increase in Charges for Service ($196,000) and 

Cost Reimbursement ($317,000) including new revenue from the Criminal Justice Realignment fund to provide legal advice and support 

of realigned programs. This is offset by a decrease in one-time General Fund support of $114,000 (6.7%) from FY 12-13, which was 

added to fund code enforcement activities initiated by the Permit and Resources Management Department (PRMD). In FY 13-14, the 

Office will continue to provide representation in code enforcement actions at the estimated cost of $114,000, which will be reimbursed 

directly by PRMD deferred revenue. 

DEPARTMENT HEAD CONCURRENCE OR COMMENT 

County Counsel concurs with the County Administrator’s recommended budget. 


County Counsel provides legal support to virtually every significant project undertaken to advance the County Strategic Plan, as well as 

the Board’s 2013 Work Plan. Litigation, Labor Law & Justice ($2.6 million) is most closely aligned with “Safe, Healthy and Caring 

Communities” by supporting Criminal Justice departments and safeguarding children and others in need. Land Use ($2.0 million) aligns 

with “Economic & Environmental Stewardship” by advising the Board on zoning and land use matters which impact the quality of life 

of the community, and serves to protect local resource management. The Infrastructure & Public Resources division ($2.9 million) also 



48 




supports “Economic & Environmental Stewardship” by advising the Board on water, energy, and climate protection projects, as well as 

providing legal advice related to the protection and maintenance of public lands and open space. 


• Provided legal assistance in identifying and attempting to mitigate the adverse impacts of various proposed tribal development 

projects, including negotiating an Intergovernmental Mitigation Agreement with the Federated Indians of Graton Rancheria. 

• Provided legal assistance to the Board in its consideration and defense of land use decisions, including Sequoia Gardens Park mobile 

home park conversion, Bodega Bay Public Utilities District clean water well, Cornell Winery Project, Syar Alexander Valley 

Instream Mining Project, and Best Family Winery Project. 

• Provided legal assistance to the Sonoma County Agricultural Preservation and Open Space District in negotiating transfer of fee 

properties to park entities, including Fitch Mountain to the City of Healdsburg, Taylor Mountain to County Regional Parks, and the 

Montini Open Space Preserve to the City of Sonoma. 

• Provided legal assistance regarding the dissolution of nineteen lighting districts and consolidating the management of existing lighting 

services into CSA 41. 

• Worked closely with Water Agency staff and consultants to develop the “Sonoma Clean Power” community choice aggregation 

program Joint Powers Agreement. 

• Assisted Community Development Commission staff to interpret and comply with the provisions of the redevelopment Dissolution 

Act and filed suit against California Department of Finance to protect use of redevelopment funds for Highway 12 and Roseland Plaza 

projects. 

• Provided legal support for Sonoma County Airport Runway Improvement project acquisition, mitigation and construction. 

• Provided legal support for real property acquisitions and construction of Sonoma Marin Area Rail Transit District (SMART) regional 

commuter rail system. 

• Provided legal assistance to the Board on pension reform issues, including interpreting impacts of statewide pension reforms. 

• Represented the Human Services Department in all phases of over 3,000 juvenile dependency cases, making court appearances and 

successfully representing the Department in numerous appeals. 


• Provide legal assistance to the Board and PRMD on new regulations and initiatives, including the Development Code and renewable 

energy code amendments. 

• Continue providing assistance to the Sonoma County Energy Independence Program (SCEIP) to resolve pending issues with the 

Federal Housing Finance Agency, and promote a growing, dynamic program. 

• Continue legal support to Caltrans and SCTA for Highway 101 improvement project right of way acquisitions. 

• Provide legal support to LAFCO and County to address legal and governance issues related to fire and other special districts. 

• Assist the Department of Health Service and the Human Resources Department in implementation of the Affordable Care Act. 

• Negotiate agreements with tribes to fully mitigate local impacts of tribal development projects. 

• Work with Risk Management and Information Systems Department to develop an improved litigation case management program to 

reduce overall litigation costs and risk exposure. 



49 




50 



The mission of the Human Resources Department is to provide 

comprehensive leadership and guidance by recruiting, developing and 

retaining an outstanding workforce that provides quality public services to 

the citizens of Sonoma County. 

DEPARTMENTAL DESCRIPTION 

HUMAN RESOURCES 

Wendy Macy, Director 







The Human Resources Department provides a wide variety of human resources and risk management services for the County and is 

organized into two divisions, Human Resources and Risk Management. Within Human Resources the primary functions are 

Recruitment, Classification, and Labor Relations, Training, managing the Human Resources Management System (HRMS), and 

Commissions. The primary functions of Risk Management are Employee Benefits, Liability and Insurance Administration, Equal 

Employment and Opportunity (EEO) and Americans with Disabilities Act (ADA) compliance, and Employee Disability and Safety 

Administration. 

Wendy Macy 

Director 

Human 

Resources 

Risk 

Management 

Recruitment/Class/ 

Labor Relations 

$2.9 M 

Training/HRMS/ 

Commissions 

$1.2 M 

Employee 

Benefits 

$27.4 M 

Liability & 

Ins. Admin. 

EEO/ADA 

$9.7 M 

Disability & 

Safety Admin. 

$16.9 M 


$14,196,547 

$5,378,333 

General Fund 

Contribution 

Premiums 

Funding Uses 

$5,436,793 

$16,933,523 

$2,940,755 

$1,206,560 

Recruitment 

/Classification / 

Labor Relations 

Training /HRMS/ 

Commissions 

Interest 

Employee Benefits 

$5,436,793 

$2,768,260 

$419,984 

$35,420,299 




Use of Fund Balance 

$9,677,487 

$27,425,098 

Liability /Insurance 

Administration /EEO 

/ADA 

Disability & Safety 

Administration 





51 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Human Resources 24.00 25.50 29.50 4.00 15.7 

Risk Management 24.50 24.50 25.50 1.00 4.1 

Total Permanent Positions 48.50 50.00 55.00 5.00 10.0 


FY 12-13 FY 13-14 $ % 



Recruitment /Classification /Labor Relations 

Adopted 

2,580,941 


2,940,755 

Change 

359,814 

Change 

13.9 

Training /HRMS /Commissions 763,249 1,206,560 443,311 58.1 


Risk Management 

Employee Benefits 30,752,338 27,425,098 (3,327,240) (10.8) 

Liability /Insurance Administration /EEO /ADA 10,517,058 9,677,487 (839,571) (8.0) 

Disability & Safety Administration 15,420,662 16,933,523 1,512,861 9.8 

Internal Transfers /Reimbursements 4,252,442 4,745,920 493,478 11.6 

Total Expenditures 65,002,450 63,620,216 (1,382,234) (2.1) 


General Fund Contribution 4,294,946 5,378,333 1,083,387 25.2 

Premiums 37,467,207 35,420,299 (2,046,908) (5.5) 

Interest 542,710 419,984 (122,726) (22.6) 

Reimbursements from other Departments 2,957,057 2,768,260 (188,797) (6.4) 


Use of Fund Balance 14,772,328 14,196,547 (575,781) (3.9) 

Total Revenues/Use of Fund Balance 65,002,450 63,620,216 (1,382,234) (2.1) 

Notes: Expenses and Revenues include $5.4 million in internal transfers and reimbursements, thus resulting 

in a total net budget of $58.2 million. 


Expenditures for the Human Resources Department are decreasing by $1.4 million or 2.1%. This is primarily due to the decrease in 

claims in the County Health Plan and General Liability, offset by increases in Workers’ Compensation claims, reinstatement of the 

County’s Training Division, and additional positions in Recruitment/Classification and Labor Relations. 

Recruitment/Classification/Labor Relations 

The expenditure increase of $360,000 is largely to fund 1.5 FTE Human Resources Analyst positions approved in October, 2012 to meet 

County-wide recruitment and classification needs ($213,000), and a 1.0 FTE Human Resource Analyst in Employee Relations for 

projects such as compensation surveys, meet and confer sessions with labor organizations, and labor negotiations ($147,000). The 

Department expects this position to reduce the need for outside negotiators during future negotiations. 

Training/HRMS/Commissions Division 

Most ($388,000) of the increased expense for this Division is to reinstate the County’s Training unit, eliminated in FY 09-10 due to 

budget cuts. This includes adding two positions (1.0 FTE Training Manager and 1.0 FTE Senior Office Assistant) and funding for 

contract trainers. In a recent survey over half of the County’s employees expressed interest in advancing their careers. This Division will 

provide training to strengthen the skills staff use in their current roles as well as help prepare staff for promotional opportunities, 



52 




including leadership development as part of succession planning. An additional $55,000 will fully fund a position the Department had 

loaned to the HRMS project. 

The Division is also adding a 1.0 FTE Department Information Systems Specialist II to properly support HRMS; funding for this 

position is budgeted in the HRMS-Enterprise Resource Planning Internal Services fund managed by the ACTTC. 


The costs for the Employee Benefits Unit are decreasing by $3.3 million due to lower claims and administrative expenses as a result of 

fewer enrollees in the County Health Plan. 

The budget adds 1.0 FTE Department Analyst at a cost of $126,000 with the costs allocated across the Risk Management Division. This 

position will focus on data analysis and contract management. Due to elimination of a position in FY 11-12, these tasks have been 

performed by accounting staff who will now be able to more closely manage trust funds established in 2010 for health insurance and life 

insurance premiums, with $65 million in annual responsibility, as well as improve tracking and reconciliation of the County’s selfinsured 

programs in health, workers compensation, and liability. 

Liability and Insurance Administration 

There is a decrease in expenditures of $840,000 with reduced legal and claims expense for General Liability due to favorable claims 

experience ($565,000), a reduced share of the department’s administrative costs ($84,000), a reduced amount to adjust the program’s 

liability ($66,000), and reduced premiums and property insurance deductible amounts ($116,000) in General Insurance. 

Disability and Safety Administration 

There is an increase in expenditures of $1.5 million due to a $1.0 million estimated increase in claims expense for Workers’ 

Compensation, an increase of $400,000 in short and long term liability based on actuarial projections, and a $50,000 increase to provide 

additional safety consulting and training. The rates charged to departments to finance these costs have been increased accordingly. 

Also, County-wide funds from a settlement of tobacco-related claims are decreasing. Thus, this budget replaces $400,000 in those funds 

allocated to the Department to support compliance with the Americans with Disabilities Act with an equivalent amount of General Fund 

support. 


The Director concurs with the County Administrator’s recommended budget. 


The Human Resources Department supports all departments in serving Sonoma County. This role and the Department’s $63 million 

budget are most closely aligned with the Strategic Plan goal of Civic Services and Engagement, and more particularly the outcome of 

having a professionally managed, responsible County organization. 


• Developed the first phase of a County Career Path and Professional Development program, including identification of key 

competencies and an assessment of current capacity in those competencies. 

• Developed training courses for managers and supervisors on departmental human resource functions. 

• Analyzed the span of control of management and supervisory positions. 

• Developed labor negotiations strategy to resolve the County’s structural budget deficit by permanently reducing costs, particularly 

for pensions. Reached agreement with Service Employees International Union (SEIU), the County’s largest employee organization, 

and also reduced compensation for the Board of Supervisors, Department Heads, and most management positions. These changes 

will save the County $19.7 million from March, 2013 through October, 2015, and save $115 million in pension costs over ten 

years. 

• Continued development of HRMS functionality, including implementation of Benefits Self Service, Leave Administration, tracking 

department safety activities; an organization chart builder; and improved EEO reporting. 

• Completed first phase of a County Enterprise Risk Management strategic plan - assessed Risk Management’s role within County 

organization, evaluated service delivery expectations, and identified opportunities to better meet the needs of our customers. 



53 




• As part of the County’s Employee Wellness Program, held a two day Health and Wellness Fair for employees and retirees, and 

promoted participation in the Healthy Habits program sponsored by health care providers. 

• Completed development of a comprehensive Military Leave Policy and Drug and Alcohol Policy, incorporating current guidelines, 

industry best practices, and applicable law. 

• Developed and implemented basic elements of Aerosol Transmissible Disease Program to comply with Cal-OSHA standards. 

• Completed insurance toolkit, an online insurance resource for County departments, and automated insurance certificate generation 

procedure. 

• In cooperation with General Services, completed County-wide appraisal of County owned structures for property and earthquake 

insurance program. 

• Provided enhanced support of continuing education, and improved training tracking, for compliance with State mandated 

Preventing Sexual Harassment for supervisors and managers (AB1825). 


• Evaluate alignment of County-sponsored medical plans to Federal Health Care Reform Initiatives. 

• Incorporate and train employees on new Health Reimbursement Arrangement (HRA) and other benefit services agreed to through 

contract negotiations. 

• Revise 2005 Temporary Transitional Duty Policy, to be consistent with industry best practices and current law, and incorporate into 

comprehensive Leave Management Program. 

• Continue accessibility enhancements and advance an online county complex map identifying accessible parking and electric 

vehicle charging stations, and ensure content published to County web sites is compliant with the County’s Web Site Accessibility 

Policy. 

• Continue development of a County Enterprise Risk Management (ERM) strategic plan to better integrate risk prevention into 

County programs, based on feedback from User Group meetings. 

• Continue to support County’s Cradle to Career initiative with partners in education and employment to maintain a strong presence 

as an employer of choice, and to enhance the County’s internship program to build a path to County careers. 

• Complete negotiations with ten remaining labor organizations. 

• Establish a robust training program that supports empowering County staff. 



54 


GENERAL SERVICES 

Jose Obregon, Director 



Total Expenditures 

$37,828,942 

The mission of the General Services Department is to efficiently plan, 

provide, and manage quality facilities, vehicle and equipment procurement, 


and energy and sustainability services to support Sonoma County 


departments and agencies in the accomplishment of their goals. Total Staff 115.50 

DEPARTMENTAL DESCRIPTION % Funded by General Fund 42.62% 

The General Services Department provides a variety of internal service 

functions that support departmental activity in county government. The department is made up of six program areas: Energy and 

Sustainability, Fleet Operations, Purchasing, Veterans Buildings, Facilities Development and Management, and Administration. Energy 

and Sustainability provides effective planning, management and control of energy use and sustainability for major portions of County 

operations. Fleet Operations is responsible for the management and maintenance of the County’s light and heavy duty vehicle fleets. 

Purchasing is responsible for the purchase of goods and services required for County operations. In addition to procurement, the 

Division also executes contracts for professional services and assists departments in contract review. The Veterans Memorial Buildings 

Program provides meeting space for the county’s Veterans organizations and to the public and non-profit groups. Facilities 

Development and Management performs major and small construction improvements to county facilities as well as providing building, 

equipment, and janitorial maintenance and leasing, acquisition and sale of real property. Administration provides administrative, fiscal 

and human resources support to the other program areas in General Services. 

Jose Obregon 

Director 

Energy & 


$8.6 M 

Fleet 

Operations 

$11.3 M 

Purchasing 

$1.1 M 

Veterans 

Buildings 

$493 K 

Facilities 

Development & 

Management 

$14.2 M 


$1.6 M 


$2,389,362 

$689,767 $715,933 

General Fund 

Contribution 

Use of 

Money/Property 

Funding Uses 

$1,574,918 $689,767 

$ 14,005,884 

Energy & 


Fleet Operations 


$8,600,092 

Purchasing 

$16,124,337 

Miscellaneous 

Revenue 



Veterans Buildings 

Facilities Development 

& Mgmt 


$17,532,346 

$377,197 


$493,910 

$11,331,499 


$1,132,872 /Reimbursements 



55 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 113.10 114.10 115.50 1.40 1.2 


FY 12-13 FY 13-14 $ % 

Expenditures (Uses) Adopted Recommended Change Change 

Energy & Sustainability 8,409,810 8,600,092 190,282 2.3 

Fleet Operations 10,751,809 11,331,499 579,690 5.4 

Purchasing 1,082,913 1,132,872 49,959 4.6 

Veterans Buildings 348,658 493,910 145,252 41.7 

Facilities Development & Mgmt 15,200,187 14,005,884 (1,194,303) (7.9) 

Administration 1,461,580 1,574,918 113,338 7.8 

Internal Transfers /Reimbursements 605,426 689,767 84,341 13.9 

Total Expenditures 37,860,383 37,828,942 (31,441) (0.1) 



Use of Money/Property 397,276 377,197 (20,079) (5.1) 

Charges for Services 17,658,964 17,532,346 (126,618) (0.7) 

Miscellaneous Revenue 2,553,752 2,389,362 (164,390) (6.4) 


Use of Fund Balance (156,677) 715,933 872,610 (556.9) 

Total Revenues/Use of Fund Balance 37,860,383 37,828,942 (31,441) (0.1) 

Notes: Transfers and reimbursements of expenses from one part of the General Services budget to another 

total $690,000 for a net budget of $37.3 million. 


The recommended budget for the General Services Department reflects overall expenditures of $38 million, $22 million in revenues and 

reimbursements and $16 million in General Fund contribution. General Services Department net cost to the General Fund went down 

$677,305 from the FY 12-13 Adopted Budget. 

The Energy& Sustainability Division budget increased by $190,000 due to higher natural gas prices and an increase in debt service costs 

associated with energy efficiency and renewable energy projects. The County continues to benefit from the comprehensive energy 

project (CEP) which was completed in 2010 and included the installation of the fuel cell at the County Administration Center, but rising 

natural gas and electricity rates have pushed overall energy costs up. General Services estimates that the CEP has saved the County 

$420,000 since FY 10-11. 

The Fleet Operations Division is restoring 1.0 FTE Heavy Equipment Mechanic to accommodate an increase in workload in the heavy 

equipment section. This increase in workload is due to the aging of the fleet, a shared service agreement with Rohnert Park for 

maintenance of their heavy equipment fleet, and an increase in field services. The cost of this position is $120,000 and will be paid for 

by increasing revenues for work performed. There is no net cost increase associated with adding this position. 



56 




The Administration Division is adding 0.4 FTE Account Clerk at a total cost of $35,000. This position is required to accommodate the 

increased financial and accounting workload realized when the Veterans Buildings program was shifted to General Services. The cost of 

this position will be reimbursed from the Veterans Buildings revenues and therefore will have no impact to the General Fund. 

In FY 12-13, the Board approved increases to appropriations to the Veterans Buildings of $207,000 for ongoing operational costs. This 

increase in appropriations is included in the FY 13-14 Recommended Budget. 

Expenditures in Facilities Development and Management declined by $1.8 million due to decrease in facilities long term debt. The Real 

Estate unit saw an increase of $180,000 due to increased lease costs associated with the BayWEB communications project which will 

support data interoperability and allow participating Bay Area emergency responders to connect on a common dedicated data network. 

The expanded sites associated with these increased lease costs are necessary for continued installation of the BayWEB equipment in 

Sonoma County. 

DEPARTMENT HEAD CONCURRENCE OR COMMENT 



Economic and Environmental Stewardship: The General Services Department works to ensure that resources are sustainably managed. 

General Services has implemented best practices for the County’s fleet management, procurement of goods, construction methods and 

utility consumption including energy water and solid waste in order to achieve greenhouse gas emissions reduction for internal county 

operations. 

In FY 13-14, fuel efficient vehicles will be 22.9% of the total automotive fleet and 77.4% of the total eligible fuel-efficient sedans. Fleet 

Operations is working with the Metropolitan Transportation Commission to deploy 25 public access electric vehicle chargers around the 

County totaling $275,000. Additionally, two programs, the Sonoma County Energy Watch ($372,889), and Sonoma County’s Energy 

Independence Program ($913,273), continue to provide outreach to community residents, businesses, and local government agencies to 

assist in implementing energy efficiency and renewable energy measures. 

Invest in the Future: The initial planning phase of the Comprehensive County Facilities Plan (C.C.F.P.) has concluded. The C.C.F.P. 

recommends strategies for internal service efficiencies, partnering, co-locations with internal and other entities, mobility, 

community/customer access to services and sustainability. The C.C.F.P. provides a road map for achieving the Strategic Plan objectives 

for county facilities, such as the reduction of facility costs and use of county facility and real estate assets to their highest and best use. 

The C.C.F.P. site assessment implementation phase will commence in FY 13-14, $50,000 has been budgeted for this effort. 

OUTCOME/PERFORMANCE MEASURES 

OUTCOME/PERFORMANCE MEASURES SUMMARY 

FY 11-12 FY 12-13 FY 13-14 

Outcome/Performance Indicators Actual Estimated Projected 

Facilities Development and Managemnt 

Capital projects completed within budget 83% 95% 100% 

Capital projects completed on schedule 100% 100% 100% 

Small construction projects completed within budget 98% 97% 98% 

Small construction projects completed on schedule 75% 71% 75% 

Fleet Operations 

Preventative maintenance completed on schedule 42% * 44% * 44% * 

Purchasing 

Blanket purchase orders renewed before expiration date 94% 94% 98% 

Average number of days from receipt of requisition to 

issuance of purchase order 8 5 4 

Contracts reviewed within seven business days 97% 95% 98% 

*Considered late if 1,000 miles beyond scheduled planned maintenance. 



57 





• Continued barrier removal projects identified in the updated American with Disabilities Act Transition Plan for County Facilities to 

improve public access. 

• Presented the County Comprehensive Facility Plan to the Board of Supervisors and received approval to continue developing the 

plan to invest in the future by ensuring the highest and best use of space and facilities. 

• Initiated Communication Tower improvements to support the Sheriff Office’s critical First Responder communication network to 

improve public safety’s communications abilities, directly impacting officer safety and emergency responders’ ability to operate 

more effectively and provide better services to the community. 

• Sonoma County Electric Trail charging station installations completed in south county locations to support economic and 

environmental stewardship by reducing carbon emissions. 

• Second Los Guilicos Campus 706 kilowatt solar photovoltaic system installed, providing all on-site electrical needs for the Juvenile 

Justice Center providing 100% renewable energy to the site. 

• Successfully transitioned oversight and management of the Veterans Buildings operations from Regional Parks to General Services 

and completed concession agreements with the third party operators that preserve the Veteran groups use of the facilities. 

• As the selected Certification Agent, the Sonoma County Energy Independence Program launched and delivered the Windsor “Pay 

As You Save”, pilot water bill efficiency financing program. 

• Completed the shared services agreement with Healdsburg Electric to deliver the residential consumer energy efficiency program. 


• Continue barrier removal projects identified in the updated American with Disabilities Act Transition Plan for County Facilities to 

improve public access. 

• Develop costs and funding plan for the County Comprehensive Facility Plan to continue developing the plan to invest in the future 

by providing the highest and best use of space and facilities. 

• Continue Communication Tower improvements to support the Sheriff Department’s critical First Responder communication 

network to improve public safety’s communications abilities, directly impacting officer safety and emergency responders’ ability to 

operate more effectively and provide better services to the community. 

• Relocate the Fleet Operations light equipment facility to accommodate construction of the new courthouse. 

• Expand Sonoma County Electric Trail by installing charging stations in north county locations to support economic and 

environmental stewardship by reducing carbon emissions. 

• Assist public agencies to participate in a regional group purchase of solar electric systems by leveraging economies of scale and 

reducing costs through energy and resource efficiency. 

• Develop and implement strategies to increase the number of Sonoma County Energy Independence Program projects for 

commercial properties. 

• Provide a leadership role in integrating procurement services across the County through involvement in the Request for Proposal 

process, resulting in efficiencies and cost savings. 

• Increase facility maintenance work, to continue to allow the County’s aging infrastructure to be operated in a safe, compliant and 

sustainable manner. 



58 



The mission of the Information Systems Department is to maximize public 

service and financial savings through the implementation of technology 

solutions that support and enhance current and future service delivery 

systems of Sonoma County. 


INFORMATION SYSTEMS 

John Hartwig, Director 




Total General Fund Contribution $516,831 



The Information Systems Department is responsible for providing leadership, 

support, and coordination of technological efforts in most County departments. Workload is divided into four major programs which 

support administrative functions, client business services (including copying and printing, courier, and records retention and storage), 

software systems development, and technology operations and infrastructure. Other major expenses include funding for desktop and 

similar equipment, and County-wide technology infrastructure. At the enterprise level, the services combine to effectively bridge needs 

to produce a consistent, affordable, and sustainable technology foundation. 

John Hartwig 

Director 


$1.7 M 

Business 

Services Group 

$4.6 M 

Systems & 

Programming 

$6.5 M 

Technical 

Services 

$13.6 M 

Desktop 

Replacement 

$1.1 M 


Replacement 

$3.5 M 


$7,986,527 $743,785 

$516,831 

General Fund 

Contribution 


Funding Uses 

$1,685,738 

$7,986,527 

$4,630,049 


Business Services 

Group 

$1,411,937 


Replacement Charges 

Contributions to 

Desktop Replacement 

$3,499,496 

$6,488,309 

Systems & 

Programming 

Technical Services 

Desktop Replacement 

$2,416,989 

$25,899,952 




$1,130,655 

$13,555,247 


Replacement Expense 





59 





FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 



Adopted 

1,727,589 


1,685,738 

Change 

(41,851) 

Change 

(2.4) 

Business Services Group 4,809,510 4,630,049 (179,461) (3.7) 

Systems & Programming 6,289,990 6,488,309 198,319 3.2 

Technical Services 13,513,744 13,555,247 41,503 0.3 

Desktop Replacement 1,118,280 1,130,655 82,951 7.4 

Infrastructure Replacement Expense 4,081,617 3,499,496 (582,121) (14.3) 

Internal Transfers /Reimbursements 6,442,488 7,986,527 1,544,039 24.0 

Total Expenditures 37,983,218 38,976,021 1,063,379 2.8 


General Fund Contribution 516,831 516,831 0 - 


Infrastructure Replacement Charges 0 2,416,989 2,416,989 100.0 

Contributions to Desktop Replacement 986,327 1,411,937 370,366 37.6 


Use of Fund Balance 4,198,118 743,785 (3,328,513) (79.3) 

Total Revenues/Use of Fund Balance 37,983,218 38,976,021 1,063,379 2.8 

Note: Expenses and revenues include $8 million in internal transfers and reimbursements, thus 

resulting in a total net budget of $31 million. 


The recommended budget reflects overall expenditures for the Information Systems Department of $39 million, including $4.6 million 

for equipment and $26.4 million for services. Revenue sources include $25.9 million in charges to users (mostly County departments) 

for services, $3.8 million in charges for equipment and $517,000 in General Fund. Major changes include: 

Business Services Group 

Expenditures in the Business Services Group will decrease $179,000. This reflects a continuing decrease in the need for services such as 

the courier that delivers mail across County locations, mail to outside parties, and centralized copying and printing. The Department will 

reduce its costs by re-assigning one staff person from Reprographics to Systems and Programming for web services, and reallocate some 

costs for administration to more accurately reflect the current organizational structure. 

In FY 14-15 the Records Management unit will need to replace mail handling equipment valued at approximately $500,000. Presently 

insufficient replacement funds exist to cover the costs of this infrastructure. ISD will work with the CAO to identify ways to address this 

need. 

Systems and Programming 

Expenditures in the Systems and Programming Division will increase by $198,000. This increase is split evenly between the 

reassignment of staff from Reprographics, and an increase in the Geographical Information System (GIS) budget. ISD is promoting 

economies of scale by centralizing licensing costs across the County for (GIS) software. While this increases overall GIS costs, 



60 




additional staff are expected to use this valuable resource and the County will see reduced costs per user. The FY 13-14 budget also 

reflects a new approach that better aligns the costs of GIS to the departments which use it. 

In addition, rates for web services are increasing by $350,000 to better fund the actual costs to provide core web services to 

departments, and should prevent cost over-runs in this area that have occurred in recent years. 

Technology Infrastructure and Investment 

The purchase costs of technology hardware managed by Information Systems are approximately $20 million. This includes equipment 

used for County-wide purposes such as servers, network routers, and telephone systems, and the costs of personal computers, printers, 

and software. To ensure the assets managed by ISD are replaced before failing, the County needs to set aside $4.4 million/year. Since FY 

08-09 the charges to recover infrastructure costs were reduced or suspended to meet budget reduction demands. Charges to replace 

personal computers have also been insufficient to meet the established replacement schedule. The recommended budget includes $3.9 

million in revenue as part of a multi-year plan to reach the annual $4.4 million needed for replacement. 

In addition to funding infrastructure, the County has major needs for new information systems. These include County-wide systems, 

such as the Enterprise Financial System, and systems for individual departments. The Technology Investment and Strategic Investment 

fund balances have been used extensively in recent years to fund initial implementation of the Electronic Document Management 

System, which automates processing and storing paper documents, and the Web Content Management System, which provides uniform 

and more functional web sites. 

Overall, the balances for replacement and investment funds have declined from $13.4 million over the last five years (since the 

beginning of FY 08-09) to a projected $4.3 million at the end of FY 12-13. The FY 13-14 budget includes an average rate increase of 

16% to resume major funding for technology infrastructure, and a 42% increase in charges for resuming contributions toward 

replacement of desktop systems. The table below illustrates that this funding will slow the use of fund balance for replacement and 

investment needs, but additional funding will be needed to address all infrastructure and investment needs. The Department will work 

with the CAO to develop a long-term funding plan. 

ISD REPLACEMENT AND INVESTMENT FUNDS ACTIVITY 

FY 11-12 FY 12-13 FY 13-14 

Actual Estimated Recommended 

Beginning Balance 9,843,395 7,730,509 4,310,197 

Revenue 

Interest 140,911 42,169 57,440 

Desktop Systems 1,007,467 994,005 1,411,937 

IT Replacement 1,413,175 232,130 1,616,989 

Phone System Replacement - - 800,000 

Records Management - - - 

Technology/Strategic Investment - - - 

Total Revenue 2,561,553 1,268,304 3,886,366 

Expenses 

Desktop Systems (1,673,170) (1,133,125) (1,130,655) 

IT Replacement (1,413,550) (1,709,000) (1,576,496) 

Phone - (300,000) (1,545,000) 

Records - - (108,000) 

Technology/Strategic Investment (1,587,719) (1,546,491) (270,000) 

Total Expenses (4,674,439) (4,688,616) (4,630,151) 

Ending Balance 7,730,509 4,310,197 3,566,412 

Net Change in Fund Balance (2,112,886) (3,420,312) (743,785) 



61 


Major expenses in FY 13-14 include: 

 

 

 

 



$1.6 million toward replacement of the most critical and out-dated servers, storage systems, network equipment, and data center 

operating equipment. 

$1.5 million toward replacement of the County’s out-dated telecommunications system; the total project costs are estimated at 

$6 million and will result in long-term savings from using newer technology. 

$270,000 toward evaluating emerging technologies and IT operations. This expenditure will be reviewed prior to use by the 

Information Technology Council and the CAO. 

$108,000 towards postage metering and stamping equipment. 

These funds do not include expenses toward the County’s largest technology investment, the new Enterprise Financial System, which is 

included in the Auditor-Controller’s budget. 




The Information Systems Department supports all departments in serving Sonoma County. This role and the Department’s $39 million 

budget is most closely aligned with the Strategic Plan goal of Civic Services and Engagement, particularly outcome of having a 

professionally managed, responsible County organization. 


• Established tools to improve project planning and reporting. 

• Implemented service management tools to better track incidents and improve service delivery, reporting and monitoring work effort. 

• In partnership with other departments, completed planning, procurement and contracts for the replacement of existing financial 

systems with a new, modern system. 

• Implemented a new electronic document management system to improve management and access to documents. 

• Introduced content management system to improve online access to the County's services and information. Participating departments 

self-publish content to the official County web site, resulting in more timely updates and increased compliance with standards. 

• Worked with Geographical Information System stakeholders and regional partners to update plans, share data and reduce costs 

through virtualization of technical infrastructure. 

• Modernized wireless networks and technologies to expand mobility options using tablet computers and other mobile devices. 

• Installed High Definition Video Conferencing Systems in five county locations, thereby reducing travel costs and time to participate 

in hearings, meetings, trainings, and conferences. 

• Upgraded data center core network infrastructure, improving network speed and capacity while consuming less electricity, improving 

disaster recovery capabilities and controlling operating costs. 

• Assessed need for and options to replace outdated telecommunications systems, including improving call center capabilities needed 

to implement health care reform. 

• Continued upgrades of County desktop and laptop computers to Windows 7 from Windows XP to enhance stability and improve 

performance. 

• Created applications to support public safety including: a real-time tracking application for Emergency Operations Center (EOC) to 

improve response to incidents and disasters; a case management system for District Attorney Victim Services to enable better tracking 

and service to victims of violent crime; and, a data collection and reporting system in response to State realignment of supervised 

offender population. 

• Continued collaborative efforts to reduce costs and share resources; examples include: shared mail processing exceeding $200,000 

savings through bulk sort and mail processing; shared print/copy services; and shared facility space for disaster recovery capabilities. 



62 





• Support the first phase of implementing a new County-wide Enterprise Financial System. 

• Expand department use of web content management system to promote a consistent look and feel across County web sites, make it 

easier for departments to manage their content, and increase compliance with standards. 

• Continue transition to the use of the Electronic Document Management System to reduce reliance on paper-based systems for 

managing daily operations, increase staff productivity, and improve availability of information. 

• Replace an aging telephone system for all County sites and users. Provide features such as call centers, interactive voice response, 

unified messaging (integration with email, fax, pager, video-clips, and voice mail), and improved mobility of the employee workforce 

and enterprise data. 

• Develop applications to support and enhance Public Safety and Justice, Land Development and Management, Health and Human 

Services, and Administrative functions. 

• Continue integration of tablets and other mobile device technology in the County environment including adapting business 

applications, security, and wireless networking in a safe and secure manner. 



63 




64 


NON-DEPARTMENTAL 




This budget unit supports the county’s mission to enrich the quality of life in 


Sonoma County through superior public services. Total Revenues/Use of Fund Balance $285,147,938 

General Fund Net Cost ($204,970,495) 




This budget includes expenditures and revenues which are not directly associated with a specific department or program. Major 

appropriations are: employee benefits such as professional development and labor negotiations cost; financial contributions to other 

agencies and support for priority projects such as Road infrastructure and capital investment; contingencies; and revenues not associated 

with a specific department, such as property tax, sales tax, transient occupancy tax, tribal, and charges for county services. This budget 

also tracks budgetary appropriations for special programs such as Open Space Special Tax Account (bond proceeds), Courthouse 

Construction Fund, Criminal Justice Construction Fund, and Transient Occupancy Tax or Advertising Fund revenues. 


$1,745,307 $19,451,200 

$7,313,550 

$18,395,220 

$3,500,000 

$5,260,000 

$13,722,685 

$12,106,622 

$203,653,354 

Property Tax/Sales 

Tax 

Int/Geothermal /Fund 

Balance Use /Other 


Tribal Development 



Transient Occupancy 

Tax /Advertising 

Court/Criminal Const. 

Fines 

Open Space (Measure 

F) & Interest 

Use of Others Funds 

Balance 

Funding Uses* 

$2,949,182 

$2,275,000 

$6,518,962 

$7,870,848 

$3,500,000 

$7,432,534 

$36,085,247 

$10,045,670 

$3,500,000 


Capital Investment 

Contingency Fund 

Roads 

Debt Service/Other 

Gen. Govt 



Open Space Debt & 

Purchases 

Tobacco Financed Cap. 

Projects 

Ct/Criminal Const. & 

Debt Svc. 

* Total expenditures in the “Budget at a Glance” box represent only those expenditures that are appropriated in this budget unit and 

described below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the County’s discretionary revenue that 

fund the recommended net cost in the General Fund department budgets throughout the rest of this document. 



65 





FY 12-13 FY 13-14 $ % 


Employee Benefits 3,125,000 2,275,000 (850,000) (27.2) 

Capital Investment 11,792,385 6,518,962 (5,273,423) (44.7) 

Contingency Fund 1,889,000 3,500,000 1,611,000 85.3 

Roads 15,034,353 7,432,534 (7,601,819) (50.6) 

Debt Service/Other Gen. Govt 11,184,406 10,045,670 (1,138,736) (10.2) 

Internal Transfers /Reimbursements 3,500,000 3,500,000 - - 

Sub-total General Fund 46,525,144 33,272,166 (13,252,978) (5.6) 

Open Space Debt & Purchases 31,133,489 36,085,247 4,951,758 15.9 

Tobacco Financed Cap. Projects 10,651,294 7,870,848 (2,780,446) (26.1) 

Ct/Criminal Const. & Debt Svc. 3,637,224 2,949,182 (688,042) (18.9) 

Sub-total Other Funds 45,422,007 46,905,277 1,483,270 3.3 

Total Uses 91,947,151 80,177,443 (11,769,708) (12.8) 


Property Tax/Sales Tax 210,722,736 203,653,354 (7,069,382) (3.4) 

Int/Geothermal /Fund Balance Use /Other 16,478,614 12,106,622 (4,371,992) (26.5) 

Charges for Services 11,832,964 13,722,685 1,889,721 16.0 

Tribal Development 3,500,000 5,260,000 1,760,000 50.3 

Internal Transfers /Reimbursements 3,500,000 3,500,000 - - 

Sub-total General Fund 246,034,314 238,242,661 (7,791,653) (5.6) 

Transient Occupancy Tax /Advertising 6,602,795 7,313,550 710,755 10.8 

Court/Criminal Const. Fines 1,803,583 1,745,307 (58,276) (3.2) 

Open Space (Measure F) & Interest 16,627,016 19,451,200 2,824,184 17.0 

Use of Others Funds Balance 20,388,613 18,395,220 (1,993,393) (9.8) 

Sub-total Other Funds 45,422,007 46,905,277 1,483,270 3.3 


General Fund Net Cost (199,509,170) (204,970,495) (5,461,325) 2.7 

Note: General Fund negative net cost funds support for departments or programs as described throughout 

the rest of the document. 


The recommended revenues and use of special funds balance is $285 million, of which $80.2 million are appropriated for expenditures 

in this budget unit; resulting in $205 million General Fund available to support county programs and/or finance contributions to outside 

agencies, shown as a negative net cost in this budget. 

EXPENDITURES 


In FY 13-14 total expenditures are recommended to be $850,000 less than FY 12-13 as a result of reduced need for outside services to 

support labor negotiations; and programming professional development expenditures consistent with current year experience whereas 

FY 12-13 adopted budget reflected an increased level of demand given the program had been frozen during fiscal years 10-11 and 11-12. 



66 


Capital Investment 



FY 13-14 recommended budget for capital investment (not including contribution to Roads infrastructure) is $6.5 million or $5.3 million 

less than the prior year adopted budget. FY 12-13 included a one-time $3.9 million contribution toward the new financial system and 

carryover appropriations from FY 11-12. 

Contingency 

The recommended budget includes $3.5 million for contingencies reflecting an 85% increase. However, only $185,000 less than the FY 

12-13 adjusted amount of $3,315,105. Thus, the recommended amount is consistent with current Board adjusted level of contingencies 

funds. 

Roads 

Roads infrastructure continues to be one of the Board of Supervisors priorities. The recommended FY 13-14 budget is $7.6 million less, 

as the one-time $8 million infusion of Tax Revenue Loss Reserve (Teeter funds), and the $250,000 one-time designation from Refuse 

Franchise Fees to explore and support local road districts are not included. The reductions are offset by a $650,000 baseline contribution 

increase from the General Fund in order for the Road Special Revenue fund to reimburse the County, as directed by state auditors, for 

the Roads program share of county costs. Additional Roads contribution options will be presented for the Board of Supervisors 

consideration in the FY 13-14 budget hearings. 

Debt Service/Other General Government 

The recommended budget for this category of appropriations is $10 million, which is $1.1 million less than FY 12-13 as the 1993 

Pension Obligation Bonds will be retired before the end of current year FY 13-14. 

Tobacco Financed Capital Projects (Other Funds) 

The uses of Securitized Tobacco funds are restricted to investments in capital projects and are disbursed as they are spent. The 

recommended $7.8 million is the amount carried forward, appropriations from FY 12-13 estimated to be needed in the new year for 

multiyear projects. The estimated available fund balance after recommended budget appropriations is $8.9 million. The majority of the 

available funds will be held for the proposed community corrections building. 

Court/Criminal Construction (Other Funds) 

This budget unit tracks the courthouse and criminal justice construction funds where fines are collected and resources programmed for 

specific projects and for court debt service associated with the Juvenile Hall and Jail construction. The recommended budget is $2.9 

million for capital projects in the courthouse and the jail facilities. The ending fund balance is estimated at $2.1 million. 

Agricultural & Open Space District Measure F Bond Debt Service (Other Funds) 

With the passage of Measure F local sales tax the Agricultural & Open Space District was able to bond future revenue stream in order to 

advance their planned land purchases. The available bond proceeds and required debt service are appropriated in this budget. The 

recommended budget for FY 12-13 is $36 million. Detailed information can be found in the District’s budget section under the Other 

County Services tab. 

REVENUES 

Tax 

The recommended budget anticipates $203.7 million in tax related revenue, which is $7.1 million less as a result of a reduced draw from 

the Tax Revenue Loss Fund (also known as Teeter) of $9 million used in FY 12-13 to finance increased investment in Road 

infrastructure and property tax administration county costs. The reduction is offset mainly by the 0.75% or $930,000 revenue growth in 

Property Tax based on the latest Assessor valuation activity associated with property values as of January 1, 2013; which informs the FY 

13-14 total property roll assessed value; and 3% or $1.1 million forecasted sales tax growth over current year improved estimates. The 

estimated FY 13-14 year-end available Tax Revenue Loss fund balance is $800,000. 

Interest/Geothermal/Use of Fund Balance 

This category summarizes sources available from interest earnings, geothermal federal royalties and state distribution to counties, and 

the anticipated draw down of other General Fund balances such as Tribal Development, Tobacco De-allocation, and Refuse Franchise. 

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 of 

accumulated Tobacco De-allocation funds as the prior year provided $3.9 million toward the new Financial System installation. 



67 





FY 13-14 anticipated revenue from Refuse Franchise fees and departments/program reimbursing the county for internal centralized 

services is $13.7 million, a $1.9 million increase consistent with the Auditor-Controller-Treasurer-Tax Collector’s county cost estimates 

for the new year. 

Tribal Development 

Tribal development mitigation sources are programmed in FY 13-14 at $5.3 million. The $1.8 million increase reflects one-time funding 

from Graton Rancheria Casino agreement offsetting Sheriff’s Office increased services and county’s agreement negotiations costs. The 

agreement includes ongoing revenues once the Casino opens in 2014. 

Transient Occupancy Tax/Advertising (Other Funds) 

This budget unit collects into a special fund 75% of transient occupancy or bed tax, which support the Advertising budget included 

separately under the Other County Services tab. The remaining 25% is directly apportioned to the General Fund. The anticipated FY 13 

14 forecast is $7.3 million or 10.8% greater than the prior year. However, when compared with improved current year estimates the 

growth is only 3%. 

Agricultural & Open Space District (AOSD) Measure F - Sales Tax & Interest (Other Funds) 

As noted under expenditures the AOSD sales tax revenue stream is tracked outside the district budget (under the Other County Service 

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 

million, which is 17% greater than FY 12-13 as the prior year budgeted amount was very conservatively estimated. When compared with 

current year estimates the anticipated increase is a very conservative 1% growth. 

Use of Fund Balance (Other Funds) 

FY 13-14 anticipated draw down of accumulated resources totals $18.4 million or $2 million less than the prior year. The change is 

primarily in the AOSD fund as appropriations for land purchases are being carried forward from the prior year. 



68 



The mission of the Auditor-Controller/Treasurer-Tax Collector is to promote 

public oversight, provide accountability, support financial decision-making 

and provide quality financial services. Our vision is to account for the past, 

direct the present, and shape the future by providing financial information 

and services that exceed client and stakeholder expectations. 


AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR 

David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector 







The Auditor-Controller/Treasurer-Tax Collector (ACTTC) serves as the Chief Financial Officer of the County, and the office operates 

two major divisions to assist him in that responsibility. 

The Auditor-Controller Division is responsible for the following: Accounting/Fiscal/Payroll and Property Tax which provides 

essential accounting services to departments and local government agencies, including payroll processing, warrant issuances, budget 

compilation, property tax distribution, debt administration, cost plan development, and financial statement preparation. Enterprise 

Resource Planning (ERP)/Unemployment Internal Service Fund which oversees the administration of various systems including the 

Enterprise Financial System (EFS), and manages reimbursement to the state for unemployment claims filed by County employees. 

Within the Auditor-Controller Division, Internal Audit which reports directly to the ACTTC and is responsible for providing 

independent assessments of county operations and financial audit services to special districts. 

The Treasurer-Tax Collector Division is responsible for the following: Tax Collections which performs the efficient collection of 

local property and transient occupancy taxes; Treasury Revenue & Debt which manages the safe and gainful investment of public 

funds held within the County’s Pooled Investment Fund and is responsible for managing County issued debt; Special 

Assessments/Bonds/SCEIP which facilitates bond issuances and financing for energy and water conservation improvements to 

qualifying property owners via voluntary assessments on their property tax bills through the Sonoma County Energy Independence 

Program. 

David Sundstrom 

Auditor/Controller 

Treasurer 

Tax Collector 

Auditor 

Controller 

Treasurer 

Tax Collector 

Accounting 

Fiscal Payroll 

Property Tax 

$8.9 M 

ERP/ 

Unemployment 

$11.5 M 

Audit 

$1.2 M 

Tax 

Collections 

$2.3 M 

Treasury 

Revenue & 

Debt 

$2.2 M 

Special 

Assessments/ 

Bonds/SCEIP 

$15.1 M 


$1,714,042 

$1,390,464 

$10,138,175 

$5,411,532 

$8,802,440 

General Fund 

Contribution 

Charges For Services/ 

Co Reimbursement 

Special Assessments 

/Bonds 

SCEIP 

Funding Uses 

$15,048,764 

$1,390,464 

$8,884,053 

Accounting /Fiscal 

/Payroll /Property Tax 

ERP/Unemployment 

Audit 

Tax Collections 

ERP System 

Treasury /Revenue & 

Debt 

$3,844,708 

$11,204,056 

Unemployment-ISF 

/Other Revenues 



$2,209,343 

$2,294,449 

Special 

Assess/Bonds/SCEIP 

$11,452,175 


$1,226,169 /Reimbursements 



69 





FY 12-13 FY 12-13 FY 13-14 FTE % 

Staffing 

Adopted Approved Recommended Change Change 

Auditor Controller 69.00 69.00 69.00 0.00 - 

Treasurer Tax Collector 25.00 25.00 24.00 (1.00) (4.0) 

Total Permanent Positions 94.00 94.00 93.00 (1.00) (1.1) 

Note: Eliminates 1.0 FTE vacant limited term Accountant II in SCEIP program. 


FY 12-13 FY 13-14 $ % 


Auditor/Controller 

Accounting /Fiscal /Payroll /Property Tax 

Adopted 

8,938,504 


8,884,053 

Change 

(54,451) 

Change 

(0.6) 

ERP/Unemployment 7,777,539 11,452,175 3,674,636 47.2 

Audit 1,330,023 1,226,169 (103,854) (7.8) 

Treasurer/Tax Collector 

Tax Collections 2,165,744 2,294,449 128,705 5.9 

Treasury /Revenue & Debt 2,413,125 2,209,343 (203,782) (8.4) 

Special Assess/Bonds/SCEIP 15,031,359 15,048,764 17,405 0.1 

Internal Transfers /Reimbursements 1,401,744 1,390,464 (11,280) (0.8) 



General Fund Contribution 5,411,532 5,411,532 0 - 

Charges For Services/ Co Reimbursement 9,028,531 8,802,440 (226,091) (2.5) 

Special Assessments /Bonds 11,232,507 11,204,056 (28,451) (0.3) 

SCEIP 3,798,852 3,844,708 45,856 1.2 

ERP System 6,263,539 10,138,175 3,874,636 61.9 

Unemployment-ISF /Other Revenues 1,921,333 1,714,042 (207,291) (10.8) 



Note: Internal transfers and reimbursements of expenses from one part of the ACTTC budget to another total $1.4 

million for a net budget of $41.1 million. 


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 

expenditures for the Enterprise Resource Planning Internal Service Fund partially offset by minor reductions in other areas including 

$204,000 decrease in funding available from Treasury Admin Fee revenues, and a $200,000 decrease in unemployment costs (see 

below). 

ERP/ Unemployment 

Enterprise Resource Planning (ERP) revenues and expenditures increase by $3.9 million, to fund the implementation of Phase 1 of the 

Finance and Budget System project as approved by the Board of Supervisors on February 5, 2013. The increase is offset by a decrease to 

unemployment program expenses of $200,000 in FY 13-14, reflecting a recent reduction in benefit claims paid to the state. 

Unemployment revenues driven by charges to departments and agencies are also anticipated to decrease based on the reduced benefit 

claims. 

Audit 

Expenditures decrease by $104,000 due to savings from 1.0 FTE Accountant Auditor in the Internal Audit program left vacant in order 

to balance the FY 13-14 budget, pending the ACTTC’s development of a comprehensive internal audit plan anticipated to be completed 



70 




in September 2013. At that time the ACTTC will reevaluate the resources necessary to perform the highest priority internal audits, based 

on a County-wide risk assessment. 

Tax Collection 

Expenditures increase by approximately $130,000 due mainly to increases in Information Services Department (ISD) direct charges and 

passthrough costs no longer included in ISD baseline services. 

Treasury/Revenue and Debt 

The majority of the $204,000 in expenditure decrease represents adjustments to the appropriate level of Treasury costs and revenues 

based on a reevaluation of department-wide expenses subject to Treasury Administration Fee reimbursement. Additionally, there was a 

decrease in debt service costs for the department's remodel financing. 


The Auditor-Controller-Treasurer-Tax Collector concurs with the County Administrator’s recommended budget. 


The majority of the Auditor-Controller-Treasurer-Tax Collector's department's $42.5 million budget is most closely aligned with two of 

the County's strategic goals: "Economic and Environmental Stewardship" and "Invest in the Future." 

The department directs 50% of its budget, or $21.2 million, toward programs that support the County's goal of Economic and 

Environmental Stewardship. These programs support best accounting practices, reduce risk, and ensure strong financial controls. 

The other half of the department's budget, $21.3 million, is spent on programs which help the County Invest in the Future. Such 

expenditures include the implementation of the Enterprise Financial System and the support of countywide bond issuances. 

OUTCOMES/PERFORMANCE MEASURES 

OUTCOME/PERFORMANCE SUMMARY 

FY 11-12 FY 12-13 FY 13-14 

Outcome/Performance Indicators 

Audit Division 

Revenue Audits -- Discretionary 

Actual 

21 

Estimated 

13 

Projected 

20 

Percent of Audits Performed by June 30 75% 95% 100% 

of the Year Scheduled 

Client Accounting Division 

Reports/Statements Prepared by Due Date 1,255 1,255 1,234 

Payroll Division 

Adjustments and Corrections Processed 5,882 5,900 5,000 

Requests for Payroll Information 700 700 700 

Property Tax Division 

Tax Roll Changes 8,162 8,500 9,000 

Refund Warrant Mailed to Taxpayer within 100% 100% 100% 

9 Working Days of Receipt of Correction 

Revenue and Debt Division 

Transient Occupancy Tax Establishments 2,155 2,510 2,600 

Tax Collection Division 

Supplemental Bills 16,912 16,045 16,000 

Treasury Division 

Checks Deposited 487,870 490,000 490,000 

Note: The Indicators presented above will form the basis for future development of true performance 

measures. 



71 





• Enhanced the Human Resources Management System to enable employees to manage their tax withholdings and gain access to W-2 

forms through the employee self-service programming. 

• Equaled or outperformed the benchmarks of The Pooled Investment Fund's earnings rate, including peer counties and the State Local 

Agency Investment Fund. The investment power of the fund which includes County, school districts and special districts located 

within the County was boosted by the integration of the Sonoma-Marin Area Rail Transit District's finances into the pool. 

• Increased the efficiency of County tax collection and improved customer service by implementing an e-billing system for secured 

property tax bills and allowing taxpayers the option of over-the-counter credit card processing for property tax payments. 

• With Board support, launched the implementation and reinforcement of the office's Internal Audit function, laying the groundwork for 

a comprehensive Countywide risk analysis and improved internal controls. 

• Successfully implemented all current legislative requirements associated with the Redevelopment Dissolution Act and helped 

establish new accounting funds to guide the county's Successor Agencies through this difficult period of transition. 

• Completed and submitted the latest Comprehensive Annual Financial Report, Popular Annual Financial Report/Citizens' Report, and 

Final Budget to the Government Finance Officers' Association Awards Program. 

• Successfully negotiated contracts for the purchase and implementation of a new Enterprise Financial System. 


• Complete a department-wide reorganization, which will allow the department to better meet the demands of financial reporting, 

Treasury Pool fund investment, and countywide debt issuance by integrating the Treasurer and Tax Collector functions under a single 

division. 

• Continue to maintain the County's public accountability and fiscal transparency by obtaining the Government Finance Officers 

Association's awards for the Comprehensive Annual Financial Report, Popular Annual Financial Report, and the County's Final 

Budget. 

• Support fiscal operations Countywide by educating and training accounting staff on required accounting standards and best practices. 

• The core project team along with key stakeholders from departments will be working to prepare Phase 1 of the Enterprise Financial 

System project to go live by the end of the year, including the General Ledger, Accounts Payable, Purchasing, and Fixed Assets 

functions. Activities include core project team training, discovery work, focus group meetings, fit/gap sessions, interface and report 

development, configuration of the system, user acceptance testing and end user training. The modules planned for implementation in 

Phase 1 will allow for the decommissioning of the County’s mainframe by September 2014. 

• Safeguard the economic resources of the County by developing a strategic plan for internal audit based on the performance of a 

Strength, Weakness, Opportunity, and Threat analysis. This plan will identify the initiatives, key tasks, and timelines for the 

implementation of the County's internal audit program. 

• Reduce risk and further strengthen fraud protection measures within the County warrant system by implementing the Payee Positive 

Pay service. 

• Improve County cash flow projections by transitioning claims payments from the warrant process to an electronic funds transfer 

system. 

• Provide superior service to County employees by reviewing Flexible Spending Account processing, including exploring options that 

will enable a debit card feature. 



72 



The Clerk-Recorder-Assessor is committed to assuring honest and open 

elections, maintaining and preserving property and vital records, and 

setting fair and equitable values for tax purposes in an accurate, timely, 

professional, and courteous manner. 


CLERK-RECORDER-ASSESSOR 

William F. Rousseau, Clerk-Recorder-Assessor 







The Clerk-Recorder-Assessor department consists of four operational divisions and one administrative support division. The Department 

provides basic government services and functions mandated by state law. 

The Registrar of Voters conducts federal, state and local elections; files candidate campaign statements; registers voters and maintains 

the voter registration file. The Assessor provides accurate and timely property assessments and determines eligibility for various 

property tax exemptions and exclusions. The Recorder records and maintains public documents associated with land transactions, 

including deeds, liens and maps, in addition to documents associated with vital statistics including births, deaths, and marriages. The 

Clerk issues marriage licenses and performs marriage ceremonies; files and maintains fictitious business name statements, conflict of 

interest statements for statutory filers and notary bonds; and, processes environmental documents. 

William Rousseau 

Clerk/Recorder /Assessor 

Registrar Of 

Voters 

$3.8 M 

Assessor 

$8.8 M 


$1.1 M 

Recorder 

$6.7 M 

County Clerk 

$478 K 


$4,240,438 

$1,297,332 

General Fund 

Charges for 

Services/Other 

Interest Earnings 

Funding Uses 

$498,900 

$1,297,332 

$3,751,231 

Registrar of Voters 

Assessor 


$524,024 

$11,072,868 

State Reimbursement 

$6,688,129 

Recorder 

$78,693 



$8,846,960 


$4,955,748 


$1,086,551 





73 



FY 12-13 FY 12-13 FY 13-14 FTE % 


Reg. of Voters/County Clerk 20.00 20.00 14.00 -6.00 (30.00) 

Assessor/Administration 73.73 73.73 73.73 0.00 0.00 

Recorder/County Clerk 13.00 13.00 20.00 7.00 53.85 


Notes: County Clerk staff is being combined with the Recorder division as part of the consolidation 

of services. 




FY 12-13 FY 13-14 $ % 



Adopted 

3,607,715 


3,751,231 

Change 

143,516 

Change 

4.0 

Assessor 8,542,872 8,846,960 304,088 3.6 


Recorder 2,039,386 6,688,129 4,648,743 227.9 

County Clerk 460,898 498,900 38,002 8.2 

Internal Transfers /Reimbursements 406,982 1,297,332 890,350 218.8 



General Fund Contribution 10,472,868 11,072,868 600,000 5.7 

Charges for Services/Other 5,016,277 4,955,748 (60,529) (1.2) 

Interest Earnings 86,317 78,693 (7,624) (8.8) 

State Reimbursement 531,798 524,024 (7,774) (1.5) 

Internal Transfers /Reimbursements 406,982 1,297,332 890,350 218.8 

Use of Fund Balance (380,543) 4,240,438 4,620,981 (1,214.3) 


Notes: Expenses and Revenues include $1.3 million in internal transfers and reimbursements, thus 

resulting in a total net budget of $20.8 million. 


Recommended budget includes $22 million in expenditures financed with $11 million in revenues/reimbursements, and $11 million 

General Fund contribution. Overall expenses are increasing by $6 million, or 37% from FY 12-13 primarily due a $4.6 million one-time 

facilities project contribution, financed with accumulated dedicated Recorder Modernization funds, to collocate the County Clerk and 

Recorder services. 

Registrar of Voters (ROV) 

In order to fully account for program costs starting in FY 13-14, the Administrative Services division cost will be distributed to each of 

the operating divisions. Thus, $185,500 is included in the Registrar of Voters recommended budget. The ROV division budget includes a 

$3.7 million General Fund contribution, which is $767,000 or 32% greater than FY 12-13. The increase is primarily due to annual 

variations within the four-year elections cycle. The FY 13-14 budget includes two scheduled elections, the November Uniform District 

Election, and the June Gubernatorial Primary. Primary elections have the fewest district consolidations in the elections cycle, resulting in 

the least reimbursements. 

Assessor 

The Assessor’s $8.8 million recommended budget is financed by $7.8 million of General Fund support, a $264,000 or 3% decrease from 

FY 12-13 as a result of removing department-wide administration costs and distributing them amongst all operating programs. Also, in 



74 




FY 13-14 a second year one-time $250,000 contribution from the Assessment Appeals special fund is included to support high workload 

volumes as a result of the recent real estate market decline as well as the estimated resetting of market values. 


Administrative costs are mostly flat from the prior year, with 43% of it allocated to fee generating programs. As noted, beginning in FY 

13-14, Administrative support costs will be fully allocated to and reimbursed by all four programs managed by this department. 

Consistent with the allocation change the proposed budget reflects an increase in internal transfers and reimbursements of $890,350. 

Recorder 

The recommended $6.9 million budget is $4.6 million greater than FY 12-13, which reflects the planned financial contribution from 

Recorder Modernization special revenue funds towards the facility project to collocate the Recorder and County Clerk programs under 

one Division chief in one location. Recorder Modernization funds were established by legislature exclusively for the purpose of 

improving systems delivering Recorder services. The facility project includes office remodeling and a major back file scanning project 

to become less dependent on paper, and to free up valuable office space used for file storage. Consistent with the consolidation, the 

position summary reflects the transfer of 5.0 FTE positions from the County Clerk division and the addition of 1.0 FTE Supervising 

Micrographics Technician and 1.0 FTE Document Recorder to provide program supervision and cross train collocated customer service 

staff. Additional staffing resources are financed with increased ongoing service charges. 


In FY 13-14 recommended budget the County Clerk programs are separated into its own Special Revenue fund and combined under the 

Recorder budget division to reflect the planned consolidation. Consequently, deleting 1.0 County Clerk division manager and deleting 

5.0 FTE being transferred to the Recorder division. The County Clerk division is a user fee self-sustaining program reflecting minor 

budget changes. 


The Clerk-Recorder-Assessor concurs with the County Administrator’s recommended budget. 


The proposed FY 13-14 budget and objectives for the Clerk-Recorder-Assessor are in alignment with three of the County strategic plan 

goals. Developing a plan to “go green,” allowing voters to request their sample ballot and voter information pamphlets by email rather 

than through the mail will further the goal of Economic and Environmental Stewardship, reducing costs for postage, carbon emissions 

and waste of producing printed materials. 

Acquiring a facility to consolidate the Recorder and Clerk offices under one manager at an estimated cost of $4.6 million, 19% of the 

proposed budget, aligns with the Invest in the Future goal, as it will save money in the long term through salary savings, shared 

efficiencies, and providing customer services within a single location. 

The balance of the proposed budget, 81% or $17 million is directed toward the goal of Civic Services and Engagement. The Registrar of 

Voters continues to increase voter turnout through outreach efforts at community-sponsored events, utilizing staff to connect with the 

Hispanic community, and meeting with the Voting Accessibility Advisory Committee. The Clerk and Recorder continue to provide 

essential county services related to recording land and business transactions, vital birth and death records, marriages and marriage 

licenses and a myriad of other miscellaneous filings. The Assessor continues to value real and business property, establishing the basis 

for property taxes; and, is at the core of the system that generates the majority of general fund revenue that supports other County 

services. 



75 




OUTCOME/PERFORMANCE 


FY 11-12 FY 12-13 FY 13-14 



Registered Voters 

Actual 

256,386 

Estimated 

260,762 

Projected 

280,000 

Scheduled Elections 5 1 2 

Absentee Ballots Issued 196,927 190,000 190,000 

Polling Place Precincts 202 200 220 

Assessor 

Title Transfers Processed 22,000 22,000 25,000 

New Lots/Parcels 590 350 500 

Secured Parcels 181,600 181,700 182,000 

Unsecured Assessments 36,500 37,400 38,000 

Prop 8 Reassessments 52,000 58,000 60,000 

Recorder 

Recordings 140,554 168,034 149,800 

Vital Statistics Filings 12,294 12,484 12,357 


Marriage Licenses 2,853 3,034 3,010 

Fictitious Name Filings 4,550 4,613 4,500 

Marriages Performed 881 927 900 

Note: The Indicators presented above will form the basis for future development of 

performance measures. 


• Combined the Clerk-Recorder Chief Deputy position for a budgetary savings of $132,000; and implemented new legislation to allow 

County Board of Supervisors to officiate weddings. 

• Successfully administered the Consolidated Presidential General election in November 2012. Voter registration reached an all-time 

high of 260,762 for Sonoma County. Voter participation topped 84% for this election with 218,820 ballots cast, 155,553 by absentee 

ballot and 63,267 ballots cast at precinct polling places. 

• Established a Polling Place Accessibility Program. The program was designed to ensure compliance and consistency with mandates 

established by the State Department of Rehabilitation, and provides a written record of office procedures. In addition, employed a 

bilingual staff member to enhance customer service to non-English speaking individuals. 

• Processed more than 15,000 voter registration forms through the California Online Voter Registration (COVR) portal, rolled out by 

the California Secretary of State’s office in September 2012 to enable voters to register electronically. 

• Reviewed over 138,000 residential properties for market value adjustments, completed over 62,000 reassessments, and completed the 

2010 appeals on time. 


• Collocate the Clerk and Recorder offices into a single facility to enhance customer service and implement cost efficiencies, and 

develop a plan to “go green” by allowing voters to request voter information via email. 

• Develop a succession plan by filling positions, providing training and cross train staff, and create an emergency preparedness plan for 

election administration. 



76 




• Review new election legislation effective January 1, 2013, and work with staff on steps necessary for implementation prior to the next 

major election cycle. Also, collaborate with FoCE (Future of California Elections) to develop more extensive voter outreach programs 

for under-represented, eligible citizens to register and vote; and through the use of technology increase voter participation and civic 

involvement. 

• Complete installation of Computer Aided Mass Appraisal System (CAMA to increase the number of re-appraisals completed while 

maximizing staff resources and gaining efficiencies. Also, continue efforts to translate assessment forms in Spanish to provide better 

customer service to a larger segment of Sonoma County taxpayers. 



77 




78 


JUSTICE SERVICES 

Justice Services contains the following departmental budgets: 

Court Support & Grand Jury 

Probation 



Sheriff 


17% 


Services 

6% 


3% 


Services 

26% 



Services 

13% 

Development 

Services 

35% 



79 

Justice Services



80 

Justice Services

COURT SUPPORT AND GRAND JURY 





$11,393,610 

The Court Support Services budget provides for various court and criminal 

justice related expenses and receipt of revenues which are not included in 


departmental budgets and for which the County is financially responsible. Total General Fund Contribution $7,383,842 

Included in Court Support Operations are all revenues received by the Total Staff 0.00 

County for specific court fines and fees. The fines and fees partially offset the % Funded by General Fund 64.81% 

cost of the County’s Maintenance of Effort (MOE) payment to the state. In 

addition the budget provides for the Court Facility Payment (CFP), and the cost of judicial benefits. Both payments are required per 

legislative action that transferred program responsibility from the County to the State. 

The Alternate Public Defense budget accounts for all costs associated with indigent defense when the Public Defender is unable to 

provide representation. 

The Alternate Dispute Resolution (ADR) Special Revenue Fund fully supports ADR services provided to the general public as an 

alternative to civil court proceedings. Funding for these services comes from fees that are added to the filing of the first paper or 

petitions with the Court. These fees are authorized under the Dispute Resolutions Program Act (1986). 

The Grand Jury is composed of 19 individuals whose primary function is to examine all aspects of county and city government and 

special districts to ensure that they are efficient, honest, fair, and dedicated to serving the public. The Grand Jury is impaneled by the 

Superior Court on a fiscal year basis, and submits an annual report of their findings to the Presiding Judge of the Superior Court. The 

costs of the Grand Jury are charged to the County General Fund budget. 

Veronica Ferguson 


Grand Jury 

$77 K 

Court Support 

Operations 

$8.5 M 

Alternate Public 

Defender 

$2.6 M 

Alternative Dispute 

Resolution 

$184 K 


$972,230 

$45,762 

General Fund 

Funding Uses 

$183,562 

$77,406 

Grand Jury 

$2,991,776 

Fines & Fees 

$2,602,084 

Court Support 

Operations 

$7,383,842 

Charges for 

Services/Misc. 

Revenues 

Alternate Public 

Defender Services 


$8,530,558 

Alternate Dispute 

Resolution Program 



81 

Justice Services

COURT SUPPORT AND GRAND JURY 


There are no staff within this budget unit. 



FY 12-13 FY 13-14 $ % 


Adopted Recommended Change Change 

Grand Jury 71,152 77,406 6,254 8.8 

Court Support Operations 8,560,358 8,530,558 (29,800) (0.3) 

Alternate Public Defender Services 2,602,084 2,602,084 0 

Alternate Dispute Resolution Program 183,562 183,562 0 




Fines & Fees 2,900,932 2,991,776 90,844 3.1 

Charges for Services/Misc. Revenues 991,994 972,230 (19,764) (2.0) 

Use of Fund Balance 45,562 45,762 200 0.4 



The overall budget reflects expenditures of $11.4 million, a $24,000 decrease from FY 12-13. Recommended expenditures are 

supported by $4 million in revenues and a General Fund contribution of $7.4 million. The General Fund Contribution is $95,000 less 

than in FY 12-13 due to increased revenue in Court Support Operations ($71,000) and the elimination of benefits previously paid to 

judicial officers ($30,000); offset by a slight increase in Grand Jury costs ($6,000). Court Support Operations is supported by $46,000 in 

fund balance from the Alternative Dispute Resolution fund. 


The Court Support Operations budget most closely aligns with the civic services and engagement strategic plan goal. It does this by 

promoting transparency and providing an opportunity for citizens to examine their local government through the Grand Jury ($77,000). 

The Alternative Public Defender Services ($2.6 million), Court Support Operations ($8.5 million), and Alternative Dispute Resolution 

($184,000) programs support the goal of creating a safe, healthy and caring community by meeting the county’s obligation in support of 

the local court and its role in the criminal justice system. 



82 

Justice Services

PROBATION 

Robert M. Ochs, Chief Probation Officer 



The Sonoma County Probation Department is committed to providing the Total Expenditures $60,736,313 

criminal justice system with professional services. Staff is dedicated to Total Revenues/Use of Fund Balance $30,683,454 

protecting our diverse community, serving the court, supporting crime 


victims and their rights, and providing justice through accountability and 

rehabilitation of offenders. 

Total Staff 

272.10 



The Probation Department is charged with the responsibility of community protection and offender rehabilitation. This responsibility is 

met by providing mandated services to the court (specifically, investigative reports and recommendations), and departmental efforts to 

guide offenders granted probation by concentrating services for specific populations, such as gang members, sex offenders and mentally 

ill offenders, through intensive supervision and referral to appropriate therapeutic services. The Probation Department consists of two 

major divisions: Probation Services, which includes investigations and supervision of adult and juvenile offenders; and Institutions, 

including Juvenile Hall which provides temporary, safe, and secure detention for youths who are beyond the normal controls of the 

community; the Probation Camp which is designed to address anti-social/illegal behavior and thinking patterns in youth, while 

promoting an acceptance of personal responsibility for their decisions and behavior and the Supervised Adult Crews (SAC), an 

alternative work program for adult offenders who are assigned to work crews and transported to work sites throughout Sonoma and 

neighboring counties where they complete meaningful work projects. 

Robert Ochs 

Chief Probation 

Officer 

Probation 

Services 

Institutions 

Juvenile 

Supervision 

$6.6 M 

Juvenile Inv. & 

Court Svcs. 

$2.8 M 

Adult 

Supervision 

$14.3 M 

Adult Inv. & 

Court Svcs. 

$2.6 M 

Supervised 

Adult Crew 

$2.5 M 

Camp 

$3.7 M 

Juvenile 

Hall 

$16.2 M 


$1,198,412 

$11,914,059 

$1,250,439 

General Fund 

Contribution 

Federal Funding 

State Funding 

Fines and Fees 

Funding Uses 

$11,914,058 

$2,541,463 

$2,646,057 

$14,254,209 

Adult Investigation & 

Court Services 

Adult Supervision 

Juvenile Investigation 

& Court Services 

Juvenile Supervision 

$1,990,190 

$987,687 

$12,153,030 

$1,189,637 

$30,052,859 

Supervised Adult 

Crews & Camp 

Inter Departmental 

Revenues 



Use of Fund Balanc e 

$3,749,152 $2,779,623 

$16,262,696 $6,589,055 

Juvenile Hall 

Camp 

Supervised Adult 

Crews 





83 

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PROBATION 



Staffing 

Permanent Positions 

FY 12-13 

Adopted 

262.73 

FY 12-13 

Approved 

269.10 

FY 13-14 


272.10 

FTE 

Change 

3.00 

% 

Change 

1.11 


FY 12-13 FY 13-14 $ % 


Adult Investigation & Court Services 2,668,177 2,646,057 (22,120) (0.8) 

Adult Supervision 11,311,355 14,254,209 2,942,854 26.0 

Juvenile Investigation & Court Services 2,827,372 2,779,623 (47,749) (1.7) 

Juvenile Supervision 6,528,116 6,589,055 60,939 0.9 


Juvenile Hall 15,989,042 16,262,696 273,654 1.7 

Camp 4,304,683 3,749,152 (555,531) (12.9) 

Supervised Adult Crews 3,681,300 2,541,463 (1,139,837) (31.0) 





Federal Funding 1,276,786 1,189,637 (87,149) (6.8) 

State Funding 9,575,618 12,153,030 2,577,412 26.9 

Fines and Fees 987,662 987,687 25 0.0 

Supervised Adult Crews & Camp 3,066,351 1,990,190 (1,076,161) (35.1) 

Inter Departmental Revenues 1,415,017 1,198,412 (216,605) (15.3) 


Use of Fund Balance 1,204,738 1,250,439 45,701 3.8 



The recommended budget reflects overall expenditures of $61 million, $31 million in revenues and reimbursements and $30 million in 

General Fund contribution. 

The recommended budget increased by $1.5 million, excluding increases in operating transfers of $1.85 million. This increase is driven 

by expenditures in the Adult Supervision program that are related to the growing number of Public Safety Realignment offenders, for 

which the Probation Department is responsible. These increases are offset by a reduction of expenditures in the Supervised Adult Crews 

(SAC), and the closure of Sierra Youth Center (SYC) which transitioned to a different service model operated by a community based 

organization. 

State revenues allocated to the Probation Department as part of the AB109 Criminal Justice Realignment Legislation are increased by 

$3.2 million; however, this is offset by a drop in SB 678 funding of $727,000 (SB 678 funds are intended to provide evidence-based 

programming and supervision). The FY 13-14 budget reflects a $1.1 million decrease to anticipated revenue for the SAC program, 

discussed below. In addition, the FY 13-14 budget excludes one-time general fund monies of $531,000 provided to the Department in 

FY 12-13 to support SYC. 



84 

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PROBATION 


Adult Supervision 

The offender population associated with Public Safety Realignment legislation (AB109) continues to grow. To meet the 1:35 caseload 

ratio established by the Community Corrections Partnership (CCP), and perform other Public Safety Realignment related duties, such as 

conducting risk assessments, Probation added 5.0 FTE Probation Officer positions during FY 12-13, at a cost of $700,000. 

Increased funding in FY 12-13 from Public Safety Realignment also allowed Probation to help reduce jail populations and provide 

needed intervention services by contributing additional monies to both SAC ($200,000) and the Day Reporting Center ($633,000). 

Also, during FY 12-13 Probation restored 2.0 FTE Probation Officer III and 1.0 FTE Legal Processor positions, at a cost of $431,000, to 

staff the new Pre-Trial Services program which will reach full implementation in FY 13-14. 

The FY 13-14 budget includes $1.7 million of Public Safety Realignment funds that are passed through to Health Services, Human 

Services, and the District Attorney, and therefore show up as an expense in the Probation budget. 

Camp 

A declining population in the juvenile justice system generally and SYC specifically, combined with increased costs and diminishing 

County General Fund support for the Department, led to the closure of SYC in February 2013. Expenditures for FY 13-14 for Camp 

programs are decreased by $556,000 from FY 12-13 levels, primarily due to the closure of SYC and the transition to a new service 

model for female juveniles. 

Supervised Adult Crews 

The SAC program is a unique jail alternative program. Potential work-crew members are referred to the Probation Department’s Work 

Release Program for screening and assignment to one of five work crews. These offenders are allowed to participate in the program, 

which enables them to live at home and maintain employment while completing their Court ordered obligation. Much of the revenue 

generated for projects completed by the SAC work crews is based on contracts with State Parks and other governmental agencies. The 

revenue budgeted for the SAC program for FY 13-14 reflects a decrease in the amount of $1.1 million below FY 12-13; this decrease 

reflects the anticipated number of contracts the Department will receive from the State in FY 13-14; this decrease is based on historical 

actuals. 


The Chief Probation Officer concurs with the County Administrator’s recommended budget. 


The Probation Department’s role in the community is highly diverse. Because of its unique responsibilities, much of the work of 

Probation can be concurrently aligned with multiple goals articulated in the County’s Strategic Plan. The majority of services provided 

by the Probation Department are associated with the goal of “Safe, Healthy, and Caring Communities.” Operation of the Department’s 

Juvenile Hall, and the majority of services associated with Adult Supervision, fall within this category. This comprises 75% of the 

Probation Department, or $36 million. 

Approximately 21% of the Probation Department’s budget, or $10.2 million, supports the Strategic Plan goal of “Investing in the 

Future.” Juvenile Hall and Probation Camp’s Programming and Vocational components, along with many of the services provided 

through Juvenile Probation Intake/Diversion & Placement, are examples of work that serve this purpose. 

Approximately 4% of the services provided by the Department, or $1.9 million, can be aligned towards the goal of “Economic and 

Environmental Stewardship.” The Supervised Adult Crew (SAC) program as well as the Probation Camp’s Juvenile Work Crew, 

provides valuable contributions to the community through completion of construction and other types of projects throughout Sonoma 

County. 


• Implemented dedicated Sheriff’s radio dispatch services for 90 Probation Officers and Juvenile Correctional Counselors, enhancing 

safety and support for staff and the public. 

• Enhanced Department’s migration towards evidence based practices in several areas, including: 



85 

Justice Services

o 

o 

o 

o 

o 

o 

PROBATION 


Implemented updated versions of risk and needs assessment tools for all offenders, allowing improved case planning and 

more proactive addressing of criminogenic needs. 

Provided motivational interviewing booster training and targeted skills training to enhance officers’ communication 

skills in motivating and assisting offenders to make positive long term changes. 

Developed Case Management policies defining assessment, case planning, and supervision by risk level, and Case 

Review and Audit Policy to monitor officers’ work product. 

Trained all Probation Officers in a structured supervision model, Effective Practices in Community Supervision. 

Spearheaded implementation of the Containment Model related to sex offenders, involving a variety of stakeholders 

within the community. 

Established review process for domestic violence programs used by the Department. 

• Continued central role in County’s response to Criminal Justice Realignment, including: chaired Community Corrections 

Partnership in crafting second year local plan; added five Probation Officers to respond to additional offenders and improved 

caseload ratio; fully embedded one full time mental health worker and substance abuse counselors into Adult Probation; provided 

rigorous training for all Realignment Probation Officers, commensurate with higher risk offender under county supervision; 

conducted multi-agency field operations throughout the year. 

• The Juvenile Hall served 439 incarcerated youth in its innovative Club Program, working with the Boys and Girls Club of Central 

Sonoma County, and funded by Santa Rosa Measure O funds. The program, which includes evidence based programming, also 

began its targeted re-entry program, assisting kids to successfully re-enter their communities. 

• The Juvenile Hall initiated a pilot dental program, designed to provide a high level of dental care while eliminating community 

transports of minors. 

• The Probation Camp saw 23 juvenile offenders graduate from the program, while six residents attained their GED, four earned 

their High School diploma, and two began course work at the Santa Rosa Junior College. Also, Camp collaborated with a local 

restaurateur to cater the Mayor’s 13 Cities Gang Prevention dinner, whereby residents learned how to serve a formal dinner, and 

cook/plate a gourmet meal. Camp residents have since been hired to work for the restaurateur. 

• Began use of video conferencing to improve family connections and reunification efforts, and to allow for tele-medicine services, 

reducing group transports, and improving mental health therapist involvement. 

• Provided enhanced specialized training for Probation Officers supervising sex-offenders, gang members, mentally-ill offenders, 

and realigned and high-risk probationers. 

• Worked with the Court on modifying reports, allowing officers more time for field supervision work. 

• Worked with community-based organizations to develop new outpatient drug treatment groups for low risk youth with substance 

abuse issues who have been diverted from formal handling. 

• The SAC program completed six Electric Vehicle Charging Stations in Sonoma County, and, through an improved culture of 

accident prevention, saw continued reductions in staff and offender injuries. 

• Developed practices and protocols to implement AB 12, expanding access to foster care funding for probation placement youth and 

dual status youth aging out of the foster care system. 


• Maintain and enhance aggressive training programs spanning the full range of Probation’s mission, from assuring officer safety 

while supervising high-risk offenders, to providing effective evidence-based practices designed to reduce recidivism. 

• Continue Department’s enhancements of evidence-based practices by: 

o Taking full advantage of a range of programming offered by Community Based Organizations; 

o Providing proper programming dosage and level of probation supervision based on assessed risk to reoffend; 

o Enhancing detention alternatives for technical violations, ensuring swift, certain, and just consequences, without 

excessive incarceration; 

o Launching customized automated case plans; 

o Developing quality assurance of officers’ skills and work products; 

o Implementing structured supervision model, Effective Practices in Community Supervision; 

o Developing sanctions and incentives matrices for adult and juvenile offenders. 



86 

Justice Services

PROBATION 


• In collaboration with key partners in criminal justice, health and human services, and education, continue to lead efforts to develop, 

refine, and assess county’s response to criminal justice realignment. 

• Through collaborations within and across Departments, enhance success during transitions, such as re-entry, Camp Aftercare, and 

Probation termination. Work with Sheriff’s Corrections staff to identify the high-risk adult target population for prerelease 

programming, and assist with developing a continuum of services for transition from custody to probation supervision, and 

participation in the Day Reporting Center. 

• Restructure policy/practice, train staff, refine infrastructure to assure compliance with the Prison Rape Elimination Act. 

• Implement a special programming and re-entry unit to target transitional age youth who will be returning to the community 

following long terms of detention in the Juvenile Hall. 

• Fully implement Camp Mentoring Program for which solid foundation was laid in FY 2012/13, and, working with the “Imagine 

Bus Project”, develop an art program for Camp youth. 

• Expand the use of wraparound services for more youth who are at risk of home removal; use wraparound services as a step-down 

for youth who can transition from out-of-home placement; and use anticipated savings to fund additional upstream services. 

• Maintain current SAC business, and develop additional contracts, in particular with Regional Parks, despite extremely challenging 

public sector budget climate; and complete work on communication towers, and construction of electric vehicle charging stations. 



87 

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88 

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The Sonoma County District Attorney’s Office is dedicated to providing the 

members of our community with a safe place to live by holding the guilty 

accountable, protecting the innocent, and preserving the dignity of victims and 

their families. We shall seek truth and justice in a professional manner, while 

maintaining the highest ethical standards. 


DISTRICT ATTORNEY 

Jill Ravitch, District Attorney 







The District Attorney’s Office is organized into five program areas. The Prosecution unit represents the People’s interest in prosecuting 

criminal cases and seeking justice for victims, represents the State’s interests in juvenile delinquency hearings, and partners with local 

and federal law enforcement agencies to help reduce and prevent crime in our community. The Administration unit serves to provide 

clerical and legal research support to the Prosecution unit and the Investigations Bureau, as well as provide administrative and fiscal 

oversight to the department. The Investigations Bureau investigates all types of crime under the District Attorney's jurisdiction; the 

investigators assist prosecutors in preparing and organizing cases for court. The Victim Services unit is the local comprehensive center 

for victim and witness assistance in Sonoma County. The Family Justice Center focuses on family violence victims and their children 

by providing wrap-around services to victims through a single access point. 

Jill Ravitch 


Prosecution 

$9.5 M 


$7.1 M 

Investigations 

Bureau 

$2.7 M 

Victim Services 

$1.7 M 

Family Justice 

Center 

$655 K 


$593,212 $1,382,079 

$199,000 

General Fund 

Contribution 

Fines/Fees/Interest 

Funding Uses 

$654,771 $1,382,079 

$1,682,865 

Prosecution 


$3,704,392 

$14,115,137 

Grants/Miscellaneous 

Proposition 172 

State Reimbursement 

$2,702,400 

$9,458,400 


Bureau 

Victims Services 

$1,723,567 

$1,256,928 

Public Safety 

Realignment 



$7,093,800 

Family Justice 

Center 





89 

Justice Services




FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 


Prosecution 

Adopted 

8,978,592 


9,458,400 

Change 

479,808 

Change 

5.3 


Investigations Bureau 2,618,756 2,702,400 83,644 3.2 

Victims Services 1,550,242 1,682,865 132,623 8.6 

Family Justice Center 529,218 654,771 125,553 23.7 





Fines/Fees/Interest 1,024,400 1,256,928 232,528 22.7 

Grants/Miscellaneous 1,769,196 1,723,567 (45,630) (2.6) 

Proposition 172 3,494,693 3,704,392 209,699 6.0 

State Reimbursement 263,355 199,000 (64,355) (24.4) 

Public Safety Realignment 90,000 593,212 503,212 100.0 



Note: Transfers and reimbursement of expenses from one part of the District Attorney's budget to 

another total $1.4 million for a net budget of $21.6 million. 


The recommended budget reflects overall expenditures of $23 million. County General Fund supports these expenditures with $14.1 

million. Additionally, recommended expenditures are supported by $8.9 million in revenues and internal reimbursements for services 

provided to other departments and agencies. The recommended budget increased by $1.2 million over FY 12-13. The increase includes 

the addition of 4.0 FTE positions: 1.0 FTE Deputy District Attorney III and 1.0 FTE Victim Witness Advocate for parole revocation 

hearings and AB109 cases; 1.0 FTE Executive Director and 1.0 FTE Administrative Aide for the Family Justice Center Sonoma County. 

The increase in expenditures is supported with additional funding from Prop 172, state revenues from Public Safety Realignment, and 

new grant programs including a $300,000 grant from the Office of Traffic Safety which allowed the District Attorney to establish a 

Driving Under the Influence prosecution team that more efficiently handles these cases. The added Family Justice Center positions are 

supported through General Fund dollars with a plan to reduce the dependence on the General Fund over time through new and increased 

revenues. 


The District Attorney concurs with the County Administrator’s recommended budget. 



90 

Justice Services




The District Attorney’s Office most closely aligns with the County’s goal of creating a “Safe, Healthy & Caring Community.” This goal 

is supported through the District Attorney’s role in ensuring justice, holding offenders accountable, and upholding victims’ rights. 

The District Attorney’s Office also supports the goal of “Economic and Environmental Stewardship” by focused prosecutions in 

environmental, fraud and consumer crimes. 


• The Department continued to aggressively prosecute gang crimes, sexual assaults, domestic violence and serious and violent felonies. 

• The Elder Protection Unit continued to investigate and prosecute those who prey on elders, handling cases of sexual and physical 

abuse, the infliction of mental abuse, and neglect, as well as all financial crimes, including fraud, identity theft, and forgery. Outreach 

efforts significantly increased to educate seniors about scams and how to avoid them, and to raise awareness on services. 

• The Family Justice Center was awarded a $400,000 grant from the Office of Violence on Women-Abuse Later in Life. This grant 

focuses on multi-disciplinary training and coordination efforts between numerous agencies such as Law Enforcement, Judicial 

Officers, Victim Advocates, and nonprofit and nongovernmental or tribal agencies to end the abuse on our elder population. The 

target population for outreach and services by this program are the 92,460 women age 50 or older in Sonoma County with special 

attention to the populations of Latinas (10%), Native Americans (1%), and the Deaf and hard of hearing (5%) who are victims of, or 

at risk for, elder abuse, neglect, and exploitation. 

• In collaboration with the Information Systems Department, the Public Defender, and County Counsel, a Case Management System 

(CMS) Request for Proposal was prepared and released in November 2012. It is anticipated that a CMS will result in significant 

savings and workload efficiencies, and provide the ability to easily track case filings, allowing for statistical analysis of offense types, 

caseloads, and final outcomes, and enabling the department(s) to make data-driven decisions. 

• The District Attorney continued to prioritize investigating and prosecuting environmental violations, and violations of California's 

unfair competition and false advertising laws, in order to protect consumers, and maintain a level playing field for businesses. Illegal 

disposal and handling of hazardous waste, water and air pollution, destruction of natural resources, false advertising, adulterated or 

misbranded products, and public nuisance abatements are examples of these prosecutions. Our office has collected over $476,000 in 

restitution, fines, fees and civil penalties since July 1, 2012. 

• The District Attorney identified, applied for, and was awarded a $300,000 grant from the Office of Traffic Safety for a new 

prosecution unit that specializes in Driving Under the Influence (DUI) cases . This new unit improves traffic safety, and deals with 

traffic safety problems and reduces the number of persons killed and injured in traffic collisions. The two prosecutors appointed to 

this unit will work with law enforcement agencies to provide better outreach and education to peace officers, prosecutors, and the 

public regarding the dangers of drinking and driving. The unit will also review all incoming reports alleging driving under the 

influence of alcohol, drugs, and their combination, as well vehicular manslaughter and hit and run cases where drugs and/or alcohol 

are involved. Once filed, designated cases will be handled by the same unit and staff through disposition to ensure that a just outcome 

is reached. 


• The Elder Protection Unit will continue to investigate and prosecute those who prey on elders, handling cases of sexual and physical 

abuse, the infliction of mental abuse, and neglect, as well as all financial crimes, including fraud, identity theft, and forgery. Outreach 

efforts will continue to educate seniors about scams and how to avoid them, and to raise awareness on services. 

• The District Attorney will work with justice partners to implement procedures for conducting Parole Revocation Hearings and 

represent the People’s interests at those hearings, which pursuant to the recent legislation on Criminal Justice Realignment will be 

held at the local level beginning this fiscal year. 

• The District Attorney will establish a Real Estate Fraud unit that will be funded through a recording fee pursuant to Government Code 

Section 27388. This unit will aggressively prosecute crimes such as forged deeds transferring ownership, fraudulent businesses 

offering assistance with refinancing or help in avoiding foreclosure, and other real estate fraud crimes. These crimes are often targeted 

on the most vulnerable, including the elderly and non-English speaking citizens, and the District Attorney will prosecute offenders to 

the fullest extent of the law. 

• Implement a Case Management System which can support the goals of the office and better align the office with our criminal justice 

and community partners. 

• The District Attorney will expand collaboration with criminal justice and community partners to serve victims of family violence, 

sexual assault, elder abuse and child abuse as the lead administrative and fiscal agent of the Family Justice Center Sonoma County. 



91 

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92 

Justice Services

PUBLIC DEFENDER 

Kathleen Pozzi, Public Defender 




The Sonoma County Public Defender’s office protects the life, liberty, 

Total Revenues/Use of Fund Balance $421,354 

property, and constitutional rights of each of our clients as we serve the 

interests of society to ensure a fair, efficient, and unbiased system of justice. Total General Fund Contribution $9,351,407 




The Public Defender provides legal representation to indigent defendants and 

juveniles in all court proceedings where no conflict or caseload impairment exists. The office functions in collaboration with other 

participants in the criminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights of 

accused persons. The Public Defender also represents persons who are not charged with a crime, but are alleged to be mentally ill, 

developmentally disabled or in need of conservatorship, and cannot afford an attorney. The Public Defender’s Office is made up of four 

program areas: Adult Representation which focuses on the defense and representation of indigent adults, Juvenile Representation 

provides legal representation to juveniles, Investigations supports the attorneys by providing investigative services, and Administration 

which provides administrative and legal processing support to the legal and investigations staff. 

Kathleen Pozzi 


Adult 

Representation 

$4.7 M 

Juvenile 

Representation 

$757 K 


$1.5 M 


$2.5 M 


$179,097 

$68,365 

$63,160 

$110,732 

General Fund 

Contribution 

Charges for 

Services/Other 

Funding Uses 

$179,097 

$2,500,000 

Adult Representation 

Juvenile Representation 

Public Safety 

Realignment 

$4,765,187 


$9,351,407 





$1,571,095 

$757,382 




FY 2013-2014 Recommended Budget 93 Justice Services




FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 49.00 49.00 49.00 0.00 


FY 12-13 FY 13-14 $ % 


Adult Representation 4,695,134 4,765,187 70,053 1.5 

Juvenile Representation 757,382 757,382 0 

Investigations 1,514,764 1,571,095 56,331 3.7 

Administration 2,500,000 2,500,000 0 

Internal Transfers /Reimbursements 0 179,097 179,097 100.0 




Charges for Services/Other 135,873 63,160 (72,713) (53.5) 

Public Safety Realignment 0 68,365 68,365 100.0 

Internal Transfers /Reimbursements 0 179,097 179,097 100.0 

Use of Fund Balance 0 110,732 110,732 100.0 


Note: Transfers and reimbursement of expenses from one part of the Public Defender's budget to 

another total $179,097 for a net budget of $9.6 M. 


The recommended budget reflects overall expenditures of $9.8 million; $463,000 in revenues/reimbursements; and $9.4 million in 

General Fund contribution. 

The recommended budget increased by $305,000 over the FY 12-13 budget. This change is the result of an increase in internal 

reimbursements from Public Safety Realignment funds and in higher extra help costs associated with the Public Defender’s new role in 

representing parolees in parole revocation hearings. This role of representing parolees used to be a function of the State, but was 

realigned to Counties as part of AB 109 – Public Safety Realignment. These increases are supported by Public Safety Realignment 

funds. There was a decrease in revenues of $73,000 which reflects the declining reimbursement from the State for the defense of 

sexually violent predators. 


The Public Defender concurs with the County Administrator’s recommended budget. 


FY 2013-2014 Recommended Budget 94 Justice Services




Of the four goals in the County’s Strategic Plan, the services provided by the Law Office of the Public Defender most align with the goal 

of creating a safe, healthy, and caring community. The Public Defender’s Office does this by ensuring that indigents and juveniles are 

adequately represented in all court proceedings. This goal is also promoted by supporting pretrial services and guiding clients to positive 

outcomes by encouraging them to participate in educational and rehabilitative services such as drug and alcohol treatment, education, 

mental health treatment and anger awareness and therapy, in an effort to reduce recidivism. 

The office is also investing in the future, another goal in the strategic plan, by collaborating with District Attorney and County Counsel 

in the process of selecting a case management system and providing continued training in the face of new laws and changing policies. 



FY 11-12 FY 12-13 FY 13-14 


Felony Court Appearances* 22,836 19,356 19,350 

Percent Change from Prior Year -16.53% -15.24% -0.03% 

Felony Jury Trials* 47 20 20 

Percent Change from Prior Year 42.42% -57.45% 0.00% 

Preliminary Hearings in Felony Cases* 582 448 450 

Percent Change from Prior Year 1.57% -23.02% 0.45% 

Parole Revocation Hearings 0 0 600 

*Through Early Case Resolution Court and success with Court Collaboratives (e.g. Drug, DUI, 

and Mental Health Court), the number of felony court appearances, felony jury trials and 

preliminary hearings have all been reduced. 


• Supported continued implementation of Public Safety Realignment (AB 109) through participation in the Sonoma County 

Community Corrections Partnership Executive Committee and the Community Corrections Partnership sub-committees. 

• Decreased the number of felony jury trials and felony court appearances through continued support for the Early Case 

Resolution Court. 

• Completed an extensive management review audit. 

• Initiated ongoing development of office wide systems for statistical data collections, to include specific protocols for recording 

and classifying caseload data by using clearly defined terms to provide accurate measures of staff productivity. 

• Worked with the Information Systems Department to enhance the Integrated Justice System case management application to 

allow for new caseload data to be recorded and modified. 

• Developed an office specific written policy and procedure manual. 

• Developed program of monthly in-house Mandatory Continuing Legal Education training sessions in order to keep staff current 

on latest legal practice and case law. 



Justice Services



• Added two new Deputy Public Defender positions reducing the cost of the alternate defender contract resulting in a net savings 

to the County of over $200,000 annually. 

• Partnered with the Auditor’s Office to put into place a comprehensive collection process of Public Defender Fees. 


• Implement a Case Management System which can support the goals of the office and better align the office with our criminal 

justice and community partners. 

• Continue implementing the recommendations from the management review audit performed in FY 12-13. 

• Develop and implement process to handle parole revocation hearings that have been realigned from the State. 

• Continue to partner with the Auditor’s Office to increase revenues through fee and registration collection when ordered by the 

Court. 

• Continuing legal education and training of staff. 

• Reduce recidivism through participation in the implementation of Public Safety Realignment programs. 



Justice Services

SHERIFF 

Steve Freitas, Sheriff-Coroner 




$151,238,141 

In partnership with our communities, we commit to provide professional, 

firm, fair, and compassionate law enforcement and detention services, with 


integrity and respect. Total General Fund Contribution $72,148,035 

DEPARTMENT DESCRIPTION Total Staff 627.00 

The Sheriff’s Office is organized into two major Divisions for service % Funded by General Fund 47.70% 

delivery, Law Enforcement and Detention with Administrative Services 

supporting both Divisions and the Telecommunications Bureau providing County-wide radio services. 

The Sheriff, under state law, is responsible for the delivery of law enforcement and related emergency services to the unincorporated 

areas of the County of Sonoma. The Field Services section includes patrol services, contracts to provide law enforcement services to the 

Town of Windsor and the City of Sonoma, the Helicopter and Search & Rescue Units, the Marine Unit, and Dispatch services. The 

Special Units section includes Investigations, Coroner, court security services provided to the Sonoma County Superior Court, prisoner 

transportation functions, Civil Bureau services, and the central repository of all criminal warrants within the Central Information Bureau. 

The Detention Division is responsible for the operation of two adult detention facilities designed for the incarceration of criminal 

offenders and persons charged with criminal offenses. While incarcerated, the County must provide all the basic living needs of an 

inmate, including food, clothing, and medical and mental health care. The Sheriff’s Office maximum security Main Adult Detention 

Facility (MADF) serves as the intake location where all arrestees are brought for booking and processing. The facility houses both pretrial 

and sentenced men and women, most of which are medium to high risk offenders, plus any inmates requiring special medical and/or 

mental health services. The North County Detention Facility (NCDF) houses both pre-trial and sentenced males, most of which are low 

to medium risk offenders. Detention Special Services include specific programs operated at the MADF such as alcohol and drug 

treatment services, cognitive therapy for the mentally ill offenders, and GED classes. 

Steve Freitas 

Sheriff 

Law 

Enforcement 

Administration/ 

Radio & 

Communications 

Detention 

Field 

Services 

$43.4 M 

Special Units 

$25.5 M 


Services 

$6.5 M 

Radio/ 

Telecommunications 

$2.3 M 

Operations 

$36.9 M 

Special 

Services 

$21 M 


$15,724,746 

$17,568,053 

$9,809,187 

$72,148,035 

General Fund 

Contribution 

Proposition 172 

Revenue 

State/Federal /Charges 

for Service 

City Law Enforcement 

Contract 

Funding Uses 

$15,724,746 

$20,995,687 

$43,373,671 

Law Enforcement 

Field Services 

Law Enforcement 

Special Units 


Services 

Radio / 

Telecommunications 

Detention Operations 

$1,584,891 

$34,123,229 

Other Revenues 



$36,870,825 

$2,326,889 $6,520,193 

$25,426,130 

Detention Special 

Services 





97 

Justice Services

SHERIFF 



FY 12-13 FY 12-13 FY 13-14 FTE % 


Law Enforcement 299.36 303.50 304.50 1.00 0.3 

Administrative 36.50 36.50 36.50 0.00 

Telecommunications 3.00 3.00 3.00 0.00 

Detention 275.00 282.00 283.00 1.00 0.4 



FY 12-13 FY 13-14 $ % 


Law Enforcement Division 

Law Enforcement Field Services 42,243,802 43,373,671 1,129,869 2.7 

Law Enforcement Special Units 24,692,010 25,426,130 734,120 3.0 


Administration/Radio & Communications 

Administrative Services 6,531,243 6,520,193 (11,050) (0.2) 

Radio / Telecommunications 2,072,124 2,326,889 254,765 12.3 

Detention Division 

Detention Operations 34,971,256 36,870,825 1,899,569 5.4 

Detention Special Services 17,790,613 20,995,687 3,205,074 18.0 




General Fund Contribution 70,414,182 72,148,035 1,733,853 2.5 

Proposition 172 Revenue 31,425,239 34,123,229 2,697,990 8.6 

State/Federal /Charges for Service 1,570,672 1,584,891 14,219 0.9 

City Law Enforcement Contract 9,800,971 9,809,187 8,216 0.1 

Other Revenues 15,089,984 17,568,053 2,478,069 16.4 



Note: Transfers and reimbursement of expenses from one part of the Sheriff's budget to another total 

$15.7 million for a net budget of $135 million. 


The recommended budget reflects overall expenditures of $151.2 million, an increase of $8.5 million over the FY 12-13 adopted budget. 

The increase is due to increased expenditures related to Public Safety Realignment activities in both the Law Enforcement and Detention 

Divisions ($2.4 million), increases in computer and communications costs ($514,000) increases in the telecommunications equipment 

purchases necessary to complete several major radio tower projects ($255,000), Detention and Law Enforcement new hire training 

($785,000) and higher staffing costs driven by higher workers compensation insurance rates and pension rates, as well as increases in the 

costs of some services and supplies. 

These increases are offset by increases in Public Safety Realignment revenues ($2.4 million), increased in Prop 172 sales tax revenues 

($2.7 million) and increases in other revenues including Casino Mitigation funding ($2.4 million). Expenditures are supported by $72.1 

million General Fund which is $1.7 million higher than the FY 12-13 adopted level. 



98 

Justice Services

SHERIFF 


Law Enforcement Field Services 

Field Service programs have a net increase in expenditures of approximately $1.5 million. The increases include the expenses associated 

the annualized cost of four (4) new deputy sheriffs including vehicles and equipment added as part of the mitigation of the Graton 

Casino ($860,000) which is funded under an agreement with the Casino. The balance of the increase can be attributed to overall 

employee benefit related cost increases such as workers compensation insurance rates and pension rates. 

Law Enforcement Special Services 

Law Enforcement related special services have experienced a net expenditure increase of approximately $734,000. Approximately half 

of this can be attributed to an increase in the Sheriff’s hiring and training expenditures ($402,000). This program captures the costs 

associated with the hiring and training of new deputy sheriffs. Due to an increase in retirements as a result of normal turnover and 

pension reform, additional costs associated with filling vacancies in order to maintain public safety will be necessary in FY 13-14. The 

balance of the law enforcement special services increase ($429,000) is due to lower anticipated salary savings due to fewer anticipated 

vacancies and lower turnover due to retirements, employee benefit related cost increases, and increases in computer and communications 

expenditures. 

Detention Operations 

Detention operations include expenditures related to the operation of both MADF and NCDF. Expenditures increased by $1.9 million in 

FY 13-14 primarily due to increases in salary and benefit related costs and increased Public Safety Realignment services relating to 

taking responsibility of inmates formerly held at the state level. The Realignment expenditure increases are offset by state Realignment 

funding ($1.1 million). The remaining increases are overtime ($766,000) needed to maintain minimum staffing of fixed post positions 

necessary to operate the 24 hour facilities and the reinstatement of the training officer program ($34,000). 

Detention Special Services 

Detention special services expenditures have increased $3.2 million. Increased Public Safety Realignment related services ($1.1 million), 

offset by Public Safety Realignment funding, accounts for a third of the overall increase. For the first time in several years it is necessary 

to budget for Detention hiring and training expenditures ($383,000). This program captures the costs associated with the hiring and 

training of new correctional officers. The remainder of the increase is associated with reduced salary savings ($120,000), increases in 

inmate health care costs ($465,000), computer and communications expenses ($150,000), and salary and benefit costs. 


The Sheriff concurs with the County Administrator’s recommended budget. 


Of the four County Strategic Plan goals the services provided by the Sheriff’s Office align most closely with “Safe, Healthy, and Caring 

Communities”. All Law Enforcement, Detention, and Administrative activities focus on keeping the public safe. Of the $149.3 million 

budget, 98% is spent in these areas. 

In addition 2% or $2.3 million of the Sheriff’s budget is spent on Telecommunications/Radio which supports the Strategic Plan goal of 

“Investing in the Future”. This program focuses on maintaining and expanding the County’s telecommunications network infrastructure 

and systems, and improving Bay Area wide agency radio interoperability. 


• The Central Control at the North County Detention Facility (NCDF) was relocated to the Main Adult Detention Facility (MADF). 

This major modification allowed for all security electronics to be controlled for both facilities from MADF Central Control. 

• Installed and provided training on new cell-phone forensic software and hardware. In addition to completing the pilot training 

portion of software and hardware for Internet Crimes Against Children, received new traffic accident and crime scene hardware to 

assist investigators with crime and crash scene reconstruction, and completed the preliminary DNA Bar Code equipment 

installation and training which allows DNA samples taken from inmates at both MADF and NCDF to be sent electronically to the 

Department of Justice. 



99 

Justice Services

SHERIFF 


• Federally mandated narrowband transition was completed by the Telecommunications Bureau. The transition required technicians 

to re-program every handheld, mobile, and base station radio in the Sheriff’s radio system, every base station radio in the Fire/EMS 

system, and all of the County Parks, Animal Control, and Water Agency in-car repeaters. A total of approximately 2,000 County 

radios were transitioned. 

• The Institute for Medical Quality awarded the Sheriff’s Office a Two-Year Accreditation for the medical and mental health care 

provided to inmates. The Sheriff’s Office demonstrated 100% compliance with the applicable essential standards set by the 

Institute for Medical Quality Corrections and Detention Health Care Committee. 

• Continued the efforts to reach out to the community on jail mental health matters. A Sheriff’s Office Detention Lieutenant currently 

serves on the National Alliance on Mental Illness (NAMI) Board of Directors and routinely meets with the community on jail 

mental health issues. Staff created and provided discrimination and harassment training to NAMI Board members, volunteers and 

program providers, provided quarterly presentations to the public relating to jail mental health programs, and led the NAMI portion 

of the Human Race. Valuable mental health training was provided to correctional deputies working with the mentally ill utilizing 

resources and contacts from the mental health community at no cost to the Sheriff’s Office. 

• Restored staffing levels of the Sheriff’s Field/Facility Training Programs back to historical levels. The staffing had been reduced in 

combination due to budget reductions and a reduced need for training officers (FTO) as a result of lower number of new staff. The 

Field/Facility Training Programs are now fully staffed with FTO's that are appropriately trained and prepared to train the 

anticipated influx of newly hired deputies and correctional officers. 

• Sheriff’s Crime Prevention Unit continued to add 2 to 3 neighborhood watch groups each month while keeping in contact with 

existing groups. Additionally, the Sheriff’s Office was able to reach out to over 2,000 children at 13 different schools in 

conjunction with the Safety Pals Program. 

• Successfully managed the realignment of 170 State inmates in our local detention facilities. 


• Complete pending radio tower and vault construction projects and begin the process of installing electronics at nine new remote radio 

sites, as well as complete pending radio system expansions for County Park, Animal Control, TPW, the Water Agency, the Airport, 

and at Lake Sonoma. 

• Develop a Sheriff’s Office website program where the public can access current inmate incarceration status. 

• Continue to improve upon investigative techniques through: new updated software and hardware for our cell-phone forensics 

program, introduction of a new computer enhanced program that assists investigators with internet crimes against children (ICAC), 

implementation of new finger print technologies that will allow law enforcement agencies to search against other county identification 

databases while in the field, and completion of the 2 nd half of the DNA Bar Code project. 

• Develop a comprehensive plan to relocate the Main Adult Detention Facility and the North County Detention Facility kitchens in the 

most efficient and cost effective manner possible, and evaluate whether ongoing costs associated with the preparation and service of 

meals to inmates can be reduced. 

• Work closely with our criminal justice stakeholders to fully implement a Detention Pre-Trial Services Unit. 

• Make critical adjustments to the jail classification system in order to safely provide more out of cell time for inmates and more 

programming opportunities to a greater number of inmates in order to reduce recidivism. 

• In collaboration with other government agencies and community partners, develop effective policies to reduce the rate of underage 

drinking through the development of a Social Host Ordinance. 

• In collaboration with key partners in criminal justice, health and human services, and education, continue to lead efforts to develop, 

refine, and assess county’s response to criminal justice realignment. 

• Continue to work closely with our criminal justice partners to efficiently manage realigned inmates. 



100 

Justice Services

HEALTH & HUMAN SERVICES 

Health & Human Services contains the following departmental budgets: 






17% 


Services 

6% 


3% 


Services 

26% 



Services 

13% 

Development 

Services 

35% 


FY 2013-2014 Recommended Budget 101 Health & Human Services



102 

Health & Human Services

DEPARTMENT OF HEALTH SERVICES 

Rita Scardaci, Director 




$257,002,288 

The mission of the Sonoma County Department of Health Services is to 

promote and protect the health and well-being of every member of the 


community. Total General Fund Contribution $7,710,261 

DEPARTMENTAL DESCRIPTION Total Staff 548.36 

In partnership with the local health system, the Department of Health % Funded by General Fund 3.00% 

Services provides a wide range of services across the program areas. 

Services are provided directly and through a network of community-based contracts with treatment provider agencies. Program 

components across operational divisions, which include the Public Health, Behavioral Health, and Health Policy, Planning and 

Evaluation Divisions, of the Department are presented in order to enhance understanding of the intersecting service delivery 

components. 

The program area of Adult Services incorporates services to adults across the three divisions including therapeutic services, crisis 

intervention, alcohol and drug treatment, case management and disease prevention and early intervention. The program area of Children 

& Family Services incorporates services to children throughout the Department, including therapeutic services, psychiatric crisis 

prevention and intervention, First 5 Sonoma County, Maternal Child and Adolescent Health and other aspects of Family Health Services. 

The program area of Community Health & Safety Services incorporates services across the Divisions, including Animal Care and 

Control Services, Environmental Health Services, Health Action and place-based approaches to health, crisis intervention training, 

behavioral health education and prevention strategies, and, other prevention strategies to support the community to eliminate health 

disparities and empower the community to be the healthiest county in California by 2020. The program area of Emergency Medical 

Preparedness Services includes services across the Department such as Coastal Valley emergency medical services, Behavioral 

Health’s Mobile Support Team, and Public Health Emergency Preparedness. The program area of Disease Control & Clinical Services 

includes Public Health disease control, surveillance and laboratory services, and direct clinical services such as sexual assault response 

and medical and behavioral health services provided in Juvenile Hall and the County jail. 

The Department also has a strong focus on health planning, policy development and evaluation including Health Action and place-based 

approaches to health; coordination of the legislative platform; advancement in technology systems and the development of a data 

infrastructure to support health improvements; and, communication and policy development to support the implementation of the 

Affordable Care Act in Sonoma County. 

Rita Scardaci 

Director 

Adult Services 

$43.9 M 

Children & 

Family Services 

$44.0 M 

Community 

Health & Safety 

Services 

$33.6 M 

Emergency Medical 

Preparedness 

Services 

$11.1 M 

Disease Control 

& Clinical 

Services 

$10.3 M 


$9,577,259 $7,710,261 

$61,013,130 

General Fund 

Contribution 

Federal & State 

Revenue 

Realignment 

Funding Uses 

$114,069,803 

$43,897,792 


Children & Family 

Services 

$114,069,803 

$43,407,307 

$8,923,851 $4,978,906 $7,321,771 

Licenses /Permits 

/Fines /Other 


External 

Reimbursements 




$10,270,692 

$11,138,192 

$44,023,971 

$33,601,838 

Community Health & 

Safety Services 

Emergency Medical 

Preparedness Services 

Disease Control & 

Clinical Services 





103 





Staffing 

Permanent Positions 

FY 12-13 

Adopted 

511.54 

FY 12-13 

Approved 

539.61 

FY 13-14 


548.36 

FTE 

Change 

8.75 

% 

Change 

1.6 


FY 12-13 FY 13-14 $ % 


Adult Services 41,557,067 43,897,792 2,340,725 5.6 

Children & Family Services 51,194,792 44,023,971 (7,170,821) (14.0) 

Community Health & Safety Services 31,429,242 33,601,838 2,172,596 6.9 

Emergency Medical Preparedness Services 10,375,856 11,138,192 762,336 7.3 

Disease Control & Clinical Services 4,482,308 10,270,692 5,788,384 129.1 





Federal & State Revenue 61,737,283 61,013,130 (724,153) (1.2) 

Realignment 36,812,805 43,407,307 6,594,502 17.9 

Licenses /Permits /Fines /Other 7,209,116 7,321,771 112,655 1.6 


External Reimbursements 8,159,845 8,923,851 764,006 9.4 


Use of Fund Balance 12,917,243 9,577,259 (3,339,984) (25.9) 


Notes: Transfers and reimbursement of expenses from one section of the Department of Health Services' budget 

to another total $114.1 million, resulting in a net budget of $142.9 million. 


The recommended budget includes expenditures totaling $257 million, an increase of $8.8 million. Significant increases are due to 

information technology charges for future infrastructure replacement costs and technology rate increases as well as other internal service 

and benefits charges, largely associated with workers compensation rates. Increases are also due to salary and benefits associated with 

the addition of 8.75 FTE positions to meet workload demands and program needs in the department. 8.5 FTE additions are discussed 

below in the specific program areas. The additional 0.25 FTE is the result of various minor partial allocation adjustments resulting in a 

total of 8.75 FTE additions department-wide. 

Expenses of $257 million are balanced with corresponding revenues and fund balance. The General Fund contribution of $7.7 million is 

increasing $13,276 to finance increases in Dairy Operator fees which the Board directed in FY 12-13 not be passed onto the operators. 

Federal and State funding is projected to decrease by $724,000 while State Realignment funding is budgeted to increase by $6.6 million 

primarily due to increased appropriations through 2011 Realignment’s Behavioral Health Subaccount. Additionally, charges for services 

are estimated to increase $473,000 due to increased fees in Animal Care and Control Services and the reclassification of solid waste and 

other environmental health fees and from Reimbursements to Charges for Services. The recommended budget also includes the use of 

$9.6 million in various fund balances, which is a decrease of $3.3 million from FY 12-13 due to the decreased use of First 5 fund balance 

for one time capital projects and increased revenue sources reducing the needs to use fund balances. 



104 





Expenses for Adult Services total $43.9 million, an increase $2.3 million over FY 12-13, primarily due to expanded Mental Health 

treatment through State Hospital contracts, Institutes for Mental Disease, and other residential care services for adults with serious 

mental illness. New expenses are also associated with the addition of a halftime position in Behavioral Health to enhance patient care 

and quality assurance and enhanced community partnerships and contracts that support integrated behavioral health and primary care 

services. Increases are also due to the addition of three nursing staff positions in Family Health section to expand services to Sonoma 

County’s growing senior population. 

Children & Family Services 

Expenses for Children and Family Services total $44 million, a decrease of $7.2 million from FY 12-13, primarily due to the fact that 

First 5 Sonoma County embarked on a one-time strategic and capital investment program in FY 12-13 in the amount of $6.8 million that 

is not reoccurring in FY 13-14. Expenses also decreased in this area due to moving direct special clinic services, such as medical 

services provided in juvenile hall and medical response services provided to victims of sexual assault, to the Disease Control & Clinical 

Services program area. 

Community Health & Safety Services 

Expenses in Community Health and Safety Services total $33.6 million, an increase of $2.2 million over FY 12-13, primarily due to 

increased federal Community Transformation Grant and Intergovernmental Transfer funding. Federal and state funding supports the 

addition of four positions in this program area which will help expand community health prevention strategies and support 

implementation of the Affordable Care Act and enhanced access to behavioral health, primary care, and specialty care services. 

Increased expenses are also associated with increased revenue and service delivery improvements through fee structure changes in 

Animal Care and Control and Environmental Health and Safety Services. 

Emergency Medical Preparedness Services 

Expenses in Emergency Medical Preparedness Services total $11.1 million, an increase of $762,000 over FY 12-13 primarily associated 

with increased costs for psychiatric crisis and stabilization services. Increased expenses are also associated with increased revenue to 

support an additional Emergency Medical Services Coordinator that will support enhanced regional medical system oversight and 

quality assurance. These additional expenses are funded by increased Realignment funds and program contract revenue. 

Disease Control & Clinical Services 

Expenses in Disease Control and Clinical Services total $10.3 million, an increase of $5.8 million, primarily due to moving direct 

clinical services to this program area from the Children and Family Services program area, including medical services provided in 

juvenile hall and behavioral health services provided in both the jail and juvenile hall. Increases are also due to enhanced jail mental 

health service and in-custody and out-of-custody mental health and substance abuse treatment services to meet the needs largely 

associated with population changes and 2011 Public Safety Realignment service needs. These expenses are offset by revenue from the 

Sheriff’s Office and Probation Department. 




The Department of Health Services works across the four goals of the County Strategic Plan to invest in beautiful, thriving and 

sustainable communities for all. Of the four goals in the County’s Strategic Plan, services provided by the Department of Health Services 

most closely align with the goal area of Safe, Healthy & Caring Communities. All Health Services activities involve keeping the public 

safe and healthy. 

In addition, the majority of the funding in Community Health and Safety Services specifically supports prevention strategies that focus 

on Investing in the Future and Civic Services and Engagement to improve community health through partnerships and community 

collaborations. 



105 






The Department's Outcome and Performance Measures focus on the social factors that drive health status and 

health outcomes, and are supported by the strategic goals and activities of the Department. 

2008 2012 2020 

Health Indicators Baseline Status Target 

Sonoma County youth graduate from high school and are prepared to succeed 

Percent of 9th graders that graduate from high school 4 72.00% 81.00% 90.00% 

years later 

Sonoma County families have the economic resources to make ends meet 

Percent of Sonoma County residents that live in 61.00% 57.00% 75.00% 

households above 300% of the federal poverty level 

Percent of renters who spend 30% or more of household 52.00% 59.00% 25.00% 

income on rent 

Sonoma County residents are connected to their communities and participate in community life 

Percent of eligible voters who are registered to vote 74.00% 76.00% 90.00% 

Sonoma County residents eat healthy food 

Percent of Sonoma County adults who are obese 24.00% 19.00% 15.00% 

Sonoma County residents are physically active 

Percent of Sonoma County adults who engage regularly, 38.00% * 50.00% 

preferably daily, in moderate or vigorous activity 

Sonoma County residents do not abuse alcohol or prescription drugs 

Percent of adolescents (12-17 years) not using alcohol 55.00% 73.00% 90.00% 

or any illicit drugs during the past 30 days 

Percent of adults binge drinking alcoholic beverages 20.00% * 6.00% 

during the past 30 days 

Sonoma County residents enjoy good mental health 

Percent of adults who report needing help for 50.00% 59.00% 75.00% 

mental/emotional problems who saw a mental health 

professional 

Sonoma County residents take steps to prevent injury 

Rate of deaths due to motor vehicle collisions (deaths 11.7 9.4 9.2 

per 100,000) 

Rate of pedestrian deaths (per 100,000) 1.4 1.1 1 

Sonoma County residents have health care coverage 

Percent of persons under age 65 with health insurance 85.00% 80.00% 100.00% 

* Updated data not yet available. 


• Supported ongoing health system improvements, including leadership of Health Action’s Committee for Healthcare Improvement to 

participate in the Institute for Healthcare Improvement’s Triple Aim Improvement Community, supporting end of life care through 

improved access to care, improved quality of care, and decreased costs within the local health system. 

• Supported primary care clinics in building Behavioral Health capacity for the treatment of individuals with mild to moderate mental 

health conditions by funding positions and placing psychiatrist, social workers, and other clinical staff at community health centers. 

• Expanded access to long term care through collaboration with Parker Hill Place, a recovery-oriented residential program alternative to 

psychiatric skilled nursing facilities. 

• In collaboration with local law enforcement and emergency responders, implemented the Mobile Support Team to support crisis 

stabilization services. 

• Strengthened behavioral health services through collaboration with Aurora Behavioral Health in order to establish a psychiatric 

hospital in Sonoma County. 



106 




• Launched Health Action’s Cradle to Career initiative, an educational attainment initiative, providing the framework for the County’s 

investment in Schools of Hope, Career Technical Education, and Scholarship Sonoma County. 

• Supported the Food System Alliance to successfully develop the Healthy and Sustainable Food Action Plan, which guides the 

investment and development of the Sonoma County food system to promote health, the environment, and social equity. 

• In collaboration with UC Cooperative Extension and the Agricultural Commissioner’s Office, developed the Sonoma County 

Approved Produce Gardener Certification program and the Cottage Food Standards. 

• Implemented Animal Care and Control operational enhancements, including a county-wide mobile, targeted spay/neuter program 

“love me, fix me”; an enhanced canine behavior assessment program to more accurately identify and address behavioral issues; and a 

Senior to Senior pet adoption program. 

• Enhanced services for children and families including expanding Nurse Family Partnership to provide early intervention and support 

to low income, first time mothers and their families; and expanded services for pregnant women struggling with drug and alcohol use. 


• Coordinate local communication about the implementation of the Affordable Care Act in Sonoma County including: collaborating 

with the Human Services Department, Economic Development Board, other County departments, health care providers, and 

community based organizations; supporting ongoing health system improvements consistent with implementation of the Act and a 

comprehensive continuum of care that provides access to affordable high quality services; and maximizing opportunities under the 

Act to implement parity and expand behavioral health services. 

• Fully implement the Department of Health Services Strategic and Communication Plan, expanding awareness through proposal and 

contract development processes, data collection and reporting processes, and internal and external communication strategies. 

• Conduct a Community Health Assessment and complete a comprehensive Community Health Improvement Plan that benefits 

community health and supports the department achievement of National Public Health Accreditation. 

• Implement a performance management system and quality improvement program that builds a culture of continual quality 

improvement and supports the successful attainment of National Public Health Accreditation. 

• Implement a data management system that will consolidate performance measures to promote outcome-based reporting and 

community health improvement that furthers Sonoma County’s Strategic Plan and investments toward becoming the Healthiest 

County in the State by 2020. 

• Continue to collaborate with the Human Resources wellness program and other County partners to expand community engagement 

activities and investments towards Sonoma County becoming the Healthiest County in the State by 2020. 



107 




108 



The Human Services Department (HSD) protects vulnerable children and 

adults and promotes maximum independence and well-being for 

individuals and families. 



HUMAN SERVICES 

Jerry Dunn, Director 






The Human Services Department includes four program divisions that 

determine eligibility and human services in accordance with state and federal regulations: 

Adult and Aging includes: Adult Protective Services (APS), In-Home Support Services (IHSS), Multipurpose Senior Services Program 

(MSSP), Veterans’ Services, Public Administrator/Public Guardian/Public Conservator, and Area Agency on Aging; Economic 

Assistance includes: Medi-Cal, Path2Health, County Medical Services Program (CMSP), CalFresh, and General Assistance; 

Employment and Training includes: CalWORKs, Workforce Investment Act (Job Link), and the Workforce Investment Board (WIB); 

Family, Youth and Children includes: Prevention; Placement, Foster Care; Adoptions, and Valley of the Moon Children’s Home. 

In addition, the department manages the Sonoma County Upstream Investments initiative, a policy sponsored by the Sonoma County 

Board of Supervisors, to encourage the whole community to invest early, invest wisely, and invest together (www.sonomaupstream.org). 

The department provides services as an agent of the state. The cost of services provided is shared between the federal and state 

government and the County. Sixty-three percent (63%) of the department’s revenue is from federal and state sources. In some programs, 

the Board of Supervisors has opted to provide a higher level of County contribution than required, to better serve the needs of the local 

community. 

Jerry Dunn 

Director 

Adult & Aging 

$35.5 M 

Economic 

Assistance 

$38.8 M 

Employment & 

Training 

$45.4 M 

Family, Youth & 

Children 

$69.9 M 

Upstream 

Investments 

$460 K 


$366,470 

$77,752,402 

$19,451,822 

$36,705,435 

General Fund 

Contribution 

Federal Allocations 

State Allocations 

State Realignment 

Other 

Funding Uses 

$77,752,402 

$35,498,134 

$38,827,061 

Adult & Aging 

Economic Assistance 

Employment & 

Training 

Family Youth & 

Children 

$2,225,300 

$57,016,432 

$74,379,411 




$460,830 

$69,912,197 

$45,446,648 

Upstream Investments 





109 





FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 


Adult & Aging 

Adopted 

32,063,148 


35,498,134 

Change 

3,434,986 

Change 

10.7 

Economic Assistance 32,845,672 38,827,061 5,981,389 18.2 

Employment & Training 46,113,461 45,446,648 (666,813) (1.4) 

Family Youth & Children 62,376,294 69,912,197 7,535,903 12.1 

Upstream Investments 467,487 460,830 (6,657) (1.4) 





Federal Allocations 33,192,008 36,705,435 3,513,427 10.6 

State Allocations 71,300,575 74,379,411 3,078,836 4.3 

State Realignment 47,637,971 57,016,432 9,378,461 19.7 

Other 2,283,686 2,225,300 (58,386) (2.6) 


Use of Fund Balance 0 366,470 366,470 100.0 


Notes: Transfer and reimbursement of expenses from one section of the Human Services Department's budget 

to another total $77.8 million, resulting in a net budget of $190.1 million. 


The recommended budget reflects overall expenditures of $267.9 million, which is a $25.9 million increase from FY 12-13. The increase 

is due to growth in Federal and State Medi-Cal funding of $2.6 million, to respond to the implementation of Health Care Reform, an 

increase of $2 million in Federal and State CalFresh funding due to caseload growth, an increase of $1.8 million in the CalWORKS 

allocation for caseload growth, and an increase of $9.4 million in 1991 and 2011 State Realignment funding. Corresponding internal 

transfers account for the remainder of the gross increase. The recommended budget also includes the use of $336,000 in fund balance 

which accumulated for the first time in FY 12-13 as the result of previous caseload growth owed by the State that had been previously 

unpaid. 

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 

the State and additional allocated 2011 Realignment funding. Realignment funding is sourced from a portion of sales tax and Vehicle 

License Fee revenue. The legislation that enabled 1991 realignment provided requirements that the funds be spent only on human 

services programs, and required the state to fund caseload growth in these programs. The 2011 Realignment funding is dedicated to the 

nonfederal share of Adult Protective Services (APS) and Child Welfare Services including Foster Care, Adoptions, and Child Abuse 

Prevention. 21% of the department’s budget is from state realignment funding. 



110 




With the exception of General Assistance benefits, client eligibility requirements are established by federal and state governments. The 

County has no influence on the number of people who are eligible, and thus on the corresponding costs. 

The recommended budget adds 15.5 full time equivalent (FTE) positions. This includes changes due to the restructuring of the 

Department’s current community outreach and information unit, to increase the Department’s presence in the community and to respond 

to the needs of the growing Department’s responsibilities. Additional increases are in continued response to anticipated needs and 

workload increases due to the Affordable Care Act and Health Care Reform, as well as the creation of a new unit for Elder Financial 

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 

Family, Youth and Children, and 1.5 FTE to Upstream Investments. The Department will provide $60,000 in funding to the County 

Human Resources Department in FY 13-14 for assistance with recruitments due to the high demands of the Department. 

Adult & Aging 

The Adult and Aging program area expenditures total $35.5 million, an increase of $3.4 million over FY 12-13. This is primarily due to 

the addition of a new unit for Elder Financial Protection as well as additional support staff for In-Home Supportive Services program 

administration (IHSS). Additional increases are due to additional staffing for the Multi-Service Senior Program and Veterans services. 

The Human Services Department is coordinating with the District Attorney’s Office on services related to both departments to 

coordinate efforts and leverage funds where possible. In addition, the Department increased funding during FY 12-13 for congregate and 

at-home meals to seniors through contracts with local service providers, such as the Council on Aging, which will continue in FY 13-14. 


The Economic Assistance program area expenditures total $38.8 million, and increase of $6 million over FY 12-13. This is due to an 

additional $3.1 million in funding to implement changes in response to the Affordable Care Act, also known as Health Care Reform. 

Another $1.2 million is resulting from caseload increases and outreach enhancement in CalFRESH (formerly Food Stamps). An 

additional $1.2 million results from increased services and expense related to CalWIN, the online computer program that supports public 

assistance programs. 

Employment & Training 

The Employment and Training program area expenditures total $45 million a decrease of $666,000 over FY 12-13. This is due to an 

increase in reimbursements of 2011 Realignment funds for the Temporary Assistance to Needy Families (TANF) program which causes 

a decrease in overall program expenses. Additional program increases include $1.3 million in CalWORKS for the expansion of the 

subsidized employment program. 

Family, Youth & Children 

The Family, Youth and Children program area expenditures total $69.9 million, an increase of $7.5 million over FY 12-13. This increase 

is due largely to the transfer of responsibility for Sonoma County adoption services from the State to the County with a corresponding 

increase of ten staff positions which were added during FY 12-13. Other staff and contract services are increasing for enhanced services 

to Team Decision Making and to enhance coordination and targeted services to families with a child placed out of home. 




The Human Services Department supports several areas of the County Strategic Plan, including Safe, Healthy and Caring Communities 

through protective services for adults and children. Approximately 40% of the Department’s budget is devoted to adult and child welfare 

divisions. In addition, the department pays out approximately $14 million in contracts to preserve the health and safety of county 

residents. Examples include the provision of group meals at public sites and home-delivered meals for seniors, domestic violence 

services, health insurance advocacy and ombudsmen services, parent education, family resource worker and therapy, and programs for 

children. 



111 






FY 11-12 FY 12-13 FY 13-14 


Adult and Aging 

Reports to Adult Protective Services per month 

Actual 

227 

Estimated 

247 

Projected 

248 

IHSS clients per month 5,163 5,157 5,126 

Veterans claims filed per month 120 105 130 

Senior meals provided per month no data 21,795 22,885 


County residents receiving public medical insurance (Medi-Cal, CMSP, 

P2H) per month 60,046 63,235 76,034 

County residents receiving CalFresh per month 30,369 33,695 38,723 

Employment and Training 

Percent of County labor force who are unemployed 9.8% 8.4% 8.0% 

County residents served at Job Link per month 1,141 1,242 1,494 

County residents receiving CalWORKs per month 8,509 7,729 6,863 

Family, Youth and Children 

Child abuse reports received requiring investigation per month 229 194 189 

Children/Youth in out-of-home care per month 529 536 523 

Upstream 

Portfolio programs funded or implemented by Department 5 9 12 


• Coordinated the development of an Elder Financial Protection Team to better respond to allegations of financial abuse against 

seniors. 

• Expanded the Sonoma County Youth Ecology Corps to hire approximately 50 more foster youth and former foster youth, a 22% 

increase to the program. 

• Developed a Subsidized Employment Program for SonomaWORKS and Job Link clients. 

• Extended foster care services for youth after 18 years old to enable an improved transition to adulthood. 

• Expanded our partnership with Probation to respond to the public assistance and employment service needs of ex-offenders. 

• Facilitated the use of CalFresh electronic benefit transfer (EBT) acceptance at the Council on Aging’s congregate meal sites to 

reduce food insecurity. 

• Increased funding to Council on Aging, Petaluma People Services Center, and Family and Community Services for senior nutrition 

programs. 

• Collaborated with Health Services for the delivery of nutrition education to the community. 

• Engaged 165 local entities in the Upstream Investments policy, provided assistance to 85 organizations as they improve their 

services, and highlighted the work of 57 organizations on a local clearinghouse of best practices. 

• Developed a mentorship program for all levels of staff to improve succession planning efforts. 

• Integrated fiscal and operations to streamline services for internal and external stakeholders. 

• Developed stronger program evaluations and other reporting protocols to better understand client outcomes and inform decisions. 



112 





• Continue to implement a new Elder Financial Protection Team to provide timely, comprehensive services to victims of financial 

abuse; Increase services to Veterans and their families through additional staff in the Veteran Services Office; Expand senior 

nutrition programs through three service providers contracts covering all geographic areas of the county. 

• Implement the Community Care Transitions Program (CCTP), funded through the Affordable Care Act. The CCTP is a partnership 

with Health Services and a coalition of health care providers to serve high risk Medicare clients who are being discharged from the 

hospital. The focus of the program is to prevent readmissions. 

• Implement all changes relevant to Medi-Cal and publically subsidized health insurance as described in the Patient Protection 

Affordable Care Act. 

• Implement the CalFresh Community Connections outreach initiative, extending CalFresh outreach into Sonoma County 

communities outside of Santa Rosa, with an emphasis on reaching non-English speaking, working families and senior citizens. 

• Expand our Subsidized Employment Program (SEP) to include more participants. SEP provides clients with an opportunity to build 

skills while earning money. It also helps businesses by providing a 50% wage subsidy for 6 months for every SEP employee. 

• Define the Workforce Investment Board’s (WIB) strategic direction and plan for Sonoma County. The goals and priorities 

established by the WIB will be used in county-wide workforce development efforts and in the completion of a state-mandated 

Workforce Investment Act Strategic Plan. 

• Complete a smooth transfer of responsibility for all Sonoma County Adoptions services from California Department of Social 

Services to the Family, Youth and Children’s Division. 

• Complete the Sonoma County Self-Assessment, Peer Quality Case Review and System Improvement Plan (SIP), and present the 5 

year SIP to the Board of Supervisors regarding how child welfare and probation services will be provided through 2018. 

• Strengthen the Department’s integration of evidence-informed services and evaluation of the impacts of these services for clients 

and the community. 

• Develop and implement a shared outcomes measurement system used by more than half of the County’s early childhood educators 

and primary school districts. 



113 




114 



IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY 


The mission of the Sonoma County In-Home Supportive Services (IHSS) 

Public Authority is to enrich the lives of IHSS clients and caregivers by 

providing services and support to enhance quality caregiving. 




Total Revenues/Use of Fund Balance $878,590 




The In-Home Supportive Services (IHSS) program provides assistance that allows low-income elderly and disabled clients to continue 

living in their own home. The type of assistance includes shopping, cooking, housekeeping, and bathing, and is provided by IHSS 

caregivers. 

The Board of Supervisors established the Sonoma County IHSS Public Authority in 2001 as an independent public entity, with the 

members of the Board of Supervisors serving as the Board of Directors. The Public Authority is the employer of record for IHSS 

caregivers for the purpose of collective bargaining over wages, benefits, and other conditions of employment. Public Authority staff 

manages the state mandated provider enrollment for IHSS caregivers and support the Public Authority Advisory Committee. The IHSS 

caregivers are paid through the Department of Human Services and as such, the costs for the caregiver wages and benefits are budgeted 

separately in the Human Services’ budget. In FY 12-13 the total cost for the caregiver wages and benefits was $80.1 million, which 

included $12.6 million in County General Fund costs and the remainder in State and Federal funding. In FY 13-14 the County cost is 

estimated to be flat at $12.6 million, due to the Maintenance of Effort requirement. The number of IHSS caregivers is estimated to be 

5,057 in FY 13-14 and the current hourly wage is $11.50. 

The Board of Directors designated the Human Services Department as the administrative liaison to the IHSS Public Authority, and 

directed the Public Authority to utilize county services through an interagency agreement. The Director of Human Services oversees the 

Public Authority Manager through this agreement. Funding for the IHSS Public Authority's administrative budget is governed by a 

Maintenance of Effort (MOE) requirement established by a State law change in FY 11-12. 

Jerry Dunn 

Director 


$1.2 M 


$232,314 

General Fund 

Contribution 

Funding Uses 

$353,270 

Federal Funding 

IHSS Public 

Authority 

$1,231,860 

State Funding 

$646,276 



115 





FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 



Adopted 

1,070,785 


1,231,860 

Change 

161,075 

Change 

15.0 




Federal Funding 485,201 646,276 161,075 33.2 

State Funding 232,314 232,314 0 - 



The recommended budget includes $1.2 million in expenditures, an increase of $161,000 from FY 12-13 associated with registry 

services for IHSS workers provided by Human Services Department (HSD) through an agreement with the Public Authority. Through 

this agreement, an additional position is being added in the Human Services Department (allocated and budgeted separately) to support 

increased recruitment and orientation of new caregivers for referral to IHSS clients. The Registry staff screen and orient those who apply 

to be caregivers, match clients with qualified caregivers, and perform functions related to the state mandated provider enrollment 

requirements. 

Recommended expenditures are supported by $879,000 in revenues from state and federal agencies and County General Fund support of 

$353,270. Due to a new State law that establishes a Maintenance of Effort (MOE) for County expenditures, increased expenses are offset 

by the federal contribution which is increasing by $131,000 over FY 12-13, covering the increased expense detailed above. The County 

General Fund contribution remains the same as FY 12-13. 




The client services provided by the Public Authority directly support the focus area of “Safe, Healthy & Caring Communities” by 

ensuring that elderly and disabled IHSS clients receive the support they need to remain living safely in their own homes. The 

recommended budget includes $596,000 to cover the agreement with Human Services Department to provide caregiver and client 

registry services. 

The Public Authority Advisory Committee supports the goal of “Civic Services & Engagement,” by facilitating public input and 

participation in this program. The recommended budget includes $3,000 to fund the Advisory Committee. 



116 




WORKLOAD SUMMARY/PERFORMANCE MEASURES 


FY 11-12 FY 12-13 FY 13-14 


Providers (Caregivers) 

Actual 

4,780 

Estimated 

4,890 

Projected 

4,960 

Background Check Packets 1,956 1,832 2,000 

Caregivers Attending Orientation 1,676 1,450 1,600 

Newly Eligible Providers 1,820 1,437 1,585 

Note: The Indicators presented above will form the basis for future development 

of performance measures and goals. 


• Mailed Department of Justice background check packets to 1,832 new caregiver applicants, a decrease of 124 from the prior year. 

• Provided orientation to 1,450 new caregiver applicants, and deemed 1,437 new caregiver applicants eligible to work for IHSS clients, 

a decrease of 134 from the prior year. Program fluctuations are common, occasionally due to longer term caregivers having completed 

the enrollment process. 

• Matched 660 of the 1,025 client requests for caregiver services with Registry caregivers, a decrease of 21 from the prior year. 

Program fluctuations are based on caseload and availability for client services. The unmatched requests are due to clients finding their 

caregivers privately and not from Registry referrals. 

• Added 120 new caregivers to the Registry, an increase of 21 from the prior year. 


• Mail Department of Justice background check packets to 2,000 new caregiver applicants. Provide orientation to 1,600 new caregiver 

applicants. 

• Approve 1,585 new caregiver applicants eligible to work for IHSS clients. 

• Match 780 client requests for caregiver services with Registry caregivers. 

• Add 180 new caregivers to the Registry. 



117 




118 


DEPARTMENT OF CHILD SUPPORT SERVICES 

Julie S. Paik, Director 




The mission of the Sonoma County Department of Child Support Services is 

to ensure that children receive the services regarding paternity and financial Total Revenues/Use of Fund Balance $14,486,203 

support to which they are legally entitled. 

Total General Fund Contribution $0 



The Department of Child Support Services (DCSS) provides paternity and % Funded by General Fund 0.00% 

child support services to children and families in Sonoma County by seeking 

and enforcing court orders of paternity and financial support against non-custodial parents. DCSS is the local agency responsible for 

administering the Federal and State child support program which includes enforcing court orders and assuring collections and 

distribution of child support, thus decreasing the reliance on state and county welfare programs. Federal and State laws govern the 

department, with oversight by the California Department of Child Support Services. The Department budget consists of state (34%) and 

federal (66%) funds, with no contribution from the County General Fund. 

The department is organized into two functions: child support enforcement, which is the core function of the department; and 

administration, which is responsible for the oversight and fiscal management of the department. 

Julie Paik 

Director 

Child Support 

Enforcement 

$13.8 M 


$662 K 


Funding Uses 

$4,925,309 


Revenues-Federal 

$661,806 

Child Support 

Enforcement 

$9,560,894 


Revenues-State 

$13,824,397 




119 





FY 12-13 FY 12-13 FY 13-14 FTE % 

Staffing 

Child Support Enforcement 

Adopted 

97.00 

Approved 

97.00 


94.00 

Change 

(3.00) 

Change 

(3.1) 

Administration 4.50 4.50 4.50 0.00 - 

Total Permanent Positions 101.50 101.50 98.50 (3.00) (3.0) 


FY 12-13 FY 13-14 $ % 



Adopted 

13,906,102 


13,824,397 

Change 

(81,705) 

Change 

(0.6) 

Administration 665,718 661,806 (3,912) (0.6) 



Intergovernmental Revenues-Federal 9,617,401 9,560,894 (56,507) (0.6) 

Intergovernmental Revenues-State 4,954,419 4,925,309 (29,110) (0.6) 



The recommended budget includes total expenditures and revenues of $14.5 million, which is a decrease of approximately $85,000 from 

the adopted FY 12-13 budget. Baseline expenses increased $96,956 primarily due to increased investment in future technology 

infrastructure replacement costs as well as other minor increases in internal services rates. Additionally, funding provided from the State 

specifically for data processing services and support decreased by approximately $85,000. In order to address these increased expenses 

and reduced revenues, the recommended budget includes the elimination of three vacant positions (Child Support Financial Worker II, 

Legal Secretary, and Senior Legal Processor). 


The DCSS Director concurs with the County Administrator’s recommended budget. 


Of the four goals in the County’s Strategic Plan, services provided by the Child Support Services Department most closely align with 

Safe, Healthy and Caring Communities. Of the $14.5 million budget, $13.8 million in staff and costs are directly involved with 

establishing paternity and enforcement of orders, which result in providing financial support to children who are entitled to it. 



120 






FY 11-12 FY 12-13 FY 13-14 



Percent of Cases with Paternity Established 

Actual 

90.6 

Estimated 

100.0 

Projected 

100.0 

Percent of Cases with a Child Support Order 94.1 94.1 94.1 

Percent of Current Support Collected 70.2 71.7 73.2 

Percent of Cases with a Collection Towards 

Child Support in Arrears 

70.2 71.2 72.2 

Cost Effectiveness $2.76 $2.54 $2.54 

Note: Child Support Services performance measures are based on a Federal Fiscal Year 

(10/01–9/30) 


• Received three Statewide Awards: Top 10 County in California – ranking #6; Top Performing Medium Size County; and Most 

Improved Medium Size County in California. 

• Cases with support orders increased from 93.5% to 94.1%. 

• Cases with current support collections increased from 66.5% to 70.2%. 

• Cases with arrears collections increased from 67.9% to 70.2%. 

• Cost effectiveness increased from $2.28 to $2.76 in previous Federal fiscal year (out performing the state goal of $2.25). This ratio 

represents the amount of child support distributed over department expenses. Specifically, for every $1.00 spent on support 

enforcement, $2.76 was collected in child support dollars. 

• Distributed $28.5 million in child support collections, up from $28.3 million in the previous federal fiscal year. 

• Completed the first year of a new outreach program in the family law court to provide on-site services to families; provided 

information and materials to over 200 families and opened 51 new cases. 

• Conducted trainings and outreach to the private family law attorneys through the Sonoma County Bar Association. 

• Worked with delinquent parents with suspended drivers licenses; released 434 driver’s licenses and collected $413,000 in past due 

child support, up from $240,470 collected in the previous year’s campaign. 


• Meet and/or exceed performance on performance measures, including the following federally established target rates: (1) paternity 

establishment – 100%, (2) support order establishment, which sets the amount of child support which should be paid – 94.1%, (3) 

percent of child support collected compared to the amount of due – 73.2%, and (4) number of cases which a payment is made on 

past due amounts – 72.2%. 

• Maintain cost effectiveness ratio for Federal FY 13-14. 

• Pass all state and federal compliance and data reliability audits. 

• Develop departmental career skills enhancement and succession planning implementation plan. 

• Increase new case initiation by expanding outreach to community agencies, courts, private family law attorneys and schools. 



121 




122 


DEVELOPMENT SERVICES 

Development Services contains the following departmental budgets: 



Fire & Emergency Services 

Transportation & Public Works 

Water Agency 

Economic Development Board 



17% 


Services 

6% 


3% 


Services 

26% 



Services 

13% 

Development 

Services 

35% 



123 

Development Services



124 



PERMIT AND RESOURCE MANAGEMENT DEPARTMENT 

Pete Parkinson, Director 



$19,867,981 

Our mission is to serve the people of Sonoma County by providing a customerfocused 

process for the orderly development of real property, balanced with 


resource stewardship under the general policy direction of the Board of 


Supervisors, and to develop and maintain standards that protect the health and Total Staff 101.50 

safety of the public. 



The Permit and Resource Management Department (PRMD) provides a “one-stop shop” for all county land use planning and 

development activities. Major functions include processing and inspecting building permits, well and septic permits, grading and 

drainage permits, sanitation (sewer) permits and planning entitlements, environmental review for public and private projects, 

maintaining and updating the Sonoma County General Plan, and enforcement of building and development codes. 

The PRMD Budget is organized by two divisions: the Engineering and Construction Division; and the Planning Division. The 

Engineering and Construction Division has three primary functions including Building and Safety, Engineering, and Well and Septic. 

The Planning Division has three primary functions including Project Review, Special Projects and Environmental Review. The 

Customer Service Ombudsman focus is providing value-added customer service on individual projects along with process improvements 

related to improved customer service. 

Pete 

Parkinson 

Director 

Engineering 

& 

Construction 

Customer 

Service 

Ombudsman 

Planning 

Building & 

Safety 

$7.38 M 

Engineering 

$2.19 M 

Well & 

Septic 

$2.72 M 

Ombudsman 

$232 K 

Project 

Review 

$3.28 M 

Special 

Projects 

$2.78 M 

Environmental 

Review 

$1.27 M 


$1,018,294 

$1,383,188 

General Fund 

Contribution 

Permits Fees 

Funding Uses 

$2,783,725 

$1,272,312 

Building and Safety 

Engineering 

$5,003,735 

$3,519,578 

Fines/ Penalties & 

Abatement Liens 


$7,384,421 

Well and Septic 

Ombudsman 

Project Review 

$1,276,443 

$7,666,743 

Special Revenue 

Funds 

Intergovt Revenues 

$3,283,578 

$232,489 $2,721,568 $2,189,888 

Special Projects 

Environmental Review 



125 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 102.00 102.00 101.50 (0.50) (0.49) 


FY 12-13 FY 13-14 $ % 


Building and Safety 6,696,241 7,384,421 688,180 10.3 

Engineering 2,299,287 2,189,888 (109,399) (4.8) 

Well and Septic 2,614,616 2,721,568 106,952 4.1 

Ombudsman 212,501 232,489 19,988 9.4 

Project Review 3,446,625 3,283,578 (163,047) (4.7) 

Special Projects 2,532,219 2,783,725 251,506 9.9 

Environmental Review 1,252,128 1,272,312 20,184 1.6 




Permits Fees 7,219,170 7,666,743 447,573 6.2 

Fines/ Penalties & Abatement Liens 1,299,312 1,276,443 (22,869) (1.8) 


Special Revenue Funds 820,038 1,018,294 198,256 24.2 

Intergovt Revenues 1,521,373 1,383,188 (138,185) (9.1) 



The recommended budget includes expenditures totaling $19.9 million, an increase of $814,000 over FY 12-13. This is attributed to 

service and supply costs increases including information technology charges for future infrastructure replacement costs and other 

internal services rates. $500,000 is included in this budget for the implementation of a new department-wide permit software system to 

replace the existing system which has reached its useful life span and ability to be updated and maintained. 

Increases are also due to position changes including the addition of 0.5 FTE Payroll Clerk to create a full time payroll clerk in the 

administration and fiscal unit due to workload needs. This increase as well as some other miscellaneous job class adjustments to more 

appropriately reflect the performed duties are offset by the deletion of a vacant and unused 1.0 FTE Engineer. 

Revenues total $19.9 million, an increase of $814,000 over FY 12-13 primarily due to an increase in building permit revenue as building 

valuations have increased slightly. Permit fee collections are estimated to increase $447,000 over FY 12-13, and special revenue is 

increasing $198,000 due to anticipated increases in Planning Administration fees and Aggregate Resource Management Road Mitigation 

fees. General Fund support for the department will remain flat from FY 12-13 at $3.5 million. 

This budget assumes the use of $840,500 in Deferred Revenue to provide $500,000 to fund the permit software replacement costs; 

$176,500 in funding to retain the Customer Service Ombudsman position while the department reviews the structure of the customer 

service unit functions; $114,000 in continued increased county counsel support for the code enforcement program; and $50,000 to the 

Sonoma County Water Agency to meet the County’s obligations under the state-mandated California Statewide Groundwater Elevation 

Monitoring requirements. 



126 




Building and Safety 

The Building and Safety Division performs building plan check, building inspections and code enforcement for all unincorporated 

county building and development. Increases in expenditures of $688,000 in this area over FY 12-13 are due to plans to fill a vacant 

Senior Code Enforcement Officer, continue increased county counsel support for code enforcement, additional expenses for the triennial 

building code adoption, and implementation of permit software replacement. 

Engineering 

The Engineering section performs plan review and field inspections related to sanitation, drainage, regulation pursuant to the National 

Pollutant Discharge Elimination System, encroachment issues, and survey and land development. Decreases in expenditures of $109,000 

in this area over FY 12-13 are due to the elimination of a vacant engineering position assigned to the Department of Health Services 

related to the Leaky Underground Storage Tank program. The Department of Health Services utilizes other staff to perform these duties 

and no longer requires this position. 

Well and Septic 

The Well and Septic section performs plan review and field inspections related to wells and standard as well as non-standard septic 

systems. Increases in expenditures of $107,000 are due to implementation costs for permit software replacement. 

Project Review 

The Project Review section (part of the Planning Division) processes entitlement requests such as Use Permits, Subdivisions, Design 

Review, General Plan Amendments, and Zone Changes. Decreases in expenditures of $163,000 in this area over FY 12-13 are due to the 

transfer of a position to the Special Project program area (discussed below). 

Special Projects 

The Special Projects section (part of the Planning Division) provides comprehensive planning support for updating the General Plan, the 

Zoning Code, and the Local Coastal Plan. Increases in expenditures of $251,000 in this area over FY 12-13 are due to the transfer of a 

position from Project Review into this program area as well as anticipated transfers to other county departments from the Aggregate 

Resource Management Road Mitigation fund, use of the Plan Administration fund for General Plan programs, and increased contract 

services for planned projects. Significant project work, assisted by this additional staffing and funding, plan for FY 13-14 include update 

of the Development Code, Local Coastal Plan, Housing Element, Public Safety Element, and the Climate Action Plan. Additional work 

to update the zoning code to implement the Scenic Resources, Biotic Resources and Agricultural Resources element of the General Plan 

is also underway. 




PRMD’s services help meet all four goals in the County’s Strategic Plan. The department’s primary alignment is with the “Safe, 

Healthy, and Caring Communities” and “Economic and Environmental Stewardship” goals. “Safe Healthy and Caring Communities” are 

supported by the department’s building and safety, engineering, and well and septic programs (expenditures totaling $11.81 million). 

This includes implementation of federal, state and local laws that ensure buildings are structurally safe for residents, workers and visitors 

alike. PRMD’s septic system program ensures that onsite sewage disposal is done safely and without impacting human or environmental 

health. 

The goal of “Economic and Environmental Stewardship” is supported by services performed by Environmental Review, Special 

Projects, and Project Review sections (expenditures totaling $7.32 million) through high quality community planning that facilitates 

economic development and protects Sonoma County’s unique environment. 



127 





• Implemented key recommendations of the PRMD Customer Service Working Group which brought together industry leaders with 

PRMD staff with the purpose of recommending approaches to further improve PRMD’s customer service. 

• Hosted PRMD’s first-ever “open house” and implemented a customer education program known as PRMD Citizen’s Academy as 

part of the next phase of Customer Service Enhancements identified in 2010. 

• Completed environmental documentation and initiated the public hearing process for the proposed Mark West Quarry project. 

• Completed public review and adoption of the Historic Resources Guidelines for Bodega Bay, Duncan Mills, Freestone and 

Occidental. 

• Certified three additional Certified Access Specialists to comply with next phase of State Law SB 1608, relating to accessibility for 

persons with disabilities by January 1, 2014. 

• Completed additional staff training in the California Green Building Standards Program. 

• Participated with statewide organizations in the development of the 2013 model building codes. 

• Completed implementation of new Microsoft Dynamics project cost accounting system. 

• Obtained a $1 million grant from the state Strategic Growth Council to prepare a Greenhouse Gas Reduction Implementation Plan 

(GRIP) in partnership with the Regional Climate Protection Authority and all nine cities, of which $40,000 is expected to be 

received by PRMD. 


• Purchase and implement new permitting software system to replace the current system, Permits Plus, in conjunction with an 

internal review of permit processes to maximize efficiencies and streamlining capabilities recognized by the new system. 

• Continue to implement a customer education program as part of the next phase of Customer Service Enhancements identified in 

2010. 

• Initiate public review of the Draft Development Code Update and complete the public hearing process at the Planning Commission 

to provide a recommendation to the Board of Supervisors. 

• Complete an update of the Well and Septic “Blue Book” containing all septic regulations affecting Sonoma County. 

• Complete adoption process for a modernized County Well Ordinance. 

• Continue working with the Water Agency to submit to the state biannual groundwater elevation data pursuant to the California 

State Groundwater Elevation Monitoring program. 

• Work with Regional Water Boards to implement new statewide septic system regulations (AB 885) to ensure that local conditions 

and needs are addressed. 

• Complete update of the Airport Land Use Compatibility Plan once the FAA has approved the adopted Master Plan for the Sonoma 

County Airport. 

• Work with Regional Climate Protection Authority to develop multi-jurisdictional community-wide greenhouse climate action 

program. 



128 


COMMUNITY DEVELOPMENT COMMISSION 

Kathleen H. Kane, Executive Director 




$59,205,656 

The mission of the Sonoma County Community Development Commission 

is to promote decent and affordable housing, revitalize communities, and 


support public services that increase economic stability for County residents. Total General Fund Contribution $956,195 

We are committed to providing services in an effective, efficient, and Total Staff 33.00 

respectful manner. 



The Community Development Commission is organized into three divisions. The Housing Authority provides sliding-scale rental 

housing assistance payments to property owners on behalf of approximately 3,000 low- income households. The Property Finance & 

Services Division manages affordable housing financing programs, provides construction management services for assisted residential 

and non-housing capital projects, and manages the properties, other assets, and obligations of the Successor Agency and Housing 

Successor Entity. The Community Partners Division hosts a homeless services planning consortium (Sonoma County Continuum of 

Care) and provides grant funding for programs operated by local non-profit community services agencies. 

Kathleen Kane 

Director 

Housing 

Authority 

Property 

Finance & 

Services 

Community 

Partners 

Rental 

Assistance 

Programs 

$27.3 M 

Housing Finance 

Programs 

$3.5 M 

Construction 

Services 

$4.2 M 

Property & Asset 

Management 

$16.8 M 

Homeless 

Services 

Planning 

$509 K 

Community 

Grant 

Funding 

$2.1 M 


$4,940,622 

$12,104,472 $956,195 

General Fund 

Contribution 

Federal Grants 

Developer Fees 

Funding Uses 

$4,940,622 

$2,059,358 

$508,599 

Rental Assistance 

Housing Finance 

Programs 

Construction Services 

Property Tax Revenues 

$27,301,529 

Property & Asset 

Management 

Rents, Fees, Interest, & 

Other 

Homeless Services 

Planning 

$2,114,444 

$5,471,891 

$864,000 

$32,754,032 




$16,793,682 

$4,150,889 $3,450,977 

Community Grant 

Funding 





129 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 34.00 33.00 33.00 0.00 


FY 12-13 FY 13-14 $ % 


Housing Authority 

Rental Assistance 26,907,744 27,301,529 393,785 1.5 

Property Finance & Services 

Housing Finance Programs 4,852,228 3,450,977 (1,401,251) (28.9) 

Construction Services 2,213,375 4,150,889 1,937,514 87.5 

Property & Asset Management 14,870,643 16,793,682 1,923,039 12.9 

Community Partners 

Homeless Services Planning 363,222 508,599 145,377 40.0 

Community Grant Funding 2,108,212 2,059,358 (48,854) (2.3) 




General Fund Contribution 956,195 956,195 0 

Federal Grants 33,934,628 32,754,032 (1,180,596) (3.5) 

Developer Fees 500,000 864,000 364,000 72.8 

Property Tax Revenues 2,438,710 5,471,891 3,033,181 124.4 

Rents, Fees, Interest, & Other 1,209,270 2,114,444 905,174 74.9 


Use of Fund Balance 12,276,621 12,104,472 (172,149) (1.4) 


Notes: Expenses and revenues include $4.9 million in internal transfers and reimbursements, thus 

resulting in a total net budget of $54.3 million. 


Expenditures for the Community Development Commission are increasing by $2.8 million, or 5%. This is primarily due to the 

Commission’s post-redevelopment dissolution designation as Housing Successor Entity for the County and the cities of Sonoma and 

Sebastopol, as well as increased production and per unit costs for the Flood Elevation and Housing Rehabilitation Programs. This 

increase assumes that pending litigation will allow the County to complete all planned Roseland Village and Highway 12 improvements 

by spending $10.3 million in fund balance from previously accumulated property tax increment and bond proceeds, augmented with 

some new post-dissolution property tax distributions. If litigation is unsuccessful, the Commission and CAO will recommend using 

additional property tax distributions to fund the improvements. Major changes in funding include: 

Rental Assistance 

Expenditures for rental assistance are budgeted to increase $394,000 due to increases in the Fair Market Rent rates established by the 

U.S. Department of Housing and Urban Development (HUD) for Sonoma County. Of this amount, $261,000 is related to the Housing 

Choice Voucher Program (HCV, also known as “Section 8”), and $133,000 is for the Shelter Plus Care Program which provides rental 

assistance to 119 households in Sonoma County who are homeless and have a disability. This assumes that the Commission will spend 

all of its $1.1 million in HCV fund balance, which can be used only to compensate for fluctuations in housing assistance payment levels, 

to off-set a comparable reduction in 2013 Federal funding, and that Federal funding in 2014 is restored to 2012 levels. The Commission 



130 




is using these assumptions as the best estimate at this time. If correct, the Commission will be able to continue providing assistance to all 

but 0.5% (15) of the 2,820 households on the HCV Program. 

Housing Finance Programs 

Expenditures for financing affordable housing development and preservation are decreasing by $1.4 million. This reflects lower 

revenues in prior years that are now being applied to projects ready to move forward. Funding expected in FY 13-14 for future projects 

totals $3.4 million in new revenue, primarily from the federal HOME Program (reduced by approximately 5% from prior year), the 

federal CDBG Program (level funded), and development fees deposited to the County Fund for Housing (expected to increase by 

$364,000). 

Construction Services 

Construction services expenditures are expected to increase by $1.9 million, primarily due to a greater number of properties that are 

planned for completion under the Commission’s Flood Elevation and Housing Rehabilitation Programs, combined with an increase in 

the expected per unit costs for these projects. 

Property and Asset Management 

Following the dissolution of redevelopment agencies in February, 2012, the Successor Agency for the Sonoma County Community 

Redevelopment Agency (Successor Agency), a separate legal entity from both the County and the Commission, was established to wind 

down and satisfy all remaining non-housing obligations of the former County redevelopment agency. The Successor Agency operates 

with the oversight and approval of the County Board of Supervisors in their capacity as the Successor Agency’s governing body, and 

subject to the direction of a seven-member appointed Oversight Board. The Successor Agency has contracted with the Commission to 

provide administrative and project delivery staffing for all required work. In addition, the Commission was designated as the Housing 

Successor Entity for the former redevelopment agencies of the County and the cities of Sonoma and Sebastopol. Expenditures for 

Property and Asset Management are increasing by $1.9 million. 

The Dissolution Act requires the Successor Agency to adopt a series of Recognized Obligation Payment Schedules (ROPS) covering 

successive six-month periods and listing all of the enforceable obligations of the former redevelopment agency, including administrative 

expenses to support the Successor Agency. The two ROPS covering the periods of July through December 2013 and January through 

June 2014 comprise the Successor Agency budget for FY 13-14. 

The Successor Agency expenditures for FY 13-14, as shown on the ROPS submitted for State approval, total $16,035,731 and includes 

an increase of $1.4 million for the Roseland Village and Highway 12 improvements. The projects and expenditures may change if the 

State successfully overturns any of the items listed on the ROPS, or if the ROPS for subsequent periods are revised to reduce or 

eliminate any of the currently listed obligations. These expenditures are supported through fund balance of the former Redevelopment 

Agency, remaining bond proceeds, and property taxes from former redevelopment areas. 

Housing Successor Entity: As the designated Housing Successor for the County and Cities of Sonoma and Sebastopol, the Commission 

received an expanded workload to manage the former redevelopment agencies’ affordable housing programs, which requires $470,000 

in additional staffing and administrative funding. For FY 13-14, the Commission has determined that planning and administrative 

expenditures from the Low and Moderate Income Housing Asset Fund for each project area are necessary for the production, 

improvement, and reservation of low and moderate-income housing. As of this writing, staff is preparing options for Board consideration 

to cover these costs. Those options will include following the Board policy direction in November, 2012, to sell two or more real 

properties transferred from the cities, and to use sales proceeds as well as rental income and loan repayments, to the extent necessary to 

pay for administrative and operating costs. This budget assumes the sale of two properties. While these one-time funds are budgeted to 

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 

enable the agency to weather the transition period until such time as the housing assets are generating a more sustainable stream of 

revenue. The balance of income from assets will be available to provide financial assistance for affordable housing development and 

preservation. Another option will include using property tax revenue that previously went to the redevelopment agencies. 

Homeless Services Planning 

Expenditures for Homeless Services Planning are increasing by $145,000. This is largely because the CDC expects to initiate a new 

program in FY 13-14 called Coordinated Assessment using a $102,000 federal Continuum of Care award and Transient Occupancy Tax 

funds for local match of $40,000. This program will assist homeless persons in accessing services through a coordination of referral, 

assessment and intake processing throughout the county’s network of homeless service providers. 





131 





Of the four goals in the County’s Strategic Plan, the $59.2 million in services provided by the CDC align most closely with “Safe, 

Healthy, and Caring Communities.” A minor portion of CDC’s expenditures could also be considered as supporting the Strategic Plan 

goal of “Investing in the Future” as they include anti-poverty and homeless prevention programs. 


• Assisted 2,820 households with Section 8 rental subsidies, 180 mostly homeless clients with rental assistance, 19 low-income 

mobile home owners with space rent assistance, and 12 extremely low-income special needs residents with project-based rental 

assistance. 

• Provided $1,073,177 in funding for 6 affordable housing developments providing 239 affordable housing units, 137 restricted for 

very-low income families, 98 for low-income families, and 4 for moderate income families. 

• In cooperation with Transportation and Public Works and the County Administrator, received Board approval of $450,000 in 

funding to complete the engineering design documents for the Hwy. 12 project, enabling the project to obtain final permits and thus 

be ‘shovel ready’ when construction funding becomes available. 

• Received Regional Water Board approval for an amended scope of work for groundwater remediation responsibilities at Roseland 

Village shopping center, saving an estimated $500,000. Continued to provide public access on site for community activities 

including the annual Cinco de Mayo celebration. 

• Completed 23 housing rehabilitation projects, with a total value of $781,500, using a combination of federal Community 

Development Block Grant (CDBG), State of California CalHOME funds, or redevelopment funds. Elevated 14 flood-prone 

residential structures in the lower Russian River area using Federal Emergency Management Agency grant funding and owner 

matching funds in the amount of $2,178,000. 

• Completed phases 5 and 6 of Sweetwater Springs Water District capital improvement plan ($1,477,500), completed phase 3 of the 

development of Guerneville’s Riverkeeper Stewardship Park ($128,500), and completed phase 1 of the Monte Rio Creekside Park 

($1,356,890), for which Commission funding created a match to procure additional grant funding for future phases of the project. 

• Led the Continuum of Care to implement provisions and principles of the federal Homeless Emergency Assistance and Rapid 

Transition to Housing (HEARTH) Act of 2009, including a pilot Rapid Re-Housing Program (homeless shelter diversion program.) 

• Provided over $378,370 in federal grant funds and $440,000 in County funds to 17 local nonprofit agencies in support of 10 

homeless shelters and transitional housing facilities and 15 other human services programs serving over 15,000 county residents. 


• Assist in prevention of homelessness and promote stable housing for nearly 3,000 low-income households by providing rental 

subsidies through the Housing Choice Voucher and similar programs. 

• Secure additional federal funding to increase the capacity of rental housing assistance programs, in collaboration with County 

departments and community based organizations to assist chronically homeless individuals with disabilities. 

• Utilize technology to streamline the administration of rental assistance programs through the implementation of electronic document 

management, computerized file notes, and handheld inspection devices. 

• Establish a new Coordinated Assessment program in concert with community partners to assist homeless persons in identifying and 

accessing appropriate shelter and other homeless services county-wide. 

• Secure full renewal homeless services funding and some additional federal funding through the Continuum of Care funding process 

by providing leadership, coordination, data management, and technical assistance to the local Continuum of Care consortium of 

homeless services providers. 

• Place and manage all affordable housing funds available from County Fund for Housing and Federal programs via our competitive 

process for affordable housing developers. 

• Successfully manage the ongoing redevelopment agency dissolution process including the management of housing assets, 

responsibilities and requirements transferred through the dissolution process from the cities of Sebastopol and Sonoma but without 

administrative funding. 



132 




• Develop a plan for a successful transformation of the Roseland Shopping Center, owned by the CDC and left in limbo by the State’s 

dissolution of redevelopment, into a viable economic and community resource. 

• Develop and implement a plan in concert with other County departments to secure alternate funding sources to continue key 

redevelopment activities such as, but not limited to, the State Highway 12 project in Sonoma Valley, mixed-use development of the 

Roseland Village site, Monte Rio wastewater feasibility studies, and Guerneville area homeless shelter and services. 

• Complete 15 flood elevation and 20 housing rehabilitation projects, mitigating future damage for flood prone properties and 

benefitting low-income owner-occupant households in the removal of health and safety hazards. 



133 




134 



The Fire and Emergency Services Department mission is to provide 

exceptional service dedicated to protecting life, property, and the 

environment. 


FIRE AND EMERGENCY SERVICES 

Mark Aston, Director 






The Fire and Emergency Services Department provides hazardous materials % Funded by General Fund 6.25% 

services including regulating storage and handling of hazardous materials at 

businesses and responding to hazardous material emergency incidents. Fire operations services are provided through County Service 

Area (CSA) #40 as the Department provides management and command and control oversight for 15 volunteer fire companies which 

respond to fires, calls for medical assistance and other emergencies in many rural locations in the County. The Department also provides 

fire prevention, inspection, investigation services. The Department provides emergency management services as the lead countywide 

agency to coordinate emergency preparedness and response among cities, special districts and the state. 

Mark Aston 

Director 

Hazardous 

Materials Services 

$1.5 M 

Fire Operations 

$3.3 M 

Fire Prevention 

$1.0 M 

Emergency 

Management 

Services 

$1.4 M 


$909 K 


General Fund 

Contribution 

Funding Uses 

Hazardous Materials 

$418,347 $1,153,200 

$880,335 

$575,095 

$3,201,083 

Property Tax/ 

Special Assessments 

Fees 

$1,153,200 

$908,677 

$1,476,837 




$451,151 

$2,523,783 

Emergency 

Management Grants 

Other Miscellaneous 

Revenues 



$1,351,844 

$1,016,910 

$3,295,526 

Emergency 

Management 






135 





FY 12-13 FY 12-13 FY 13-14 FTE % 

Staffing 

Hazardous Materials Services 

Adopted 

5.50 

Approved 

5.50 


5.50 

Change 

0.00 

Change 

- 

Fire Operations 4.60 4.60 3.00 (1.60) (34.8) 

Fire Prevention 2.00 2.00 4.00 2.00 100.0 

Emergency Management Services 4.00 4.00 4.00 0.00 - 

Administration 5.75 5.75 5.75 0.00 - 



FY 12-13 FY 13-14 $ % 



Adopted 

1,396,592 


1,476,837 

Change 

80,245 

Change 

5.7 

Fire Operations 3,199,330 3,295,526 96,196 3.0 

Fire Prevention 868,334 1,016,910 148,576 17.1 

Emergency Management 1,664,768 1,351,844 (312,924) (18.8) 






Property Tax/ Special Assessments 3,110,398 3,201,083 90,685 2.9 

Fees 2,414,100 2,523,783 109,683 4.5 

Emergency Management Grants 1,128,695 880,335 (248,360) (22.0) 

Other Miscellaneous Revenues 433,570 418,347 (15,223) (3.5) 


Use of Fund Balance 390,290 451,151 60,8610 

15.6 

Total Revenues 9,185,510 9,202,994 17,484 0.2 

Notes: Transfers and reimbursements from one part of the Department's budget to another total $1.2 

million for a net total budget of $8.0 million. 


Expenditures for the Fire and Emergency Services Department are budgeted at $9.2 million. Revenues are similar to the prior year, with 

increases from fees, property taxes, and fund balance off-set by reductions in homeland security grants. 


Expenditures for hazardous materials services are increasing by $80,000, primarily due to additional permitting activity. These expenses 

are off-set by fees, particularly by aligning fees with the actual costs for sites permitted for underground storage tanks. 


Fire Services (CSA #40) operating costs are increasing $96,000. This includes a $74,000 increase to eliminate the remaining balance of 

Fire Services’ contribution to Fitch Mountain water system improvements that were initiated in 1991, and a $21,000 increase in the use 

of The Sea Ranch fund balance to $92,000. The use has offset increased costs of 24-hour/7-day-a-week service via a contract with Cal 

Fire and assists in covering the costs of leasing a fire engine. 

Other changes include increases in volunteers’ workers’ compensation and liability insurance costs, largely offset by eliminating a 

vacant 0.60 FTE Material Handler, reducing extra help positions, shifting a position to Fire Prevention, and decreasing services and 

supplies. 



136 





Expenditures for Fire Prevention are budgeted to increase by $149,000. The increase is due to shifting a position from Fire Operations to 

handle increased permitting activity, as well as adding a Senior Fire Inspector whose costs will be largely offset by fee revenue and 

salary savings. The Senior-level position is needed to address the complex permitting and inspection activities. 

Emergency Management Services 

Emergency Management expenditures are reduced by $313,000, primarily because the Department will receive less emergency 

management grant funding as lead agency for emergency preparedness in the Sonoma County Operational Area. The Department applies 

for and coordinates with other agencies to determine the priorities for grant proposals. The grants increase and sustain the capacity of 

County agencies (e.g., the Sheriff’s Office and Health Department’s Emergency Medical Services), city police and fire departments, and 

other local agencies to respond to emergencies such as hazardous materials incidents, earthquakes and floods. Grant funds are used 

primarily to purchase equipment. 




The Fire and Emergency Services Department’s services support the County’s Strategic Planning efforts in the “Safe, Healthy and 

Caring Communities” and “Economic and Environmental Stewardship” areas. All Hazardous Materials Services, Fire Operations and 

Prevention, and Emergency Management activities focus on protecting the public, property and the environment. Of the $9 million 

budget, 100% of the funding is spent in these areas. 



FY 11-12 FY 12-13 FY 13-14 


Hazardous Material Services 

Hazardous Materials Enforcement/Violation Actions* 

Actual 

923 

Estimated 

500 

Projected 

700 

Hazardous Material Emergency Response Incidents 19 12 15 

Fire Services 

Fire/EMS Emergency Response Incidents 1,250 1,280 1,310 

Meet Response Time Goal of Arrival within 15 Minutes 83.7% 84.0% 85.0% 

of Dispatch 

* Violations fluctuate substantially from year to year, depending on activities of those with permits. 

Note: With the exception of the measure above on meeting response time goals, the measures above are 

more focused on workload than performance. The Department plans to develop additional performance 

measures in these areas over the next year. 


• Completed the Standards of Coverage for emergency response, a comprehensive planning process that establishes emergency 

response performance measures. 

• Responded to 1,568 emergency calls within County Fire and neighboring departments with zero responder injuries in 2012. The 

Duty Chief staff responded to 441 of the total calls, providing direct field supervision, responder safety oversight and Unified 

Command functions with other responding agencies. 



137 




• Leased two new fire engines to replace outdated equipment used by volunteer fire companies in Camp Meeker and Mayacamas. 

• Successfully managed trackside fire operations at four major racing events at the Sonoma Raceway. 

• Managed, coordinated, administered and received reimbursement in excess of $1.8 million in ongoing Homeland Security grants 

for County and city law enforcement, ambulance providers, fire agencies, and other County departments to improve emergency 

response capability, planning and preparedness. 

• Completed a revision to the Lower Russian River Flood Response Plan, including evacuation and re-entry elements, and 

integrating field operations at Graton Fire as the Russian River Incident Command Post. With Information Systems and Sheriff’s 

Office, put into service enhanced public safety radio and telephone communication ability at Graton Fire to support incident 

command operations. 

• Increased disaster situational awareness and data management capability in the Emergency Operations Center by implementing, 

training and exercising Common Operating Picture System (COPS), software developed by the County Information Systems 

Department. 

• Planned, designed and conducted a Countywide earthquake drill, the Great ShakeOut III, with many cities, all of the hospitals and 

many community response partners. 

• Enhanced the ability to communicate to the public during an emergency by upgrading the Operational Area Telephone Emergency 

Notification System (TENS), in conjunction with Information Systems Department. 

• Inspected 269 restaurants for compliance with State laws regulating the safe usage of carbon dioxide gas. Assisted businesses 

storing large quantities in complying with improved safety measures for their customers and employees. 

• Successfully investigated and negotiated two major enforcement cases for violations of underground storage tank laws and 

chemical safety regulations, resulting in $60,250 in settlements. 


• Continue to deliver Fire Emergency Services in accordance with the Standards of Coverage Response Plan. 

• Continue the development of standardized operations for all Fire Companies within County Fire in accordance with industry 

standards. 

• Coordinate and provide leadership training; training academy opportunities; and enhancement of in-service training criteria. 

• Provide leadership to all fire departments and districts within Sonoma County in the tri-annual adoption of the California Fire 

Code, California Building Code the California Residential Code and the County Fire Safe Regulations. 

• Draft a countywide weed abatement program for densely populated areas of unincorporated Sonoma County, which will enhance 

vegetation management and reduce the threat of wildland fires. 

• Begin offering ALERT SONOMA to the public for voluntary enrollment to receive emergency text warning and notification 

messages from the Operational Area Telephone Emergency Notification System (TENS). 

• Update the County Operational Area Emergency Operations Plan (EOP). 

• Work with public safety organizations throughout Sonoma County to assist them in gaining access to the hazardous materials 

information available through the California Environmental Reporting System for the sites within their respective jurisdictions. 

• Begin the 3-year update of the Sonoma County Hazardous Materials Incident Response (Area) Plan. 

• Complete development of a response plan for releases of petroleum and other hazardous materials into the Russian River, in 

conjunction with the federal Environmental Protection Agency and other community groups. 

• Construct new fire station in Annapolis. 

• Continue planning for new fire station in Lakeville. 

• Participate in effort to support Board goal of analyzing Fire Service governance. 



138 



The mission of the Transportation and Public Works Department is to 

provide quality transportation and public works services within Sonoma 

County in a responsive and professional manner for the benefit of the public. 


TRANSPORTATION AND PUBLIC WORKS 

Susan Klassen, Director 



Total Revenues/Use of Fund $225,685,157 

Balance Total General Fund Contribution $8,653,402 


The Transportation and Public Works Department is divided into two 


divisions. The Engineering & Maintenance Division’s primary functions 

include Road Maintenance & Improvements of the County’s roads and bridges; the Northern Sonoma County Air Pollution 

Control District which was established to prevent emissions from stationary sources in the northern county air basin; Other Small 

Districts which administers several Lighting, Landscaping, Permanent Roads, and Water Districts and County Service Areas, as well as 

managing cable franchise fees and the Heavy Equipment internal services fund, and services not chargeable to other program areas. The 

Transportation & Solid Waste Division primary functions are: Solid Waste Disposal which provides integrated waste management 

services; Airport which operates and maintains the Sonoma County Airport, and Transit Services which provides fixed-route bus and 

paratransit services. 

Susan Klassen 

Director 

Engineering & 

Maintenance 

Transportation 

& Solid Waste 

Road Maint & 

Improvements 

$72.6 M 

Air Pollution 

Control 

District 

$2.5 M 

Other Small 

Districts 

$4.8 M 

Solid Waste 

Disposal 

$37.8 M 

Airport 

$36.2 M 

Transit 

Services 

$25.9 M 


$8,653,402 

$24,025,214 

$54,546,554 

General Fund 

Contribution 

Federal/State/Taxes 

/Lic/Permits/Franchises 

/Fees 

Real Estate/Equip. Rental 

/Interest/Power Sales 


Funding Uses 

$54,546,554 

$72,616,155 

Road Maintenance & 

Improvements 

Air Pollution Control 

District 

Other Small Districts 

Solid Waste Disposal 

Airport 

$36,144,315 

$10,764,687 

$100,204,387 




$25,860,061 

$36,169,500 

$2,492,271 

$4,821,973 

$37,832,045 

Transit Services 





139 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Engineering and Maintenance 125.00 125.00 125.00 0.00 - 

Transportation and Solid Waste 61.02 61.02 61.02 0.00 - 

Total Permanent Positions 186.02 186.02 186.02 0.00 - 


FY 12-13 FY 13-14 $ % 


Engineering & Maintenance 

Road Maintenance & Improvements 

Adopted 

78,783,552 


72,616,155 

Change 

(6,167,397) 

Change 

(7.8) 

Air Pollution Control District 2,247,140 2,492,271 245,131 10.9 

Other Small Districts 5,506,372 4,821,973 (684,399) (12.4) 


Transportation & Solid Waste 

Solid Waste Disposal 38,731,887 37,832,045 (899,842) (2.3) 

Airport 34,675,202 36,169,500 1,494,298 4.3 

Transit Services 24,499,573 25,860,061 1,360,488 5.6 




General Fund Contribution 15,937,594 8,653,402 (7,284,192) (45.7) 

Federal/State/Taxes /Lic/Permits/Franchises /Fees 102,446,421 100,204,387 (2,242,034) (2.2) 

Real Estate/Equip. Rental /Interest/Power Sales 11,532,410 10,764,687 (767,723) (6.7) 



Use of Fund Balance 19,467,194 24,025,214 4,558,020 23.4 


Note: Transfers and reimbursement of expenses from one part of the Transportation and Public Works budget 

to another total $54.6 million for a net budget of $187.7 million. 


The Transportation and Public Works FY13-14 budget reflects overall expenditures of $234.3 million, a $3.5 million or 1.5% increase 

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 

contribution which is a $7.3 million or 45.7% decrease from the prior year associated with the one-time allocation of $8 million in FY 

12-13 for pavement preservation efforts to improve condition of the County roadway system. Other significant changes in revenues 

include an increased Use of Fund Balance in the Roads Fund of $5.2 million or 27.8% for pavement projects budgeted in FY 12-13 but 

that will be actually constructed in FY 13-14 and a change in Internal Transfers/Reimbursements of $8.1 million or 17.5% largely due to 

a one-time adjustment to accounting procedures in the Transit division. 



140 




Road Maintenance and Improvements 

Expenditures in the Roads Division decrease $6.2 million to $72.6 million largely due to a reduction for the Hwy 101 at Airport 

Interchange Project which was awarded and began construction in FY 12-13, and the reduction of one-time support for various pavement 

preservation projects noted above. 

Northern Sonoma County Air Pollution Control District 

Expenditures increase approximately $268,000 (11.2%) for grant funded projects to reduce emissions from heavy-duty diesel engines 

and other pollution within the District. 

Other Small Districts 

Expenditures decrease $211,000 or 4.2% mainly due to a reduction from FY 12-13 to capital expenditures from Public, Educational, and 

Governmental (PEG) fees. 

Solid Waste Disposal 

Expenditures in the Solid Waste Division decreased by $900,000 or 2.3% mainly due to a reduction in overall administration expenses. 

Airport 

The Airport Division FY 13-14 expenditures have increased by $1.5 million or 4.3% largely due to increases related to the Runway 

extension project which will begin construction in summer of 2013. 

Transit 

The increase of $1.4 million or 5.6% is largely due an increase of $2.6 million in appropriations for bus purchases offset by a $1.2 

million reduction to expenditures for intermodal and terminal facility projects from FY 12-13. 




The diverse functions of the Department of Transportation and Public Works align with the following areas of the County’s Strategic 

Plan: 

• Invest in the Future ($104 million): Roads and Airport maintenance and improvement projects support the county’s priority to 

maintain and develop safe and reliable facilities and infrastructure. Transit continues to work closely with Sonoma-Marin Area Rail 

Transit (SMART) and local entities to complete construction of intermodal facilities, and invest in technological advances to 

improve customer service with a new GPS-based passenger information system. 

• Economic & Environmental Stewardship ($16 million): The Roads division is an integral part of the National Pollution Discharge 

Elimination System (NPDES) program, which ensures that projects are designed for little or no environmental impact to the area. 

Transit uses natural gas powered buses resulting in a significant cost savings as well as a countywide environmental benefit and has 

developed several park and ride facilities throughout the county in an effort to promote carpooling and the use of public transit. The 

Air Pollution Control District helps to ensure clean air for Sonoma County residents and visitors. The Solid Waste Disposal 

program area is tasked with managing solid waste in a safe and efficient manner to protect the health of the community in 

accordance with state and federal regulations. 



141 






FY 11-12 FY 12-13 FY 13-14 


Road Maintenance & Improvements 

County Maintained Miles 

Actual 

1,382 

Estimated 

1,382 

Projected 

1,382 

Backbone/Primary Road System Miles 

(included in miles above) 156 198 198 

Airport 

Airline Passengers 201,166 205,000 211,150 

Transit Services 

Passengers - Transit/Paratransit 1,413,400 1,427,329 1,455,464 

Total Miles - Transit/Paratransit 2,535,818 2,564,287 2,618,173 

Air Pollution Control District 

Permits to Operate 28 20 20 

Burn Permits 3,300 3,300 3,300 

Note: The Indicators presented above will form the basis for future development of 

performance measures. 


• Completed the following key roads projects: Signalization of Fulton Road and Airport Boulevard, Fort Ross Road Slide Repair, 

Carriage Lane Storm Water Improvements, Burbank Pathway, Drake Road Reconstruction, Tower Road Culvert Installation and 

Coleman Valley Road Culvert Replacement. 

• Advertised and awarded multiple contracts for various surface treatments on 50 miles of County roads. 

• Completed permit applications for additional capacity at the Central Disposal Site for continued landfill operations. 

• Continued the Construction and Demolition Debris Sorting programs at Healdsburg and Sonoma Transfer Stations. 

• Worked with Alaska Airlines to add a seasonal third daily Los Angeles flight between June and November. Successfully transitioned 

the Las Vegas flight to San Diego. 

• Awarded the purchase of nine 40’ Compressed Natural Gas (CNG) buses and completed construction of a new CNG fueling facility at 

the Sonoma County Transit yard. 

• Expanded fixed-route service to provide additional capacity on multiple routes. 

• Commenced with Phase I implementation of new NextBus and NextStop electronic passenger information system. 

• North County Electric Vehicle Charging Infrastructure Project recognized, as part of the Sonoma County Electric Trail, with a 

Governor’s Environmental and Economic Leadership Award. 


• Implement a County Road Plan and work to identify new funding sources to address the needs of the entire County Road Network. 

The plan will strive to improve Pavement Condition Index, as reported by Metropolitan Transportation Commission, from poor to 

fair, restore or extend useful life of roads and continue to expand the County’s backbone/primary road network as additional revenues 

become available. Develop funding partnerships with local, state and tribal jurisdictions for supplemental transportation funding. 

Increase lobbying efforts geared towards transportation funding reform at federal and state level. 

• Improve citizen access and involvement by exploring technology available for mobile devices that will allow for easy reporting/status 

of maintenance related issues such as potholes, vegetation complaints, signs down, or signal/streetlight outages. 



142 




• Continue long-term planning for regional solution for solid waste, including implementation of a Master Operations Agreement 

(MOA) and flow commitment agreements with the Cities, and settlement of respective responsibility for unfunded liabilities between 

the County and cities. 

• Begin phased construction of expansion (Phase III of Landfill 2) at the Central Disposal Site for continued landfill operations through 

the MOA including beginning of construction of the partial final cover for the Central Landfill. 

• Continue efforts to attract additional commercial airlines for service to non-Alaska Air destinations. Expand Alaska Air services to 

include the return of a third Los Angeles (LAX) flight on a year round basis and work on increasing the frequency of the San Diego 

and Seattle flights. 

• Continue construction and mitigation efforts related to the runway safety enhancement project. Prepare and release bid for terminal 

remodel project, to improve the passenger experience and enhance security to accommodate increased commercial service in 

conjunction with runway improvements scheduled to be completed spring 2015. 

• Continue to work with other local transit operators to improve fare and schedule coordination. Continue coordinating with SMART in 

support of “Bus Bridge” service for northern Sonoma County. 

• Finalize implementation of the NextBus and NextStop passenger information system to allow for mobile access to schedule 

information. 

• To increase efficiency, negotiate an agreement with the California Air Resources Board (ARB) so the District can locally implement 

ARB’s Landfill regulation for greenhouse gases. 

• Develop and implement a change-out incentive program for woodstoves and fireplaces. 

• Complete design plans and environmental permitting for Stage 2 of the Hwy 12 widening and pedestrian improvements and submit to 

Caltrans for approval and potential funding. Upon state approval and the allocation of construction funds, the project will be bid and 

awarded for implementation. 

APPENDIX 

Bridges 

Overlays/Road Improvements 

Replacements 

Porter Creek Rd ovr Porter Creek 1,619,334 2012-13 Pavement Preservation Program 8,400,000 

Boyes Blvd ovr Sonoma Creek 1,080,000 Highway 116 at Mirabel Roundabout 2,950,000 

Geysers Road ovr Big Sulphur Creek 765,000 2012 Pavement Preservation Program 2,344,117 

Wohler ovr Mark West Creek 760,001 Arnold Drive at Agua Caliente Intersection 1,700,000 

Watmaugh Road Bridge 645,000 Adobe at East Washington 500,000 

Lambert Bridge 618,000 Hwy 12 at Madrone Approach-Caltrans Coop 337,000 

Geysers Road ovr Fraiser Creek 520,000 Mirabel Road Shoulder Widening 335,000 

Freestone Flat Road ovr Salmon Creek 440,000 Stony Point at Roblar 295,000 

Hauser Bridge Road ovr South Fork Gualala River 345,000 Laughlin Road Reconstruction 270,000 

West Dry Creek Road ovr Pena Creek 540,000 Safe Routes to School-Sheppard/Roseland 195,000 

Bohan Dillon Road ovr South Fork Gualala River 285,000 Research and Development Future Projects 100,000 

King Ridge Road ovr Austin Creek 300,000 17,426,117 

Laughlin Rd ovr Mark West Creek 200,000 

River Road ovr Gill Creek 95,000 

Other 

Wohler ovr Russian River-Seismic Retrofit 625,000 

Research and Development-Future Projects 50,000 

Monte Rio Bridge Seismic Retrofit Study 25,000 

O'Donnell Lane over Calabazas Creek-Rehab 25,000 

ROADS CAPITAL PROJECTS 

8,937,335 GRAND TOTAL 26,363,452 



143 




144 


SONOMA COUNTY WATER AGENCY 

Grant Davis, General Manager 


The mission of the Sonoma County Water Agency is to effectively manage 

the water resources in its care for the benefit of people and the environment 

through resource and environmental stewardship, technical innovation, and 

responsible fiscal management. 

The Sonoma County Water Agency is a countywide special district founded 

in 1949 whose Board of Directors is comprised of the same members as the 

Sonoma County Board of Supervisors. The Water Agency’s main functions 

are: Water Resources, including water supply and transmission, 







*Expenditures net transfers and 

internal reimbursements: 

$127,039,022 

maintenance of Warm Springs Dam, flood control, and wastewater collection and treatment; Sustainability and Renewable Energy 

Programs, which includes energy efficiency improvements, solar power and anaerobic digestion projects, and climate change research, 

among other activities; and Administration processes including internal services functions and organizational and financial 

management. These core functions are key elements of meeting the Water Agency’s goal of securing our future by investing in our water 

resources, our environment and our community. 

Grant Davis 

Director 


Water Resources 

Sustainability & 

Renewable 

Energy 

Finance & 


$6.2 M 

Internal 

Services 

$2.1 M 

Flood 

Control 

$9.6 M 

Warm Springs 

Dam 

$12.1 M 

Water 

Transmission 

$45.5 M 

Sanitation 

$49.4 M 

Energy 

Projects 

$2.2 M 

Funding Uses 

$6,224,800 

$2,074,585 

$9,604,414 

$12,110,625 

Finance & 


Internal Services 

Flood Control 


$17,946,737 

$25,714,387 

Property Tax 


Water/Power Sales 

$75,248,491 

$2,184,400 

$49,352,534 

$45,487,664 

Warm Springs Dam 

Water Transmission & 

Supply 

Sanitation 

Energy Projects 

Internal Transfers / 


$75,248,491 

$3,172,167 

$43,106,931 

$36,548,800 

$550,000 

Grants 


Interest/Other 

Internal Transfers / 




145 





FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 

Expenditures 


Finance & Administration 

Adopted 

6,115,419 


6,224,800 

Change 

109,381 

Change 

1.8 

Internal Services 397,925 2,074,585 1,676,660 421.4 

Internal Transfers / Reimbursements 51,074,798 55,850,749 4,775,951 9.4 

Water Resources 

Flood Control 9,513,800 9,604,414 90,614 1.0 

Warm Springs Dam 14,633,181 12,110,625 (2,522,556) (17.2) 

Water Transmission & Supply 54,663,637 45,487,664 (9,175,973) (16.8) 

Sanitation 46,493,516 49,352,534 2,859,018 6.1 

Internal Transfers / Reimbursements 34,916,315 19,397,742 (15,518,573) (44.4) 

Sustainability & Renewable Energy 

Energy Projects 1,345,100 2,184,400 839,300 62.4 

Total Expenditures 219,153,691 202,287,513 (16,866,178) (7.7) 


Property Tax 17,153,449 17,946,737 793,288 4.6 


Water/Power Sales 32,979,608 36,548,800 3,569,192 10.8 

Grants 6,880,000 550,000 (6,330,000) (92.0) 

Loans/Bonds 6,000,000 - (6,000,000) (100.0) 

Interest/Other 3,717,766 3,172,167 (545,599) (14.7) 

Internal Transfers / Reimbursements 86,592,113 75,248,491 (11,343,622) (13.1) 

Use of Fund Balance 41,244,902 43,106,931 1,862,029 4.5 


*Notes:Transfer and reimbursement of expenses from one section of the Water Agency's budget to 

another total $75.2 million, resulting in a net budget of $127 million. 


The Water Agency budget includes expenditures of $202.3 million, a decrease of $16.9 million over FY 12-13. This is due to a variety 

of changes in specific program areas and sanitation zones and districts. Revenues total $202.3 million, a decrease of $16.9 million over 

FY 12-13. This is due to a reduction of $6.3 million in grant revenue as the majority of grants applied for are pending execution or notice 

of approval. Additional reductions are due to $6 million in bonds which were issued in FY 12-13 for the Napa-Sonoma Salt Marsh 

Construction Project, while no new bonds are currently planned for FY 13-14. Pending review of long range financial and capital plans, 

additional bonds may be issued at a later date. Transfers and reimbursements are also decreasing associated with the reduced expenses 

and reduced transfers between sections. 



146 




Finance and Administration 

The Finance and Administration program area includes all management, personnel, and general administrative functions. 

Recommended expenditures total $6.2 million, an increase of $109,000 over FY 12-13. This is due primarily to the addition of positions 

during the FY 12-13 budget year as well as additions recommended for FY 13-14 with the goal of positioning the Water Agency’s staff 

with an increased level of technical and professional expertise in order to meet the current work and project loads and respond to 

changing legislation and regulations. The FY 13-14 position additions include the addition of 6.0 FTEs including one senior office 

assistant, three engineers, one right of way supervisor, a hydrogeologist, a vegetation control advisor, and a maintenance worker. These 

additions are net the reduction of two vacant technician positions. 

During FY 12-13 a net of 7.0 FTE positions were added including technical writing specialists, environmental and program specialists, 

engineering and engineer technician position and project and administrative support positions. A majority of the expenditure increases 

associated with the position additions are offset by position deletions, reduction in extra help usage as permanent staff will be available, 

and increased reimbursements from the assigned program/budget area resulting in reduced expenses in this budget area. 

The recommended budget reflects $7.9 million in revenues, an increase of $1.1 million, due to a slight increase in forecasted property 

taxes, interest earned, charges for services at Spring Lake Park, and sale of power from the internal power resources fund. 

Internal Services 

Internal services include the Water Agency’s buildings, equipment and fleet, and the power used to run its operations 

Expenditures total $2.1 million, an increase of $1.7 million over FY 12-13. This is due to cyclical purchases of vehicles, $1.1 million, 

increased maintenance costs, $173,000, anticipated increases in power usage, $700,000, and capitalized cost of outfitting the new 

maintenance facility $1.1 million, which is offset partially by rents and equipment rentals charges and power charges, for a net increase 

in this budget area of $1.7 million. Power expenses are expected to increase due to slight rate increases from the Power and Water 

Resources Pooling Authority and PG&E. It is also expected there will be increased usage, primarily in water transmission and sanitation. 

The largest contributing factor to the cost of facilities is the costs of moving the Service Center, building the Service Center parking lot, 

and replacing the roof at 404 Aviation Drive. 

Revenues for the Equipment Fund are expected to decrease $321,000 over FY 12-13 due to reduction in equipment rental rates and 

associated expenses. The Facilities Fund revenues will increase by $158,000 due to increases in the rents charged to the Water Agency’s 

Administration and enterprises. 

Flood Control 

For the flood control function, the Water Agency designs, constructs, and maintains flood control facilities in six zones which include: 

Zone 1A – Laguna Mark West, Zone 2A-Petaluma, Zone 3A-Valley of the Moon, Zone 5A-Lower Russian River, Zone 7A-North Coast, 

and Zone 8A-South Coast zones. The seasonal stream and creek maintenance work constitutes the majority of this program’s effort. 

The recommended budget reflects $9.6 million in expenditures for Flood Control related expenditures, a $91,000 increase from FY 12- 

13 due to increased channel maintenance in Zone 2A and several projects in Zone 3A. Flood Control Zone revenues are $7.7 million, 

which is a decrease of $800,000 from FY 12-13, primarily due to one-time grant revenue received in FY 12-13 for habit enhancement 

project in Zone 1A. The difference between revenues and expenditures is made up by use of the fund balances of each fund for various 

one-time or periodic maintenance and capital projects, which have been accumulating for such projects as well as capital and equipment 

purchases in the six flood control zones. 

Warm Springs Dam 

The Warm Springs Dam activities include maintenance costs paid to the U.S. Army Corps of Engineers, Water Agency maintenance 

activities on the hydro-electric plant, payment of the debt service on the original loan used to pay for construction of the dam, and work 

associated with the Biological Opinion in restoring the fish habitat in Dry Creek. Total expenditures for these activities are $12.1 million 

consisting of $6.3 million for debt service, $4.3 million in expenses related to the Biological Opinion, $800,000 to the Corps of 

Engineers, and $700,000 on other maintenance and capital expenditures. This is a decrease of $2.5 million over FY 12-13 due to 

completion of the pilot fish habitat project in Dry Creek. Revenues total $5.2 million, an increase of $264,000 over FY 12-13 primarily 

from property taxes and the maturation of $6.1 million in U.S. Treasury bonds. 

Water Transmission and Water Supply 

The Water Agency’s water transmission system provides for wholesale water supply and delivery to eight primary contractors (Santa 

Rosa, Petaluma, Sonoma, Rohnert Park, Cotati, Valley of the Moon Water District, Town of Windsor, and North Marin Water District), 

a major non-contractor customer, Marin Municipal Water District, and to other smaller customers. Water Supply activities cover 

management of the flows in the Russian River and Recycled Water Projects. 



147 




The Water Transmission and Water Supply recommended expenditures total $45.5 million, $4.3 million of which are direct expenses to 

Water Supply programs. The remaining $41.2 million is related to Water Transmission, including the four designated funds created by 

the Restructured Agreement: Water Management Planning, Watershed Planning and Restoration, Recycled Water and Local Supply, and 

Water Conservation. Expenses are decreasing by $9.2 million over FY 12-13 due to reduced capital expenditures in Common Facilities 

and Pipeline Facilities funds resulting from funding ending for various small projects. Direct Operations and Maintenance expenditures 

total $19 million, a decrease of $565,000 over FY 12-13 primarily from lower consulting services, software purchases, and equipment 

usage charges. 

Revenues reflect the proposed FY 13-14 water rate increases of 3.84% to 4.95% depending on the aqueduct. The increases in rates are 

primarily attributable to the costs of the Biological Opinion, and water contractors’ voluntary building fund balances in the aqueduct 

capital funds in anticipation of future project needs. 

Renewable Energy / Sustainability 

The renewable energy/sustainability function includes development of renewable energy projects and project financing to help make the 

County of Sonoma more sustainable in response to climate change. Costs of studies and Water Agency labor being spent on the Sonoma 

Clean Power program are also included in this fund. The Sonoma Clean Power Joint Powers Authority will reimburse the Water Agency 

for these expenses in future fiscal years. 

Expenses total $2.2 million, an increase of $839,000 over FY 12-13 due to increases in various professional and industry membership 

and education costs, Water Agency labor costs, and consulting services for a variety of renewable energy, energy efficiency, climate 

change and sustainability programs and projects. Expenditures are funded by the Water Agency General Fund. This budget unit also 

includes $100,000 in Water Agency labor costs and $400,000 in consulting contracts managed by the Water Agency to continue the 

development of the Sonoma Clean Power program until the Joint Powers Authority is operational. These costs will be reimbursed to the 

Water Agency in future fiscal years, anticipated to begin in FY 14-15 per agreement with the Joint Powers Authority and the Water 

Agency. 

Sanitation 

The Water Agency provides sanitation functions to county sanitation districts (CSD) and zones. The maintenance and operation of 

collection systems, treatment plants, and recycled water disposal and reuse systems constitute the on-going work of this program area. 

The discussion of each county sanitation district (CSD) or zone operated by the Water Agency includes a statement regarding the level 

of service provided under the proposed budget. The levels of service are defined as follows: 

• Minimum Level of Service: Includes services necessary for the protection of public health and safety, employee safety, and the 

environment. 

• Standard Level of Service: Includes services necessary to operate and maintain the sanitation systems in order to limit or reduce 

the risk of (1) service interruption and (2) violations of the respective National Pollutant Discharge Elimination System (NPDES) 

permit or Waste Discharge Requirements issued by the regional boards. 

• Asset Preservation Level of Service: Includes services and programs necessary to (1) operate, maintain and replace facilities and 

equipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on the quality of life 

in the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs. 

The Water Agency establishes and closely monitors fund balance targets (designated fund balance levels) for each of the operational 

funds to ensure the effective financial management of Water Agency operations. Fund balance accumulation is necessary because of the 

timing of the bi-annual collection and allocation of revenues through the tax rolls. Also because of the variation from year to year in 

operational needs, the fund balances of each district and zone can be expected to vary significantly from the target guideline in any given 

year. The Water Agency may increase fund balances to use for future capital improvements. Later, the fund balance will be decreased to 

avoid borrowing money for the capital project. Additionally, the Water Agency will use expenditure control and rate increases where 

appropriate to bring any projected fund balance shortfalls in line with these targets. 

Occidental CSD – Projected to operate at Minimum Level of Service during FY 13-14 

FY 13-14 expenditures total $1.4 million, an increase of $58,000 over FY 12-13 due to transfers to finance the Capital Replacement 

Program. Revenues are budgeted at $1.2 million, an increase of $229,000 from FY 12-13. The Occidental CSD operations and 

maintenance expenses are expected to increase $13,000 primarily reflecting increases in district operations staff support services. 

Transfers to the Capital Fund are increasing from $70,000 to $500,000 in anticipation of future expenses for increased storage capacity. 

The Occidental CSD continues to face very serious financial and operational difficulties, with operating revenues and Occidental CSD’s 

fund balance being inadequate to fully support operations and maintenance. As such, the budget includes a $750,000 transfer from the 

Water Agency’s General Fund to Occidental CSD. 



148 


Russian River CSD – Projected to operate at Standard Level of Service during FY 13-14 



FY 13-14 expenditures total $5.5 million, decreasing by $170,000 from FY 12-13 primarily due to reduced capital expenditures 

following completion of the UV treatment project. The operations and maintenance costs are also budgeted to decrease from reduced 

consulting expenses, while these decreases are offset by increasing transfers to the Construction Fund of $440,000 for improvements to 

the Biological Nutrient Removal process. Revenues are budgeted at $3.9 million, an increase of $129,000 from FY 12-13 due to 

increased rates. 

Sonoma Valley CSD – Projected to operate at Asset Preservation Level of Service during FY 13-14 

FY 13-14 expenditures total $31.1 million, a decrease of $835,000 due to a reduction in equipment usage charges and consulting 

services and reduced interest on long term debt of $215,000 resulting from successful refinancing of existing debt. Revenues are 

budgeted to increase of $609,000 from FY 12-13 due to the 5.0% rate increase which will be used to sustain the multiyear program to 

replace the collection system. 

South Park CSD – Projected to operate at Standard Level of Service during FY 13-14 

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 

capital replacement transfers. The construction fund was built up previously in anticipation of the projects scheduled for this coming 

year. The operations and maintenance expenditures are budgeted to increase $34,000, primarily due to increases in the maintenance 

agreement costs passed on from the City of Santa Rosa. Revenues are budgeted at $3.3 million, a $95,000 increase from FY 12-13, 

reflecting a 2.5% increase in rates. 

The South Park CSD wastewater is treated and disposed of by the City of Santa Rosa at the Laguna Sub-regional Treatment Plant. In 

accordance with an agreement with the South Park CSD, the City of Santa Rosa is currently responsible for the operation and routine 

maintenance of the collection system. The agreement also requires that the South Park CSD replace, slip-line or repair 41,610 feet of the 

collection system and upgrade the Todd Road lift station before the transfer takes place. To date 12,122 feet of this work remains to be 

completed, pending the availability of funding. Timing of the final replacement of the collection system and other improvements are 

dependent upon the ability of the district to fund the last $3 million on a pay-as-you go basis in future years. Completion of this work 

and the need to annex the district into the City of Santa Rosa means that the district will continue as a separate entity for the foreseeable 

future. 

Sea Ranch Sanitation Zone – Projected to operate at Standard Level of Service during FY 13-14 

FY 13-14 expenditures total $750,000, an increase of $110,000 over FY 12-13, reflecting various minor increases in operations and 

maintenance expenditures as well as small projects in the Construction Fund to improve pumping and storage capabilities. Revenues 

total $549,000, reflecting an increase of $20,000 over FY 12-13 due to a 3.5% rate increase. The remaining expense costs are covered 

through depreciation and fund balance to be used for the capital projects. 

Penngrove Sanitation Zone – Projected to operate at Standard Level of Service during FY 13-14 

FY 13-14 expenditures total $763,500, reflecting an increase of $20,000 from FY 12-13 resulting from increases in the charges from the 

City of Petaluma and consulting costs, offset by decreases in transfers to the construction fund due to no projects being planned in the 

upcoming fiscal year. Revenues total $667,000, increasing by $35,000 from FY 12-13 due to a 5% rate increase. 

Geyserville Sanitation Zone – Projected to operate at Asset Preservation Level of Service during FY 13-14 

FY 13-14 expenditures total $386,000, including operations and maintenance budgeted expenditures decreasing by $4,000 from FY 12- 

13 and construction fund decreases of $30,000. Revenues total $295,000, an increase of $7,000 from a 2% rate increase. Use of fund 

balance and depreciation make up the difference in expense. 

Airport-Larkfield-Wikiup Sanitation Zone – Projected to operate at Standard Level of Service during FY 13-14 

FY 13-14 expenditures total $4.9 million, an increase of $323,000 over FY 12-13. Operations and maintenance expenditures are 

increasing by $408,000 due to increases in district operations costs and the purchase of capital equipment. Offsetting these increases are 

lower transfers to the construction fund as there are less projects planned in the upcoming fiscal year. Revenues total $3 million, an 

increase of $172,000 due to a 7% rate increase. The difference between revenues and expenses is made up by use of fund balance and 

depreciation. 



149 





The General Manager concurs with the County Administrator’s recommended budget. 


There are three key strategic planning documents guiding the Water Agency's functions and activities. The first is the Water Agency's 

Strategic Plan, developed in 2012, which help guide the Water Agency’s activities for the next five years. The second is the Water 

Supply Strategies Action Plan which is updated annually and addresses the water supply challenges faced by the Water Agency and its 

water customers. The third guiding document is the County’s Strategic Plan, which gives general guidance and direction to the Water 

Agency on key goal areas. Together, these three plans frame the Water Agency’s program work and advancements. 

The Water Agency Strategic Action Plan Objectives are: 1) protect the health and safety of the public and the environment; 2) manage 

sanitation systems in a cost-effective manner; 3) encourage beneficial use of recycled water; and 4) adequately fund and implement 

infrastructure replacement and upgrade projects. The Water Agency objectives relate to the County’s Strategic Plan in variety of areas, 

most substantially through Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship by providing the 

infrastructure necessary to transmit clean water to the community as well as collection and treatment and flood control measures. 

Additionally, a number of FY 13-14 infrastructure projects will support environmental stewardship by complying with the Biological 

Opinion and expansion of various recycled water initiatives and continued support of Sonoma Clean Power. 


• Completed 5 year update to the Water Agency’s Strategic Plan. 

• Completed the first mile of demonstration habitat enhancements in Dry Creek related to the Biological Opinion. 

• Continued to improve operating procedures, documentation, and the training of employees as required by ISO 14000 and ISO 9001. 

• Received a total of $4.98 million in grants for various projects. 

• Achieved cost savings to match declining revenue and received an AA+ bond rating on its water revenue bonds from Standard and 

Poor’s. Received an AA- rating on the Sonoma Valley County Sanitation District Bonds. As a result of refinancing there were net 

present value savings of more than $3 million over the life of the bonds. 

• Continued to expand the Sonoma County Youth Ecology Corps summer youth employment program. 

• Completed the Community Choice Aggregation Feasibility Study. 

• Implemented partial variable rates for annual sanitation service fees in Sonoma Valley County Sanitation District. 

• Lead Integrated Regional Water Management efforts in the Bay Area and North Coast Regions. 

• Updated the Water Supply Strategies Action Plan and completed priority activities from the prior plan document including: study of 

the inflatable dam on riverbank filtration; development of an Emergency Response Plan for natural disasters affecting the water 

transmission system; and development of the Sonoma County Efficiency Financing program to help local government and non-profits 

finance energy projects. 

• Used the Water Supply Strategies and Long Range Financial Model with water contractors to cooperatively develop strategic capital 

projects and wholesale water rates. 

• Proactively replaced aging isolation valves in the water distribution system. 

• Worked with the Eel Russian River Commission and the counties of Humboldt and Mendocino to develop and implement a regional 

plan to prevent spread of invasive quagga and zebra mussels in North Coast waterways. 

• Assisted the US Army Corps of Engineers to get funding for the Coho Brood Stock Facility at Warm Springs Dam. 

• Completed the shade structure and other improvements at the Rock Pile Road property. 

• Implemented scheduled public tours of the Water Agency’s water supply and sanitation facilities with over 150 participants. 

• Participated in the formation of the Russian River Independent Science Review Panel. 



150 





• Secure grant funding for continued implementation of the Biological Opinion and continue to pursue state and federal funding for 

natural hazard reliability projects, as a way of reducing costs to rate payers. Continue to pursue strategic partnerships and alliances to 

leverage staff and funding resources. 

• Continue environmental and technical analyses to modify minimum instream flow requirements and to make technical adjustments to 

existing water rights. 

• Conduct further rate studies for water services. 

• Complete the move of the Service Center into Airport Sanitation Zone facility and sell or lease the 2150 West College Avenue 

facility. 

• Prepare a Supervisory Control and Data Acquisition Master Plan and begin an update to the Information Technology Master Plan. 

• Prepare environmental documents for Occidental County Sanitation District reclamation system improvements. 

• Construct recycled water expansion projects in the Sonoma Valley County Sanitation District including components of the Napa 

Sonoma Marsh and Sonoma Valley Recycled Water projects. 

• Continue to implement groundwater studies and Groundwater Management Plans in Sonoma Valley and the Santa Rosa Plain. 

• Continue developing integrated storm water detention and groundwater recharge projects in the flood control zones 1, 2, and 3. 

• Continue potential implementation of Community Choice Aggregation (Sonoma Clean Power). 

• Work with Sonoma County Youth Ecology Corps to expand programs to local parks. 



151 




152 



To foster a healthy business environment and provide services that promote 

the local economy. 


The Sonoma County Economic Development Department (EDD) provides 

ECONOMIC DEVELOPMENT DEPARTMENT 

Ben Stone, Director 



Total Revenues/Use of Fund Balance 


Total Staff 


$4,128,823 

$4,128,823 

$0 

9.00 

0.00% 

services to encourage the startup, retention, and expansion of Sonoma County 

businesses and jobs. The EDD further promotes economic development by 

encouraging tourism through funding agreements with visitor centers that serve the unincorporated areas of the County, and Sonoma 

County Tourism (SCT). The EDD also operates the film office. 

The EDD’s budget is organized into two divisions - Business Assistance Services and Research and Program Development. Within 

Business Assistance Services there are four primary functions: Business Retention and Expansion, the Film Program, Green Business, 

and Worksite Wellness. Within Research and Program Development there are three primary functions: Workforce Development, 

Workshops, and Tourism. 

Ben Stone 

Director 

Business Assistance 

Services 

$1.1 M 

Research & Program 

Development 

$3.0 M 


Funding Uses 

$435,270 


Tax 

Business Assistance 

Services 

$1,146,022 

$3,693,553 

External 


Research & Program 

Development 

$2,982,801 



153 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Business Assistance Services 5.50 5.50 6.50 1.00 18.2 

Research & Program Development 2.50 2.50 2.50 0.00 - 



FY 12-13 FY 13-14 $ % 


Business Assistance Services 1,024,248 1,146,022 121,774 11.9 

Research & Program Development 3,052,548 2,982,801 (69,747) (2.3) 



Transient Occupancy Tax 3,560,602 3,693,553 132,951 3.7 

External Reimbursements 480,194 435,270 (44,924) (9.4) 

Research Grants 36,000 0 (36,000) (100.0) 



Expenditures for the Economic Development Department are $4.1 million, an increase of $52,000 over FY 12/13. This is primarily due 

to salary and benefit increases associated with the addition of one position to the Business Assistance Services program and increased 

overhead and internal services costs, including those associated with increased investment in future technology infrastructure 

replacement needs. The Business Assistance Services program is primarily responsible for providing early detection of problems 

experienced by local businesses and developing solutions to keep jobs in Sonoma County. In order to better meet the expanding 

demands on the department and program needs, this recommended budget includes the addition of 1.0 FTE Department Analyst position 

to serve as the Business Assistance Officer, increasing permanent support for the business assistance hotline, permit and business 

development and expansion liaison and troubleshooting functions, and general business assistance with the startup and expansion of area 

businesses. The position is currently funded as a half-time extra-help position but the growing demand for these services has resulted in 

the need to make this a fulltime, permanent position. 

Revenue increases are associated with increased appropriations from the Advertising Fund (Transient Occupancy Tax) to support the 

increased expenditures. These increased revenues are offset slightly by a decrease in revenue of $36,000 from the Economic 

Development Foundation which previously provided reimbursement for a portion of research contracts which are now funded by the 

Department, resulting in a net revenue increase over FY 12/13 of $52,027. 




The services and goals of the Economic Development Department most closely align with “Economic & Environmental Stewardship”. 

Both the Business Assistance Services and the Research and Program Development areas help to build and retain jobs in Sonoma 

County and create partnerships between the private and public sectors. 



154 




FY 12-13 ACCOMPLISHMENTS 

• Developed a business retention and expansion program and visited over 100 businesses throughout the unincorporated area of the 

county. 

• Launched the Business Assistance Program and Hotline to assist businesses in navigating the regulatory environment and 

troubleshooting any roadblocks to doing business. The Departments offers a suite of free business development tools including 

access to industry trends, market demographics, site selection, and techniques for reaching new markets. 

• Coordinated and staffed efforts of the Innovation Action Council to complete an action plan on permits, workforce, and branding. 

The plan was developed in collaboration with local educational institutions, the Workforce Investment Board, and the Santa Rosa 

Chamber of Commerce Building Economic Success Together (BEST) Program with the goal of providing educational programs 

and workforce development training specific to the needs of employers and to help further develop local economic clusters. 

• Led the effort to establish a Foreign Trade Zone in Sonoma County to give local businesses a competitive advantage when 

importing materials used in value-added production. 

• Expanded technical assistance efforts by offering workshops on foreign trade zones, exporting, access to capital, and business 

development tools. 

• Successfully completed the third year of sponsoring Restaurant Week with record attendance and growing impact on local 

economy. 

• Continued successful sponsorship of three major business economic forecasting events with record attendance. 

• Continued collaboration and partnership with the Building Economic Success Together (BEST) Program, including providing 

$100,000 in financing to the program. 

• Continued funding support of five Visitor Center programs supporting tourism efforts across the County and implemented a unified 

signage program which will assist visitors in locating and identifying visitor centers and related information booths. 

• Spotlighted the craft brewery industry with a new industry survey, video spotlighting nationally recognized local brewery, and craft 

brewery industry workshop. 

FY 13-14 OBJECTIVES 

• Continue to grow and expand the business retention and expansion program launched this year with the intent to visit over 150 

businesses throughout the county with a focus on the unincorporated area of the county. 

• Continue to grow and expand the Business Assistance Program and Hotline to assist businesses in navigating the regulatory 

environment and troubleshooting roadblocks to doing business with the goal of servicing over 50 existing or startup businesses and 

responding to approximately 260 business assistance hotline calls. 

• Provide continued support to countywide tourism efforts by managing contracts for services with Sonoma County Tourism and 

various Visitor Centers. 

• Continue sponsorship of Sonoma County Restaurant Week. 

• Complete an arts sector strategic plan to encourage economic development through the coordination and promotion of the arts and 

cultural activities sector. 

• Expand education and outreach efforts for Green Business Program and certify up to 25 new businesses. 

• Launch a new Workplace Wellness program that promotes the business and community value of healthy workforce initiatives 

among Sonoma County employers, and that recognizes employers for developing and implementing exceptional employee 

wellness programs. 

• Continue the next phase with the Innovation Action Council in developing permit process improvement actions through a multiagency 

public/private partnership; coordinate the efforts of over 40 educational institutions along with workforce development 

providers and business groups to create the region’s first employer-driven workforce strategy; and through a new “Marketing 

Alliance” connect over 30 groups that currently market Sonoma County’s assets to provide enhanced opportunities to market local 

goods and services. 



155 




156 




REGIONAL PARKS 

Caryl Hart, Director 


$19,715,613 

The mission of Sonoma County Regional Parks is to create healthy 

communities and contribute to the economic vitality of Sonoma County by 


acquiring, developing, managing and maintaining parks and trails countywide. Total General Fund Contribution $3,393,411 

Regional Parks preserves irreplaceable natural and cultural resources, and Total Staff 77.00 

offers opportunities for recreation and education to enhance the quality of life 


and well-being of residents and visitors to Sonoma County. 


Regional Parks provides recreational, educational, social, and cultural opportunities for Sonoma County residents and visitors. The 

department budget is divided into two divisions. The Operations and Planning Division includes four primary areas; Marinas which 

includes the management of Mason’s Marina, Spud Point Marina, and the Sport Fishing Center in Bodega Bay, Park Operations which 

is responsible for the safety and security of park visitors and assets, Park Maintenance which is responsible for maintaining and 

repairing park facilities and recreational areas, and Planning & Acquisition which is responsible for obtaining grants, acquiring fee title 

and easements of recreational properties, and the planning and design of recreational and resource projects. The Community 

Engagement Division has three primary areas; Marketing & Partnerships which focuses on community outreach and increasing 

revenue and partnership opportunities for the benefit of park users, Programs which develops and provides education, recreation and 

cultural experiences, and Volunteer Services which coordinates the activities of committed teams of dedicated volunteers who work to 

enhance park facilities and programs. 

Caryl Hart 

Director 

Operations & 

Planning 

Community 

Engagement 

Marinas 

$3.1 M 

Park 

Operations 

$6.2 M 

Park 

Maintainance 

$4.3 M 

Planning & 

Acquisition 

$2.0 M 

Marketing & 

Partnerships 

$485 K 

Programs 

$732 K 

Volunteer 

Services 

$331 K 


$714,504 

$2,525,806 

$2,300,349 

$3,072,823 

$3,393,411 

$360,546 

$1,126,714 

$6,221,460 

General Fund 

Contribution 


Tax & other Taxes 

Park Mitigation Fees 

Memberships/Other 

Fees 


Marina Revenue 




Funding Uses 

$2,525,806 

$328,227 

$695,543 

$493,824 

$3,102,091 

$2,040,409 

$6,551,688 

$3,978,025 

Marinas 

Park Operations 

Park Maintenance 

Planning & 

Acquisitions 

Marketing & 

Partnerships 

Education Programs 

Volunteer Services 





157 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 75.52 76.00 77.00 1.00 1.3% 

Note: FTE Change is .50 FTE Senior Office Assistant to support Planning & Acquisitions, and .50 

FTE Marketing Specialist in Marketing & Partnerships. 


FY 12-13 FY 13-14 $ % 


Operations and Planning 

Marinas 2,906,048 3,102,091 196,043 6.7 

Park Operations 6,579,430 6,551,688 (27,742) (0.4) 

Park Maintenance 3,799,664 3,978,025 178,361 4.7 

Planning & Acquisitions 1,768,657 2,040,409 271,752 15.4 


Community Engagement 

Marketing & Partnerships 349,451 493,824 144,373 41.3 

Education Programs 726,019 695,543 (30,476) (4.2) 

Volunteer Services 238,799 328,227 89,428 37.4 





Transient Occupancy Tax & other Taxes 2,212,366 2,300,349 87,983 4.0 

Park Mitigation Fees 322,202 360,546 38,344 11.9 

Memberships/Other Fees 995,166 1,126,714 131,548 13.2 


Marina Revenue 2,681,806 3,072,823 391,017 14.6 


Use of Fund Balance 863,400 714,504 (148,896) (17.2) 


Note: Transfers and reimbursement of expenses from one part of the Regional Parks budget to another 

total $2.5 million for a net budget of $17.2 million. 


Summary of Changes: Overall expenditures are increasing by $610,000 or 3.2%. Operations and Planning is increasing $376,000 with 

increases in salary/benefits costs and increase in Marina expenditures (details below). Community Engagement is increasing $234,000 

with increases in salary/benefits and a one-time increase due to a change in allocated administrative expenditures. 

General Fund support increases $102,000 or 3.1% from FY 12-13 to resume funding for technology infrastructure that has been deferred 

in recent years, and to develop a Master Plan for Maxwell Farms Regional Park. Non-General Fund revenues increase $508,000 mostly 

driven by a $391,000 increase to Marina Revenue from fuel sales and berthing fees, as well as increased park membership sales and 

Charges for Services, mostly for planning work noted below. 

Marinas 

Expenditures increase $196,000 (6.7%) mainly due to an increase in the volume of fuel purchases for salmon and crab season and 

seasonal extra-help staffing at Mason’s Marina to maintain docks, and increase berthing capacity. 



158 




Park Maintenance 

Expenditures increase $178,000 (4.7%), and are primarily driven by landscaping equipment purchases for Ragle and Doran Parks, which 

are funded by the Equipment Replacement Fund. 

Planning & Acquisitions 

Expenditures increase of $271,000 (15.4%) reflect the restoration of staffing necessary to address an increase to reimbursable planning 

projects including Hood Mountain Park, Russian River Access, Sonoma Schellville Trail, Sonoma Valley Park, and Riverfront Park. 

Increases in Park Mitigation Fee revenue and Charges for Services fund these increased costs. 

Marketing & Partnerships 

Expenditures increase $144,000 (41.3%) mostly due to additional staffing to expand retail partnerships, providing more points of sale to 

increase park membership sales, and for additional program support to the Environmental Discovery Center (EDC). EDC program 

support is fully reimbursed from Spring Lake Park. 


Expenditures increase $89,000 (37.4%) due to increased staffing cost to oversee approximately 550 parks volunteers toward the 

completion of several high priority projects throughout the park system. 




Of the four goals in the County’s Strategic Plan, services provided by Regional Parks align most closely with “Economic and 

Environmental Stewardship”. Operations & Planning contribute to the economic vitality of Sonoma County by acquiring, developing, 

managing and maintaining parks and trails countywide. $17.9 million (91%) is spent in support of this area. 

9% of the budget or $1.8 million is spent on Community Engagement which is supports “Safe, Healthy and Caring 

Communities”. Community Engagement creates healthy communities by offering opportunities for recreation and education to enhance 

the quality of life and well-being of residents and visitors to Sonoma County. 


OUTCOME MEASURES SUMMARY 

FY 11-12 FY 12-13 FY 13-14 

Outcome Measures/Indicators 


Park Visitors 

Actual 

5,383,600 

Estimated 

5,843,143 

Projected 

5,709,437 

Marketing & Partnerships 

Membership Sales 16,971 18,618 19,549 


Volunteer Hours 38,000 40,000 42,000 


Camping Nights Booked 31,034 30,442 30,430 

Marina 

Occupancy Rate 61.7% 61.8% 68.4% 

Notes: The Indicators presented above will form the basis for future development of performance 

measures. 



159 





• Improved service and operational efficiencies with the installation of 13 electronic pay stations to provide park visitors with the option 

to use credit cards for the payment of parking fees. 

• Operated and maintained Annadel State Park in partnership with California State Parks and numerous organizations including the 

Sonoma County Trails Council, Valley of the Moon Natural History Association and the Park Alliance of Sonoma County. 

• Opened and commenced operation of the Laguna de Santa Rosa Trail and the 1,100 acre Taylor Mountain Regional Park. 

• In partnership with the Roseland Health Clinic and the Department of Health Services, created the Parks Prescription Program to 

encourage healthy behaviors and outdoor activities. 

• Increased Park Memberships 10%, from 16,971 to 18,618. 

• Partnered with Information Systems Department to pilot the County’s new Web Content Management System. The departments 

collaborated to design and launch a more dynamic and interactive website, which provides visitors new resources and ideas for getting 

out and active in Sonoma County. 

• Secured $12 million in funding from Federal, State, private, and local sources for multi-year park development projects, including a 

$750,000 State Development Grant for Phase I of Taylor Mountain Regional Park and $2.1 million in Federal and State disaster repair 

funding (FEMA/CALEMA). 

• Completed repairs from storm damage in 2005-06 at Hood Mountain Regional Park, and reopened the Los Alamos Road trailhead. 

• Completed major repairs to the South Breakwater at Bodega Bay and shoreline protection repairs to Spud Point Marina, Sport Fishing 

Center and Doran Park. 

• Completed ADA improvement projects at Ernie Smith & Healdsburg Veterans Memorial Beach. 


• Develop the Sonoma County Integrated Park Plan to align Regional Parks and trails with state parks, city parks, publicly accessible 

Sonoma County Agricultural Preservation and Open Space District (SCAPOSD) lands, and other public access lands into a cohesive 

network to expand recreational opportunities, tourism and build on Health Action goals. 

• Increase community engagement and increase overall park membership by 5%. 

• Intensify web-based communication, marketing and e-commerce strategies. 

• Implement a long-term sustainability plan for the Marinas properties. 

• Develop and open the Taylor Mountain Regional Park trailhead at Petaluma Hill Road. 

• Begin construction of Riverfront Regional Park Phase 3 and Steelhead Beach Campground. 

• Complete Bay Area Ridge Trail at Los Guilicos and Hood Mountain Regional Park. 

• Develop and open the SMART Bikeway between the Joe Rodota Trail and Hearn Avenue. 

• Accept the transfer of the 1,610 acre Tolay Creek Ranch Property from the Sonoma Land Trust. 

• Provide the Board with a comprehensive analysis and program to address system-wide deferred maintenance projects, associated 

costs, and funding strategy. 

• Complete transfer from the SCAPOSD of high priority properties pursuant to the adopted SCAPOSD fee lands strategy. These 

include the North Sonoma Mountain Regional Park & Open Space Preserve, and the Lawson property on Hood Mountain. 



160 


1 1 

Mendocino 


3 8 

C l o v e r d a l e 

4 

Su l p h u r C r e e k 

Lake 


3 5 

3 4 

3 3 

3 2 

3 1 

Sou th Fo rk Gu alala River 

4 3 

?ÔE 

Lake 

Sonoma 

Russian River 

Russian River 

Dry Creek 

!( 

KÍ 

1 2 4 4 1 0 4 2 5 1 2 9 

G u e r n e v i l l e 

2 5 

Sa l m o n C r ee k 

2 7 

4 1 

5 0 

7 3 2 6 

?ÔE 

H e a l d s b u r g 

AÜH 

4 9 

2 8 

4 8 

L a g u n a D e Sa n ta R o s a 

1 3 

9 

W i n d s o r 

S e b a s t o p o l 

3 7 

2 1 

3 0 

4 7 

19 

5 

Marin 


AçH 

Mark West Creek 

S a n t a 

R o s a 

1 4 

4 5 

R o h n e r t 

P a r k 

1 7 

6 

C o t a t i 

KÍ 

4 0 

Sant a Ro sa Creek 

5 2 

?ÝE 

2 4 

1 5 

P e t a l u m a 

3 6 

1 8 

1 

3 9 

2 3 

2 0 

8 

2 2 

Petaluma River 

AÜH 

4 6 

AàH 

?È 

Napa 


2 

S o n o m a 

So n o m a C r ee k 

AàH 

1 6 

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 

1. Alder Park 

2. Arnold Field 

3. Bird Walk Coastal Access 

4. Cloverdale River Park 

5. Colgan Creek Trail 

6. Crane Creek Regional Park 

7. Doran Beach Regional Park 

8. Ernie Smith Community Park 

9. Foothill Regional Park 

10. Forestville River Access/Mom's Beach 

11. Gualala Point Regional Park 

12. Guerneville River Park 

13. Healdsburg Veteran's Memorial Beach 

14. Helen Putnam Regional Park 

15. Hood Mountain Regional Park 

& Open Space Preserve 

16. Hudeman Slough Boat Launch 

17. Hunter Creek Trail 

18. Kenwood Plaza Park 

19. Laguna De Santa Rosa Trail 

20. Larson Park 

21. Maddux Ranch Park 

22. Maxwell Farms Regional Park 

23. Moran Goodman Park 

24. North Sonoma Mountain Regional Park 

(SCAPOSD/County Owned) 

25. Occidental Community Center 

26. Pinnacle Gulch / Short Tail Gulch Trail 

27. Porto Bodega Sport Fishing Center 

28. Ragle Ranch Regional park 

29. Riverfront Regional Park 

30. Santa Rosa Creek Trail 

31. Sea Ranch Access Trail Black Point 

32. Sea Rach Access Trail Pebble Beach 

33. Sea Ranch Access Trail Shell Beach 

34. Sea Ranch Access Trail Stengel Beach 

35. Sea Ranch Access Trail Walk On Beach 

36. Shaw Park 

37. Shiloh Ranch Regional Park 

38. Soda Springs Reserve 

39. Sonoma Valley Regional Park 

40. Spring Lake Regional Park 

41. Spud Point Marina / Mason's Marina 

42. Steelhead Beach Regional Park 

43. Stillwater Cove Regional Park 

44. Sunset Beach River Access 

45. Taylor Mountain Regional Park 

& Open Space Preserve 

46. Tolay Lake Regional Park 

47. Tom Schopflin Fields 

48. Watson School 

49. West County/Joe Rodota Trail 

50. Westside Regional Park 

51. Wohler Bridge Fishing Access 

52. Annadel State Park ( State Owned) 

S O N O M A C O U N T Y R E G I O N A L P A R K 

F A C I L I T I E S M A P 

: 

Sonoma 

Regional 

Data Source: Sonoma County ISD 


Parks 

City Limits 

County Park 

0 5 

10 20 

Miles 

April, 2013 



161 




162 


OTHER COUNTY SERVICES 

Other County Services contains the following departmental budgets: 

Sonoma County Agricultural Preservation & Open Space District 

Agricultural Commissioner 

U.C. Cooperative Extension 

Library 

Fairgrounds 

Advertising 


17% 


Services 

6% 


3% 


Services 

26% 



Services 

13% 

Development 

Services 

35% 



163 

Other County Services


FY 2013-2014 2012-2013 Recommended Budget 

164 



AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT 

William J. Keene, General Manager 




$36,012,837 

The mission of the Sonoma County Agricultural Preservation and Open 


Space District (District) is to permanently preserve the diverse landscapes of 

Sonoma County for future generations, including working farms and ranches, Total General Fund Contribution 

$0 

greenbelts and community separators between and around urban areas, Total Staff 25.50 

natural areas and wildlife habitat, and land for public access and passive 

recreation. 



Funded by a dedicated, voter-approved sales tax (Measure F), the District partners with willing landowners, public agencies, and 

non-profit organizations to permanently protect land from development through agreements with landowners (conservation easements) 

and outright purchase of land. District acquisitions are guided by a long-range plan, “Connecting Communities and the Land,” which 

reflects community desires and values and directs preservation to the highest priority farmlands, greenbelts, natural areas, and 

recreational lands. 

The District is organized into three units: Conservation Planning, which develops and analyzes data to ensure the highest value land is 

protected; Stewardship which monitors conservation easements, and manages properties that the District owns in fee, to ensure that the 

values purchased are maintained in perpetuity; and Acquisition, which purchases conservation easements to protect farmland, 

greenbelts, natural areas, and recreational lands. Debt Service reflects repayment of Measure F 2007 bond financing used to purchase 

high priority conservation easements and fee properties. 

William Keene 

General Manager 

Conservation 

Planning 

$3.0 M 

Stewardship 

$4.6 M 

Acquisition 

$20.9 M 

Debt Service 

$7.5 M 


$7,178,482 

$548,697 

Sales Tax Earned 

(OSSTA) 

Contributions 

(OSSTA) 

Funding Uses 

$7,508,200 

Conservation 

$2,991,110 Planning 

$4,577,914 

Stewardship 

$166,188 

Rental Income 

$19,051,200 

Interest Earned 

Acquisition 

$9,068,270 


$20,935,613 

Debt Service 



165 





FY 12-13 FY 12-13 FY 13-14 FTE % 


Permanent Positions 24.75 24.75 25.50 0.75 3.0% 


FY 12-13 FY 13-14 $ % 


Conservation Planning 2,599,792 2,991,110 391,318 15.1 

Stewardship 7,614,478 4,577,914 (3,036,564) (39.9) 

Acquisition 13,626,086 20,935,613 7,309,527 53.6 

Debt Service 7,506,600 7,508,200 1,600 0.0 



Sales Tax Earned (OSSTA) 16,128,000 19,051,200 2,923,200 18.1 

Contributions (OSSTA) 7,375,931 9,068,270 1,692,339 22.9 

Rental Income 166,188 166,188 0 - 

Interest Earned 641,769 548,697 (93,072) (14.5) 




Expenditures of $36 million are increasing by $4.7 million or 14.9% over FY 12-13 levels. The increase is due to new planned land 

acquisitions, partially offset by lower planned stewardship costs. Specifics are discussed below. Position allocations increase by .50 FTE 

Administrative Aide and .25 FTE Accounting Tech. in order to appropriately address administrative workload. Additional costs for this 

administrative support are spread across program areas. 

Revenues overall are increasing 14.9%, due to projected sales tax growth resulting in $2.9 million (18%) increase over FY 12-13 budget 

in Measure F Sales Tax Earned. Sales tax revenue was budgeted very conservatively in FY 12-13 due to economic uncertainties. 

Therefore, the FY 13-14 recommended budget reflects a 1% increase over actual FY 12-13 Measure F Sales Tax revenue projections 

(about $18.9 million) in FY 12-13. Contributions from the Open Space Special Tax Account (OSSTA) increase $1.7 million (23%). 

These revenue increases along with Use of Fund Balance will support funding Acquisition costs noted below. 

Conservation Planning 

Expenditures are increasing $391,000 (15%) primarily due to a one-time increase in planned work on habitat data collection and 

analysis. 

Stewardship 

Costs are budgeted to decrease $3.0 million (40%) from FY 12-13 mostly due to the completion of several large recreational 

infrastructure projects, and reduced land management costs resulting from the successful transfer of several fee properties in FY 12-13 to 

partner entities which become responsible for ongoing land management costs. 

Acquisitions 

Land acquisition expenditures increase $7.3 million (54%) due to planned conservation easement and fee title purchases and are funded 

primarily by Measure F proceeds and use of fund balance as identified in the District’s 2012-2015 Work Plan. FY 13-14 expenditures of 

$20.9 million include $6.9 million in re-budgeted appropriations for acquisitions anticipated but not completed in FY 12-13. These 

appropriations also include funding for the District’s Matching Grant program where operations and maintenance funding is provided to 

the partnering entity for the first three years after recreational fee property transfers. 



166 




LONG TERM FINANCIAL PLAN 

SCAPOSD Fund FY 12/13 - 15/16 FY 16/17 - 20/21 FY 21/22 - 25/26 FY 26/27 - 30/31 

Beginning Cash Balance 68,725,265 38,257,726 20,120,148 6,953,863 

Revenues 

Sales Tax & Interest Earned 68,219,446 90,624,142 96,092,623 81,495,330 

Expenditures 

Operating 31,908,601 33,785,920 34,376,708 26,349,174 

Stewardship 7,022,377 6,729,000 7,629,000 7,229,000 

Land Purchases 29,759,787 30,716,000 29,716,000 24,816,000 

Debt Service 29,996,220 37,530,800 37,537,200 30,027,050 

Total Expenditures 98,686,985 108,761,720 109,258,908 88,421,224 

Ending Cash Balance 38,257,726 20,120,148 6,953,863 27,969 

Stewardship Reserve Fund 12,669,875 17,780,248 24,622,394 32,552,951 


The General Manager concurs with the County Administrator’s recommended budget. 


Of the four goals in the County Strategic Plan, programs provided by the Agricultural Preservation and Open Space District most closely 

align with the goal of “Economic and Environmental Stewardship.” All activities under the District’s Conservation Planning, 

Acquisition, and Stewardship Programs ($28.5 million) identified in this budget are aimed at achieving the outcomes of this goal 

including: 

• Protecting, maintaining, and managing public lands and open space systems. 

• Ensuring that agricultural resources are preserved and valued for food and for maintaining links to our County’s agricultural 

heritage. 

• Protecting watersheds, promoting biodiversity and contributing to recreational and economic vitality. 



FY 11-12 FY 12-13 FY 13-14 


Transfer of Fee Properties (acres) 0 1,100 1,000 

Agricultural Leases (acres) 4,000 4,000 4,600 

Conservation Valuation Complete N/A 15% 75% 

Carbon Sequestration Analysis Complete N/A 25% 75% 

# Public Events* 200 150 200 

# Trained Volunteers* 400 500 750 

Note: *Indicates Measures of Community Outreach Efforts. The Indicators 

presented above will form the basis for future development of true performance 

measures. 



167 





• With partners, protected nearly 20,000 acres of land at a District cost of approximately $6.3 million, including the acquisition of 

Preservation Ranch, ensuring increased wildlife habitat and preserving water quality for Coho, Chinook, and Steelhead. This brings 

total acres protected by the District to107,100. 

• Initiated six new conservation easement acquisition projects with active agricultural operations totaling nearly 2,300 acres. 

• Through the County Lands Project, completed an inventory, report, and application process for public lands available for 

agricultural use. 

• Created the Fitch Mountain Open Space Preserve which will provide opportunities for the public enjoyment of the land and critical 

access to future parkland. 

• In collaboration with stakeholders, partners, and the community, developed a Board-approved Fee Lands Strategy; prioritizing fee 

properties for transfer and further analysis of disposition options, and identifying focus areas for interim management of properties. 

• Transferred or initiated transfer of all highest priority fee properties to partnering entities, including Montini to the City of Sonoma, 

and Taylor Mountain to Regional Parks. The majority of all properties will be opened for public recreational use. 

• Awarded approximately $1.4 million, and initiated agreements to award an additional $1.1 million, through the Matching Grant 

Program for urban open space projects in Forestville, Guerneville, Santa Rosa, Sebastopol, and Sonoma, to preserve and enhance 

urban open space land and increase public access to these lands. 

• With partners, initiated implementation of the Conservation Valuation initiative to analyze the economic benefits of conservation 

related to protecting drinking water supplies, providing flood control, enhancing recreational tourism, and supporting local 

agricultural viability. 

• Provided public access to lands through the Taylor Mountain Permit program, District Outings, and Agricultural and 

Environmental Education programs. 

• Secured nearly $1.5 million in outside grant funds, to support acquisition and habitat enhancement of the Mark West properties, 

construction of the North Slope Sonoma Mountain Ridge Trail project, and an Economic Valuation of Conservation in Sonoma 


• With county and community partners, embarked on the development of a county-wide vegetation and habitat map to be used for 

planning and prioritizing land acquisition as well as providing quality baseline data for land management. 


• Prioritize and pursue land and easement acquisitions based on important resource values, partnerships, and available funding, and 

initiate ongoing stewardship of each acquisition. 

• Continue statewide efforts through the Working Lands Coalition to advocate for funding for agricultural land conservation. 

• Complete implementation of the Board-approved Fee Lands Strategy including transfer of several fee properties to park agencies or 

other land management partners. 

• Continue planning, resource management, habitat, and public access projects at District-owned properties, including Montini 

Preserve, Calabazas Creek, Healdsburg Ridge, and North Slope Sonoma Mountain. 

• Continue implementation of county-wide carbon sequestration analysis of forests and open space lands developing a set of maps, 

analyses, tools and policy recommendations that address the role of land conservation in reducing Greenhouse Gas (GHG) 

emissions. 

• Develop a strategy to support efforts to address climate change, both through actions that reduce GHGs actions such as trail and 

bikeway development, and actions that protect Sonoma County lands, native species, and residents from expected impacts of 

climate change. 

• Develop a habitat mitigation policy for District-protected lands. 

• Work with partners to create an incubator farm site on publicly owned land in Sonoma County to help support the long term 

economic viability of local agriculture. 

• Support continued urban open space conservation through the Competitive Matching Grant Program. 

• Measure and publicly report progress on accomplishing the actions outlined in the District’s 2012-2015 Work Plan. 



168 


LAND INTERESTS OF THE 

Sonoma County Agricultural Preservation and Open Space District 

MENDOCINO 

LAKE 

!( 

Preston 

BIG SULPHUR CREEK 

LITT L E 

!( 

Asti 

SULPHUR CREEK 

!( 

!( 

Sea Ranch 

Annapolis 

Stewarts Point 

!( 

Las Lomas 

DRY C RE EK 

!( !( 

!( 

Geyserville 

Lytton 

!( 

Jimtown 

!( 

Kellogg 

NAPA 

AUSTIN CREEK 

PA C IFI C 

!( 

Walsh Landing 

Cazadero 

!( 

!( 

Fort Ross 

El Bonita 

!( Korbel Hacienda 

Guernewood Park 

!( Summerhome !( !( Rio Dell 

!( !( 

Fulton 

!( Guerneville !( Hollydale !( 

!( 

!( 

Mirabel Park Forestville 

Sheridan !( !( 

Jenner 

Duncans !( Mills !( Monte Rio 

!( !( 

Sousas Corner 

!( Graton 

Oakmont 

Camp Meeker !( !( 

!( 

Occidental 

!( !( 

OC E AN 

Carmet 

Freestone 

!( !( 

Cunningham 

Cadwell 

Salmon Creek 

!( 

!( 

!( 

Bodega 

Hessel 

!( !( 

Bodega Bay !( Knowles !( Corner 

!( 

Valley Ford 

Bloomfield 

Fetters Hot Springs 

!( !( 

!( !( 

Penngrove 

!( 

!( 

!( 

!( 

Two Rock 

Mark West Springs 

SANTA ROSA CRE EK 

!( 

M ARK WEST CREEK 

MANTANZAS CREEK 

PETALUMA RIVER 

SAN ANTO NIO CREEK 

Calistoga 

!( 

Kenwood 

Lakeville 

!( 

Glen Ellen 

St. Helena 

Agua Caliente 

Boyes Hot Springs 

El Verano 

!( 

!( 

Schelville 

Big Bend 

!( 

Vineburg 

Yountville 

!( 

!( 

Sears Point 

MARIN 

District Holdings 

Acquisition Plan Designation 

Agriculture 

Greenbelts 

Natural Resources 

Transfer Projects 

Transfer FY 2012-13 

Transfer FY 2013-14 

Public or Protected Land 

0 5 ´ 

Miles 

Map Date: 3/11/10 

S:/GISProjects/Miscellaneous/Countywide/PDFs/countywide_for_CAO_13-14_budget.pdf 

Recreation 

Incorporated City Land Map Date: 3/14/2013 

Sources: Sonoma County GIS Group, 

USGS, Sonoma Land Trust, SCAPOSD 



169 




170 



AGRICULTURAL COMMISSIONER 

Tony Linegar, Agricultural Commissioner/Sealer 




The mission of the Agricultural Commissioner’s Office is to promote and 

protect agriculture, the health and safety of our community, environment and 


the economy through education and the enforcement of laws and regulations. Total General Fund Contribution $1,370,292 



The Agricultural Commissioner’s Office enforces local, state, and federal % Funded by General Fund 27.60% 

laws and regulations pertaining to agriculture, natural resource protection, 

human health and safety, and the marketplace. The department is organized into two distinct divisions: Agricultural and Weights and 

Measures. The Agricultural Division’s primary functions include: Human Health and Safety which enforces pesticide use and 

hazardous materials regulations; Environmental Protection which implements the Vineyard Erosion and Sediment Control and Frost 

Protection ordinances, and serves as the liaison to the Fish and Wildlife Commission; and Agricultural Economic Protection which 

conducts activities that minimize the introduction and spread of noxious pests and pests of economic concern, and promotes agriculture. 

The Weights and Measures Division chiefly provides Economic and Consumer Protection by ensuring fair and equitable business 

practices in the marketplace by testing the accuracy of all commercial weighing and measuring devices used in trade as well as checking 

the quantity of packaged commodities. Under local ordinance, the Division is also responsible for verifying the accuracy of scanners 

used at the point of sale. 


$39,800 

$965,581 

$19,440 

$3,650 

$1,370,292 

General Fund Contribution 

State and Federal Revenue 

Licenses/Fines/Charges for 

Services 

Special Funds 


Funding Uses 

$1,021,809 

$1,280,449 

Human Health & 

Safety 

Environmental 

Protection 

Agricultural 

Economic Protection 

$2,565,766 


$2,120,259 

$542,012 

Economic & 

Consumer Protection 



171 





FY 12-13 FY 12-13 FY 13-14 FTE % 




FY 12-13 FY 13-14 $ % 

Adopted Recommended Change Change 


Agricultural Division 

Human Health & Safety 888,848 1,280,449 391,601 44.1 

Environmental Protection 420,823 542,012 121,189 28.8 

Agricultural Economic Protection 2,484,817 2,120,259 (364,558) (14.7) 

Weights and Measures Division 

Economic & Consumer Protection 943,650 1,021,809 78,159 8.3 




State and Federal Revenue 2,580,379 2,565,766 (14,613) (0.6) 

Licenses/Fines/Charges for Services 832,905 965,581 132,676 15.9 

Special Funds 45,950 39,800 (6,150) (13.4) 

Reimbursements 7,200 19,440 12,240 170.0 




Expenditures for the Agricultural Commissioner’s Office are increasing by $226,000 (5%) to approximately $5 million, primarily due to 

routine salary step increases for existing staff, and the additional funding for a position to coordinate the Vineyard Erosion and Sediment 

Control (VESCO) program. 

The General Fund contribution increases by $113,000 (9%) in support of the VESCO program (detail below). Other revenues increase 

approximately $113,000, mostly driven by an increase of $70,000 in Weights and Measures fee revenues, associated with state-set fee 

levels. 

Human Health & Safety 

The primary program under this category is the Pesticide Use Enforcement (PUE) program which ensures that pesticide use is conducted 

in a safe, effective and legal manner. In recent years department resource have shifted to support high priority, federally funded 

European Grapevine Moth (EGVM) eradication activities. In FY 13-14 expenditures in PUE increase by $392,000 (44%) over 

FY 12-13, as a result of the success of EGVM eradication efforts noted below, and the department shifting resources from other lower 

risk agricultural programs. The department continues to pursue options to enhance PUE funding, after years of impactful reductions to 

this program. 

Environmental Protection 

There will be an increase of 29% or $121,000 in expenditures in this area in FY 13-14. This increase is primarily the result of an increase 

in workload associated with the VESCO program due to the strengthening of the economy leading to an increase in the amount and 

complexity of vineyard development activity and a projected 14% increase in permit applications over FY 12-13. 



172 




Agricultural Economic Protection 

Expenditures are decreasing by about 15% or $365,000. This decrease is largely due to the fact that much of the county has been 

removed from the European Grapevine Moth (EGVM) quarantine. Other programs in the economic protection area will continue to be 

staffed at minimum levels to allow as many resources as possible to be diverted to Pesticide Use Enforcement activities. 

Weights & Measures Economic & Consumer Protection 

Expenditures are increasing by about 9% or $82,000, supported by increases in fee generated revenues. The State has approved a 

Variable Frequency Inspection protocol which allows the division to reduce device inspections with high compliance rates and shift 

those resources to programs that have demonstrated low compliance rates. As a result, in FY 13-14 device inspections will decline, and 

package inspections verifying “net content” and labeling requirements will be increased by nearly 4,000. This shift is reflected in 

Outcome/Performance Measures table below. 


The Agricultural Commissioner/Sealer concurs with the County Administrator’s recommended budget. 


Of the four goals in the County’s Strategic Plan, the services provided by the Agricultural Commissioner/Sealer’s Office align most 

closely with “Economic & Environmental Stewardship” by protecting and supporting the economic and environmental viability of the 

County ($3.68 million), while the specific program area of Human Health and Safety ($1.28 million) most closely aligns with “Safe, 

Healthy, and Caring Communities”. 



Agriculture Division 


FY 11-12 FY 12-13 FY 13-14 

Actual Estimated Projected 

Pesticide Registrant Activities 4,644 4,683 4,704 

Pest Exclusion Inspections 15,625 12,657 8,827 

Pest Detection Traps Serviced 124,150 118,248 112,407 

Grading, Drainage, Vineyard & Orchard Projects 86 132 150 

Weights & Measures Division 

Device Inspections 9,912 9,240 7,000 

Price Verification Inspections 17,618 16,250 16,000 

Quantity Control Inspections 100 1,000 5,000 

Note: The Indicators presented above will form the basis for future development of performance 

measures. 


• Through successful eradication efforts county wine grape acreage under quarantine due to European Grapevine Moth was reduced by 

86%, from approximately 46,500 to 5,600 acres, resulting in no moths detected in the county in 2012 and the county declared 

“eradicated” by the United States Department of Agriculture in early 2013. 

• Launched online Certified Producer Certificate system, which allows producers who sell at certified farmers’ markets to enter their 

own production information for their annual renewal. Use of the free online tool has reduced staff time spent on data entry, and fees 

charged to producers. 

• Partnered with Health Services to launch a free online “Approved Produce Gardener Certificate” to promote local food production 

and distribution by creating a mechanism for local community and school gardens, as well as small growers, to legally sell or donate 

produce to food facilities. 



173 




• Obtained state approval and implemented a Variable Frequency of Inspection protocol for weighing and measuring devices. This 

permits resources to be strategically transferred from higher to lower compliance programs, thereby focusing limited staff time to 

promote improved consumer protection. 

• Replaced the retail fuel testing truck through a Joint Power Agreement with Napa and Marin Counties, saving $22,000. This 

specialized equipment allows increased inspection efficiency and improved work conditions. 

• Cross trained staff in new program areas for greater ability to complete federal and state contract activities and maximize revenue 

from these sources while promoting greater efficiency and improved customer service. 

• Implemented new provisions related to tree removal in the Grading, Drainage and Vineyard and Orchard Site Development 

Ordinance. 


• Conduct various activities to help remove the remaining 5,600 acres of the county from the EGVM quarantine and prevent reinfestation. 

• Implement the agricultural grading and drainage permitting process previously performed by PRMD. Grading and drainage review 

will now be performed in conjunction with VESCO review, allowing a more streamlined process. 

• Expand working partnerships and funding opportunities with other state agencies and district attorney’s offices in order to 

proactively pursue consumer protection cases that have implications of consumer harm across county lines. 

• Continue partnering with the State Regional Water Quality Control Boards and private industry for opportunities to leverage the 

standards and practices already implemented under VESCO to meet the Water Boards’ requirements for agricultural producers to 

submit plans to comply with clean water standards. 

• Improve services in core agriculture programs mandated by the California Food and Agriculture Code. Specifically, target weed 

eradication focusing on the highest priority noxious and invasive weeds not yet widely established, prior to these weeds gaining a 

foothold and spreading to rangelands, open spaces, and recreational areas. 

• Work to meet inspection requirements for all registered devices, complete the annual inspections at retail businesses for the price 

verification program, and respond to all consumer complaints and conduct investigations as necessary. 



174 


U.C. COOPERATIVE EXTENSION 

Stephanie Larson, Director 


MISSION STATEMENT Total Expenditures $757,256 

The mission of the University of California Cooperative Extension (UCCE) 

is to sustain a vital agriculture environment and community in Sonoma 

County by providing University of California research-based information in 

agriculture, natural resource management, and nutrition and youth 

development. 


Total Revenues/Use of Fund Balance 


Total Staff 


$81,350 

$675,906 

5.25 

89.26% 

Through a collaborative agreement between the University of California and Sonoma County, the UCCE provides science-based 

research and educational programming to assist people in Sonoma County in solving problems and creating opportunities in agriculture, 

natural resources, and youth development. The County provides funding for clerical and field support staff, office space and operational 

support for the academic faculty and research staff employed by the University. The UCCE is divided into seven major program areas: 

Horticulture provides education and research assistance and business training to existing and beginning farmers, and supports the 

Master Gardener program; Marine Science promotes the wise use of coastal resources in fishing and aquaculture; Livestock and 

Rangeland Management supports local livestock and dairy industries; Viticulture supports wine grape growers to improve growing 

practices; Integrated Pest Management researches and implements alternative pest control methods; Sonoma County 4-H Youth 

Development provides volunteer training and oversight of the program; Watershed Management includes support of Coho salmon 

recovery efforts. 

Stephanie Larson 

Director 

Horticulture 

$268 K 

Marine 

$46 K 

Livestock & 

Range Mngt 

$77 K 

Viticulture 

$84 K 

Integrated 

Pest Mngt 

$84 K 

4-H 

$153 K 

Watershed 

Mngt 

$46 K 


$7,500 

$35,250 $22,000 

$16,600 

$675,906 

General Fund 

Compost Grant 

Sudden Oak Death 

Grant 

Donations & 


State/Federal 

Funding Uses 

$46,179 

$152,825 

$83,522 

$83,743 

$76,629 

$268,179 

$46,179 

Horticulture 

Marine 

Livestock & Range 

Mngt. 

Viticulture 

Integrated Pest Mngt. 

4-H 

Watershed Mngt. 



175 





FY 12-13 FY 12-13 FY 13-14 FTE % 



Note: FTE's were increased mid-year FY 12-13 by .1 FTE Senior Office Assistant and .5 FTE Dept. 

Analyst. 


FY 12-13 FY 13-14 $ % 


Horticulture 276,831 268,179 (8,652) (3.1) 

Marine 49,590 46,179 (3,411) (6.9) 

Livestock & Range Mngt. 51,795 76,629 24,834 47.9 

Viticulture 81,030 83,743 2,713 3.3 

Integrated Pest Mngt. 72,765 83,522 10,757 14.8 

4-H 170,265 152,825 (17,440) (10.2) 

Watershed Mngt. 35,265 46,179 10,914 30.9 

Total Expenditures 737,541 757,256 19,715 2.7 


General Fund Contribution 635,906 675,906 40,000 6.3 

Compost Grant 16,600 16,600 0 - 

Sudden Oak Death Grant 32,932 35,250 2,318 7.0 

Donations & Reimbursements 23,069 7,500 (15,569) (67.5) 

State/Federal 29,034 22,000 (7,034) (24.2) 

Total Revenues/Use of Fund Balance 737,541 757,256 19,715 2.7 


The recommended budget is $757,256 which includes total expenditure increase of approximately 3% from adopted FY 12-13 budget. 

ISD expenditures increase across all program areas, partially offset by a decrease of $16,000 for one-time desktop replacement costs in 

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 

change to the method for allocating GIS costs across all county departments. 

Overall revenues increase approximately 3% from FY 12-13. General Fund contribution is increasing $40,000 to support the newly 

established position of Agriculture Ombudsman, which provides one-on-one assistance to local farmers and ranchers to develop and 

expand their niche agricultural businesses. State/Federal Revenues decrease by $7,000 (24%) due to a reduction of FY 12-13 activities 

that are eligible for reimbursement, which is received in FY 13-14. This is partially offset by an increase to Sudden Oak Death Grant 

funding. Revenues also reflect a $16,000 (68%) reduction in one-time reimbursement from ISD for computer replacements in FY 12-13. 

As noted above, expenditures related to the replacements also decrease by an equal amount, and therefore there is no net cost impact. 


The UCCE Director concurs with the County Administrator’s recommended budget. 


Of the four goals in the County’s Strategic Plan, the services provided by the University of California Cooperative Extension most align 

with the goal of “Economic & Environmental Stewardship” ($564,000) through natural resource preservation and food production 

programs. 



176 


The 4-H program ($153,000) specifically aligns with the goal of “Investing in the Future”. 



The UCCE complements other strategic County programs, working across departments addressing critical issues such as local food 

systems, Agritourism, streamlining the agriculture and food production permit process, natural resource management, and youth career 

development. 




Horticulture 

Small Farm Consultations 

Master Gardener Educational Meetings* 

Watershed Management 

Ranch Water Quality Plans 

# Adult Coho salmon return to Russian River 

Livestock & Range Mgmt. 

Beg. Farmers & Ranchers Participants* 

4-H 

# of Adult Volunteers* 

# of Members* 

FY 11-12 

Actual 

895 

362 

2 

192 

23 

450 

1000 

FY 12-13 

Estimated 

800 

380 

8 

380 

23 

450 

1100 

FY 13-14 

Projected 

1,000 

410 

9 

496 

30 

460 

1150 

Note: *Indicates success of community outreach efforts. 


• Documented the success of efforts to recover endangered Coho salmon populations in Russian River tributaries in collaboration 

with approximately 500 local landowners, the Department of Fish and Wildlife, National Oceanic and Atmospheric 

Administration. 

• Collaborated on the County Land for Food Production, Phase 1, Community Gardens report, adopted by the Board of 

Supervisors, making County-owned lands available for local food production. 

• Established the Agricultural Ombudsman program which assisted 33 new projects, ranging from a road side produce stand to 

meat sales to a cheese creamery. 

• Graduated 23 local Beginning Farmers and Ranchers, through the USDA Beginning Farmer & Rancher Development Project, 

providing educational and financial information to improve agricultural sustainability. 

• Coordinated the Value Chain project, associated with the North Coast Regional Food System Network, to evaluate the impacts 

agriculture industries make in Sonoma County. 

• Provided support to monitor and correctly time insecticide treatments for the control of European Grapevine Moth. 

• Developed educational videos to identify and monitor key insect pests in vineyards, and reduce overall pesticide use in the 


• Installed 20 towers in or adjacent to vineyards with temperature sensors to monitor low temperatures during the spring frost 

period. Data collected will allow growers to quantify the potential benefit from the use of wind machines during frost events. 

• Conducted public outreach, education, and monitoring to limit the impact of Sudden Oak Death on forest and landscape trees, 

reduce the loss of property value and the hazards of dead or dying trees. 

• Conducted, along with 280 Master Gardener volunteers, educational programs to help Sonoma County residents start or 

increase home composting, which reduce the input of yard waste and kitchen scraps into the landfill. 



177 




• Enrolled 120 new adult volunteer leaders, from all areas of the county, with the purpose of delivering 4-H youth development 

programs. 


• Enhance the Agricultural Ombudsman program for the expansion of niche market and local food production, increasing 

agricultural economic viability and jobs. 

• Develop a model for local incubator farms to increase food production and economic opportunities for local farmers and 

ranchers. 

• Introduce new specialty crops to local farmers through various demonstration plantings of mandarin, Meyer lemon, heirloom 

apples, figs, oil and table olives, mulberry, raspberries, tomatoes, and blackberries. 

• Monitor distribution and abundance of endangered Coho salmon in the Russian River and document stream conditions and 

water flow needed to facilitate ongoing recovery. 

• Monitor Sudden Oak Death in Sonoma County and educate landowners, arborists, and the general public about its biology, 

spread, and control procedures. 

• Conduct educational outreach in home gardening practices that promote water conservation, reduce landfill inputs, and reduce 

the amount of toxic garden pesticides in the urban landscape, through Master Gardeners program. 

• Train 4-H volunteers in the area of Bully Prevention in order to identify targeted youth, educate parents and address the needs 

of all involved. 

• Introduce the Diversity and Leadership Initiative through the 4-H program, increasing opportunities for youth to build career 

skills for the future. 



178 


LIBRARY 

Sandra M. Cooper, Director 




Organize and provide access to information and universal knowledge. Protect 


intellectual freedom and promote the value and joy of reading, in order to 

enrich the lives of the people of our community. 




The Sonoma County Library is a joint powers agency established by the % Funded by General Fund 0.00% 

county and cities to provide library service on an equal basis throughout the county. The Library Joint Powers Authority (JPA) is 

governed by a seven-member Library Commission, which includes five appointees of the Board of Supervisors and one appointee each 

from the cities of Petaluma and Santa Rosa. 

The Sonoma County Library is a countywide system that provides services through ten regional libraries, two rural library stations, and 

the central library and headquarters which is located in Santa Rosa. The Library’s services include (1) public programs and community 

engagement: special activities for people of all ages, its special libraries (History & Genealogy and the Sonoma County Wine Library), 

literacy services, access to online resources, and community partnerships; (2) collections: a general and comprehensive collection of 

books, magazines, and multi-media materials for reference and public borrowing; and (3) public spaces: the Central Santa Rosa Library, 

10 regional libraries, and two rural stations serve as community gathering places for residents to study, read, or participate in community 

activities as well as the library’s digital presence that is available to residents 24x7. The programs are supported by an array of 

administrative services: budget and finance, human resources, information technology, communications and graphics, fundraising and 

development, and volunteer coordination. 

Sandra Cooper 

Director 

Public 

Programs/Community 

Engagement 

Collections/ Materials 

Management 

Public Spaces 



$390,000 $1,168,986 

$654,715 

$204,552 

Property Tax 


Funding Uses 

$252,500 

$2,816,398 

Salaries and Benefits 

Library Materials 

$14,050,145 

Fines, Fees & 

Miscellaneous 

Donations 

$1,888,000 

$11,511,500 

Capital /Equipment 

/Furnishing 


Other Operating 



179 


LIBRARY 



Staffing 

FY 12-13 

Adopted 

FY 12-13 

Approved 

FY 13-14 FTE % 

Recommended Change Change 



FY 12-13 FY 13-14 $ % 


Salaries and Benefits 

Adopted 

11,226,622 


11,511,500 

Change 

284,878 

Change 

2.5 

Library Materials 1,838,200 1,888,000 49,800 2.7 

Capital /Equipment /Furnishing 540,000 252,500 (287,500) (53.2) 

Other Operating 2,499,445 2,816,398 316,953 12.7 



Property Tax 13,804,636 14,050,145 245,509 1.8 

Intergovernmental 206,235 204,552 (1,683) (0.8) 

Fines, Fees & Miscellaneous 716,324 654,715 (61,609) (8.6) 

Donations 341,000 390,000 49,000 14.4 




Expenditures for the Library are budgeted to increase $364,000, or 2.3%. This increase will be financed partly through projected 

increases in property tax values, resulting in an anticipated increase in property taxes revenue. The estimate also reflects conservative 

estimates of potential additional revenue that the Library will receive as its share of property taxes that were previously going to the 

now-dissolved redevelopment agencies in the County, based on the best information available as of this writing. In both FY 11-12 and 

FY 12-13 the Library received over $250,000 in unexpected property taxes including funds from the former redevelopment areas. Major 

changes include: 

Salary and Benefits 

Salary and benefit costs are increasing $285,000. This is due primarily to a 50% increase in workers compensation costs ($107,000), 

additional use of extra help ($79,000), lower projected savings from vacancies ($51,000), higher health and dental insurance costs 

($58,000), and salary increases ($36,000), with off-setting savings contributions to Cal PERS for retirement costs ($41,000). 

Capital, Equipment, and Furnishings 

Expenditures for capital projects, equipment, and furnishings are budgeted to decrease $288,000, or 53%. While substantial needs 

remain, the Library is curtailing capital improvements because of budget limitations. 

Other Operating Costs 

Other operating costs are budgeted to increase $317,000, or 12.7%. This includes an additional $88,000 toward employee relations 

including legal services to support labor relations, and a study of classifications and compensation, $64,000 toward upgrading PC 

software for public computers and Library staff, $62,000 for equipment funded by gifts and donations, $50,000 toward a major upgrade 

of the Library’s website and on-line services, and $25,000 for the first phase of developing a strategic plan. 



180 


LIBRARY 



The budget relies on the use of $765,000 in fund balance to pay for operations. From FY 10-11 through FY 12-13, the Library projected 

a substantial use of fund balance to support operations, ranging from $515,000 to $1.1 million. In each year revenues have exceeded 

expectations, and operating costs have been near or below budget as the Library has negotiated concessions from employees. Thus, 

while the Library has historically budgeted for a large use of fund balance to pay for operations, it has largely been able to avoid doing 

so and has applied operational savings to increase the fund balance. Because the budgeted revenues for property taxes that previously 

went to redevelopment are conservative, there may be some additional revenue from this source in FY 13-14. The Library plans to 

pursue multiple strategies to minimize the use of fund balance in FY 13-14. 

The budget also includes $175,000 from the General Fund balance to pay for capital improvements, and $254,000 in fund balance from 

special revenue funds for special projects. The Library has spent a substantial part of its fund balance on capital improvements in recent 

years, primarily costs related to renovating the Sonoma and Sebastopol branches. 

Long-term Finances 

The Library faces major long-term financial challenges in both revenues and expenses. 

Revenues: In FY 13-14 revenues are projected to be $1.5 million, or 9%, below the peak of FY 07-08. This is primarily due to reduced 

funding from the state ($643,000) - which is not expected to return – and lower property taxes ($484,000), interest earnings ($251,000), 

and fines and fees ($112,000). The FY 13-14 budget projects some increase in property tax revenues as the economy recovers. While the 

Library will benefit from property taxes that would otherwise have gone to redevelopment agencies, property taxes would have to 

increase an additional 11% in FY 13-14 to make up for reductions in other funding. 

Expenses/Capital: The FY 13-14 budget reduces spending from the Library’s General Fund on capital and related expenses from an 

average of $626,000 for the last three years to $175,000 in FY 13-14. The Library will focus on maintaining current assets and not 

pursuing building renovations and improvements. 

Expenses/Retiree Health: The FY 13-14 budget begins to address the long-term financial liability for retiree health costs (i.e., Other Post 

Employment Benefits, or OPEB). The Commission approved a policy noting its intention to control the growth of the liability and to 

prefund the OPEB liability, and recommends committing $500,000 in fund balance for this purpose. However, the annual required 

contribution to pay for the future benefits is about $850,000/year. Even with $500,000 commitment, the Library’s unfunded liability for 

these benefits will be about $6 million at the end of FY 13-14. Also, the use of fund balance to pre-fund OPEB liabilities is inconsistent 

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 

Library is likely to face requirements for substantially higher contributions toward pension costs. 

The Library is taking some initial steps to address its long-term challenges. Even if property tax increases from redevelopment exceed 

budgeted expectations, additional changes will likely be needed because of the increase in the OPEB liability, reduced state and other 

funding, the slow growth in property taxes, and substantial capital and other investment needs. Thus, the County Administrator will 

continue working with the Library in FY 13-14 to address the challenges. 

In addition, the County and all cities and towns are participating in a review of the JPA, which was established in 1975. This review is 

expected to conclude in FY 13-14, with recommendations for potential changes to the JPA to be brought to the local elected bodies for 

consideration. The Advisory Committee for that effort has recommended that the JPA include the development of a strategic plan for the 

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 

process concludes, that the governing body at that time develop a strategic plan that considers the long-term financial challenges as part 

of that effort. 




The Library’s budget most closely aligns with the Strategic Plan goal of Civic Services and Engagement. A widely accessible, free 

public library is a core public service that provides a variety of enriching opportunities for the public. 



181 


LIBRARY 



• Launched the Library’s e-book service with a collection of 2,002 e-books that circulated 13,705 times in the first six months. 

• Completed the remodel of the Sebastopol Regional Library. 

• Expanded the use of RFID hardware and software to staff at all library branches. 

• Launched the Sonoma Heritage Collection, which makes resources from the Library’s special collections (History & Genealogy 

and the Wine Library) available in digital format through the Library’s web site. 

• Participated in grant-funded projects to test open source software solutions to support sharing collection resources with other 

libraries in Northern California and as an option for a new integrated library system (ILS). 

• Installed a new VOIP telephone system. 


• Support completion of review of Library JPA. 

• Implement systems and tools to support improved financial management and reporting. 

• Develop a schedule of fixed asset replacement with costs to assist. 

• Complete pilot project to evaluate tools to support patron-initiated interlibrary loan with other Northern California libraries. 

• Complete evaluation of open-source integrated library system and implement if appropriate. 

• Implement the vision for a “digital branch,” an enhanced web site and suite of online services. 

• Partner with North Bay libraries and museums in the “Discover & Go” museum pass program for library cardholders. 

• Complete the information gathering phase of a strategic planning process. 

• Complete a classification and compensation study. 



182 



The Fairground’s mission is to promote and protect agricultural and social 

values; enrich educational, cultural, and recreational well-being; and contribute 

to the economic development of the County by utilizing the Fairgrounds for 

attractive and financially responsible programs and events on a year-round 

basis. 


FAIRGROUNDS 

Tawny Tesconi, Fair Manager 







The Sonoma County Fair and Exposition, Inc., under an agreement with the County of Sonoma, acts as the County’s agent with regard to 

operation of the County Fair and the year-round management of the Fairgrounds. The Fair is budgeted on a calendar year basis and 

operates as an enterprise fund. 

The Sonoma County Board of Supervisors appoints Fair directors and approves the Fair budget. All assets, liabilities, and net revenues 

of the Fair belong to the County, and all permanent employees of the Fair are employees of the County. 

The Fairgrounds provides several services, particularly the annual Sonoma County Fair, which includes horse racing as a major feature. 

The Fairgrounds hosts a variety of interim events sponsored by other organizations, such as trade shows and festivals, throughout the 

year. The Jockey Club offers year-round satellite pari-mutuel wagering. 

The Sonoma County Board of Supervisors approved the Fair budget for calendar year 2013 on December 11, 2012. 

Tawny Tesconi 

Fair Manager 

County Fair 

$2.9 M 

Horse Racing/ 

Satellite Wagering 

$1.4 M 

Administration/ 

Debt Service/ 

Cap. Improvements 

$1.9 M 

Interim Events 

$1.2 M 

Maintenance 

$1.9 M 


$283,828 

$1,566,500 

$485,366 


Horse Racing/Satellite 

Wagering 

Funding Uses 

$1,943,290 


Horse Racing/Satellite 

Wagering 

$4,932,800 

Capital Contributions 

& Other 

$2,912,027 

Administration/Debt 

Service/Cap. Imp. 




$1,215,163 

Maintenance 

$2,071,048 

$1,895,499 

$1,373,563 



183 


FAIRGROUNDS 



Calendar Year Calendar Year Calendar Year 

2012 2012 2013 FTE % 

Staffing Adopted Approved Approved Change Change 



Calendar 2012 Calender 2013 $ % 



Adopted 

3,159,450 

Adopted 

2,912,027 

Change 

(247,423) 

Change 

(7.8) 

Horse Racing/Satellite Wagering 1,448,250 1,373,563 (74,687) (5.2) 

Administration/Debt Service/Cap. Imp. 2,473,993 1,895,499 (578,494) (23.4) 

Interim Events 1,043,250 1,215,163 171,913 16.5 

Maintenance 1,946,700 1,943,290 (3,410) (0.2) 



County Fair 5,364,575 4,932,800 (431,775) (8.0) 

Horse Racing/Satellite Wagering 2,125,400 2,071,048 (54,352) (2.6) 

Capital Contributions & Other 583,650 485,366 (98,284) (16.8) 

Interim Events 1,396,700 1,566,500 169,800 12.2 




The recommended budget includes $9.3 million in revenues and expenditures, $732,000 and 7.3% less than in 2012. The Fair anticipates 

breaking even and does not need to use Fund Balance to finance operations. 

Changes in the 2013 budget are due to the following factors: 

County 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 

prior years. 

Administration, Debt Service and Capital Improvements: These costs are decreasing $578,000 from the prior year. This is due to 

$286,000 in reduced debt service, largely due to refinancing a loan for the photovoltaic project, and $291,000 in reduced capital 

expenses. The 2013 capital expenses will be partly financed by unrestricted reserves, which are projected to end the year at $1.7 million. 

Projects include compliance with the Americans with Disabilities Act (ADA), grandstand improvements, replacement of a major 

electrical switch and other infrastructure upgrades. 

Interim Events: Revenue and expenses for interim events are increasing significantly, reflecting the anticipated continuation of a trend 

of increased bookings that began in 2012 and those already made for 2013 when the budget was prepared. Also, the budget assumes that 

the Harmony Festival, cancelled in 2012, will not be returning. 

The Fair continues to pursue additional revenue opportunities, including: 

 

 

 

Adding uses of the Jockey Club that complement current satellite wagering 

Booking more public events and consumer shows at the Fairgrounds 

Repurposing the “Z” Barn property on Aston Avenue to a revenue generating partnership since these stalls are no longer needed 

for racing 



184 


FAIRGROUNDS 



The Fair Manager concurs with the County Administrator’s budget. 


The Fairgrounds supports the Strategic Plans goal of Economic & Environmental Stewardship by maximizing use of the Fairgrounds to 

provide agricultural, educational, and recreational enjoyment that enhances the public’s link to the County’s heritage, and attracts 

visitors and their spending to the County. The annual County Fair is a destination showcase event attracting over 300,000 people per 

year and proudly displays Sonoma County’s diverse and rich communities and heritage. Many local businesses benefit from purchases 

made outside of the Fairgrounds by those attending the Fair. In addition, the Sonoma County Harvest Fair continues to be a major wine 

and food event that promotes the County’s wine and agriculture industries. 



Calendar Year Calendar Year Calendar Year 

2011 2012 2013 


Operating Profit/Loss 

Actual 

(302,482) 

Actual 

(355,926) 

Projected 

172 

Total Fair Attendance 330,000 318,000 315,000 

Harvest Fair Attendance 22,409 22,180 22,000 

Attendance at Events Not Sponsored by the Fair 700,000 700,000 700,000 

2012 ACCOMPLISHMENTS 

• Significant growth in Interim (non Fair) revenue even with the loss of a major event (Harmony Festival). 

• Improvement to the Community Theater (previously the Redwood Theater), which included removing ramps and a dirt mound that 

created an ADA barrier; removal of a wall that limited capacity and accessibility; installation of a lawn area and addition of more 

electrical and water utilities to expand the type of events that can utilize this venue. 

• The addition of the “Greentivities” and “Inspiration Station” programs at the County Fair. Both areas provided customers more of a 

“hands on” experience by offering educational and entertaining seminars and exhibits that encouraged spectators to try activities such 

as glass fusion art, recycled craft projects and sewing. Many of these attractions were geared to children and most were provided free 

of charge to the Fair-going public. In addition, the “Greentivities” program provided information on sustainability, natural resource 

conservation and tied the event to many other county departments and nonprofit organizations that focus on recycling and reduction of 

our carbon footprint. 

• Increased sponsorship revenues for both the County Fair and Harvest Fair. 

• Significant programming changes to boost attendance at the Harvest Fair, such as adding a gate promotion that offered a “one-stop” 

ticket opportunity for patrons that included a coupon for retail sales area. In addition, the Fair added more culinary experiences such 

as culinary competitions and expanded retail products to include locally grown food products in addition to the established wine 

products. 

• Refinancing and significant discounting of the Photovoltaic project debt. 

• The partnership with Ovations to create the Sliders Restaurant in the Showcase Building during the Fair to increase length of stay and 

customer satisfaction. 

• Training of a new management staff (over 40% of management staff has been working for the Department less than 2 years). 

• Formation of a charitable 501c(3) Foundation that will be a benefactor for the Department. 



185 


2013 OBJECTIVES 

FAIRGROUNDS 


• Pursue multi-year naming rights sponsorships for portions of the racing facility. 

• Perform energy and water use audits to determine if additional upgrades can result in cost savings. 

• Collaborate with other organizations to research bonds or other funding mechanisms to do community benefit facility improvements, 

particularly in the area of sustainability. 



186 


ADVERTISING 





$3,991,061 

To encourage tourism, agriculture, and economic development in the county by 

supporting promotional, community and cultural activities. 

Total Revenues 

$3,991,061 


The Advertising Program is funded through revenues generated by the county 

Transient Occupancy Tax (TOT). The 9% tax is charged on all hotels, motels, 

bed and breakfasts, inns, and campgrounds in the unincorporated area of the 


Total Staff 


$0 

0.00 

0.00% 

county. Per Board policy, the proceeds of this tax are distributed between the General Fund (25%) and the Advertising Fund (75%). The 

Advertising Fund finances Economic Development initiatives and the Advertising Program grants. The Advertising budget also funds a 

portion of the Regional Parks Department operations and maintenance costs and other departmental projects. 

Through use of Advertising Program grants to non-profit organizations for advertising and promotions activities, the County encourages 

tourism, agriculture, and economic development through increased demand and job creation. There are three main components of the 

Program: Advertising, which provides grants to non-profit events and organizations to promote tourism and economic development 

through visitor awareness and attendance; Community Services, which includes grants to public safety entities to address some of the 

impacts of tourism, affordable housing resources, cultural preservation activities, and funding for the Regional Parks Department and the 

Economic Development Department (budgeted separately) and Sonoma County Tourism (budgeted through the Economic Development 

Department); and Administration, which includes collections and audit processes, legal services and overall program management. 

Veronica Ferguson 


Advertising 

$580 K 

Community Services 

$3.0 M 


$435 K 


Funding Uses 

$528,368 

Transient 

Occupancy Tax 

$435,479 

$580,000 

Advertising 

Community Services 

$3,462,693 


Balance 


$2,975,582 



187 


ADVERTISING 



There are no staff within this budget unit. 


FY 12-13 FY 13-14 $ % 


Advertising 

Adopted 

603,600 


580,000 

Change 

(23,600) 

Change 

(3.9) 

Community Services 2,682,851 2,975,582 292,731 10.9 




Transient Occupancy Tax 3,195,799 3,462,693 266,894 8.4 




The FY 13-14 recommended budget is $4.0 million, an increase in expenditures of $239,000. However, these increases occurred in FY 

12-13 due to various budget adjustments throughout the year, as described below in each program area. The table on the following page 

summarizes the FY 12-13 budget, as well as the revisions that occurred through the fiscal year. The FY 13-14 recommended budget 

reflects a decrease of $89,000 over the FY 12-13 revised budget, primarily due to a reduction in the Major Events/Organizations 

category which was funded over the maximum in FY 12-13 to accommodate grant recommendations as approved by the Board, as well 

as decreases in one-time funding in the Community Services program area as detailed below. 

TOT revenues are estimated to increase 3% over FY 12-13 collections to account for the trend in increased collections as well as 

improvement in the economy and reports from the local tourism industry experts. However, increases in funding to the Economic 

Development Department and Sonoma County Tourism (budgeted separately) and maintenance of fund balance result in a small 

decrease in the amount of TOT allocated to this budget unit. Per agreement with Sonoma County Tourism, the first 2% of the 9% TOT 

tax is allocated to Sonoma County Tourism, through the Economic Development Department and budget, to promote tourism and 

economic growth. This budget requires the use of $528,000 in fund balance, with a remaining fund balance of $504,000 estimated 

following recommended appropriations. 

This budget also recommends an appropriation to Contingencies of $181,000, funding for unforeseen needs during the fiscal year. 

Additionally this budget maintains an Economic Uncertainty Reserve (EUR) in the event TOT revenues fall short of projections and 

commitments. This reserve has a set aside goal of 5% of the estimated revenues. To maintain this goal, the recommended budget 

allocates $34,000 to the EUR. 

Advertising: The Advertising portion of this program budget includes funding for Chambers of Commerce, Agricultural Promotion 

efforts, and grants for events and organizations with the overall goal of promoting tourism and economic development through visitor 

awareness and attendance. 

Expenditures in this program area total $580,000, a decrease of $24,000 from FY 12-13. This is due to a reduction in the Major 

Events/Organizations category which was funded over the policy maximum in FY 12-13 as well as minor reductions in the Chambers of 

Commerce category and Local Events/Organizations category which were also funded slightly over the maximum to accommodate 

approved grant appropriations. 

Community Services: The Community Services portion of this program budget includes funding for Community Safety Impacts (public 

safety needs in the unincorporated area impacted by tourism), Historical Commissions and cultural preservation activities, Housing 

Element development and administration managed through the Permit and Resource Management Department, Affordable Housing 

efforts managed through the Community Development Commission, funding for the operations and maintenance of various County 

Regional Parks, and other community activities such as the State Fair Exhibit and Library preservation efforts. 


FY 2013-2014 Recommended Budget 188 Other County Services

ADVERTISING 


Expenditures in this program area total $3.0 million, an increase of $293,000 over FY 12-13. This is primarily due to initial funding of 

the education and mentoring efforts related to economic development and community outreach survey work which was funded during 

the 12-13 fiscal year. These efforts are reduced in FY 13-14 however the reductions are offset somewhat by increases of $35,000 in 

funding to update the Housing Element, and $30,000 for increased maintenance costs associated with existing Regional Parks’ facilities, 

consistent with the practice of providing Advertising funds to finance a portion of the operations and maintenance costs of existing park 

facilities. Further increases are due to the addition of staff resources in the Board of Supervisors office, $100,000, to assist with 

community outreach and communications. 

Administration: The Administration portion of this program budget includes funding for collections and audit services, legal services for 

collections assistance, and program administration managed by the County Administrator’s Office. Expenditures in this program area 

total $435,000, a decrease of $30,000 over FY 12-13 due to a reduction in funding for legal services to better align with historic usage. 


The Advertising Program continues to support the Strategic Plan through Economic and Environmental Stewardship by allocating 

$580,000 in support of various promotion, advertising and economic development efforts to strengthen to county’s major industries, 

including tourism. The Program also supports this goal area by allocating $2.2 million to maintain and manage parks and public lands. 

Additionally the Program supports the goal area of Safe, Health and Caring Communities by providing $90,000 towards Community 

Safety Impacts and $292,934 toward affordable housing efforts and the development and implementation of the General Plan’s Housing 

Element. 

ADVERTISING FUND ALLOCATIONS 

ADVERTISING FUND ALLOCATIONS 

FY 12-13 FY 12-13 FY 13-14 

Category Description Adopted Revised Recommended 

A1 Chambers of Commerce 30,400 30,400 30,000 

C Agricultural Promotion 150,000 150,000 150,000 

E Local Events/Orgs 100,000 101,495 100,000 

F Major County Events & Org 323,200 362,000 300,000 

Advertisers Sub-total 603,600 643,895 580,000 

B1 Regional Parks 2,163,617 2,163,768 2,193,617 

B2 Community Safety Impacts 59,600 59,600 90,000 

D Historical Commissions 30,000 30,000 30,000 

G1 Departmental Activities 54,991 274,991 88,000 

G2 PRMD - Housing Element Project 65,000 65,000 100,000 

G2 Affordable Housing Set Aside 180,000 247,934 192,934 

G5 CAO/BOS - - 100,000 

Community Services Sub-total 2,553,208 2,841,293 2,794,551 

G3 ACTTC Collection 130,819 130,819 130,819 

G3 ACTTC Audit 181,500 181,500 182,850 

G4 Legal Services 77,500 77,500 41,810 

G5 CAO/BOS 75,918 75,918 80,000 

Program Admin Sub-total 465,737 465,737 435,479 

Contingencies 129,643 129,643 181,031 

TOTAL EXPENSES 3,752,188 4,080,568 3,991,061 



189 




190 



CAPITAL PROJECTS 

Capital Projects contains the following departmental budgets: 



17% 


Services 

6% 


3% 


Services 

26% 



Services 

13% 

Development 

Services 

35% 



191 

Capital Projects



192 

Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRS 



The Capital Projects budget contains financing (exclusive of enterprise funds, 

road funds, and special funds) for capital projects, which by definition cost 

$25,000 or more and either add value or prevent impairment to a capital asset. 

The County code requires the County Administrator recommend an annual 

budget for Capital Projects and Major Repairs to the Board of Supervisors. 



$32,381,841 


Total New General Fund Contribution $5,500,000 


% Funded by New General Fund Dollars 17.00% 

Capital projects are included and described in the annual Five-Year Capital Project Plan, presented to the Board of Supervisors in the 

spring of each year. The Capital Project Plan is a planning tool, and does not commit the Board of Supervisors to specific expenditures 

or projects. 

The recommended Capital Projects budget includes new projects and previously identified projects contained within the Capital Project 

Plan that are scheduled for implementation within the resources available in the current fiscal year, and includes projects funded by the 

General Fund and Regional Parks’ budget as well as other sources such as the Criminal Justice Construction Fund and other 

departmental budgets. 

Projects included in this budget fall under one of two primary categories: General Government Facilities or Regional Parks Projects. 

General Government Facilities include: Adult Detention, Juvenile Detention, the County Administration Center, Veterans Memorial 

Buildings, Public Safety Communications, Fire/Emergency Services and Other Facilities. 

In addition to the narrative, this document contains the FY 13-14 Capital Project Financing Table composed of a complete listing of 

recommended repair and replacement projects and improvement projects and brief descriptions of the work included in the FY 13-14 

Budget. 



Cnty Admin 

Center 

$5.0 M 

Adult & Juv Det. 

Facilities /LG 

$4.6 M 

Vets Memorial 

Buildings 

$485 K 

Other 

Facilities 

$12.6 M 

Public Safety 

Comm. Proj 

$805 K 


Proj 

$8.8 M 


$3,787,743 

$1,251,442 

$2,488,550 

$8,538,915 

General Fund 

Contribution 

Tobacco 

Securitization 

Criminal Justice 

Construction 

Park Mitigation Fees 

Funding Uses 

$8,786,834 

$5,023,113 

$4,645,139 

County Administration 

Center 

Adult & Juvenile 

Detention Facilities 

/LG 

Veterans Memorial 

Buildings 

Local Sales Tax/ 

Transportation Tax 

Other Facilities 

$3,375,299 

$1,508,676 

$2,646,154 

$8,785,062 

State/Federal 

Long Term Debt 

Cities/Other 

$805,297 

$12,636,206 

$485,252 

Sheriff's 





193 

Capital Projects




No staff is allocated to the Capital Projects and Major Repairs budget. 


FY 12-13 FY 13-14 $ % 


County Administration Center 4,833,113 5,023,113 190,000 3.9 

Adult & Juvenile Detention Facilities /LG 4,075,292 4,645,139 569,847 14.0 

Veterans Memorial Buildings 632,463 485,252 (147,211) (23.3) 

Other Facilities 12,278,868 12,636,206 357,338 2.9 

Sheriff's Communications 1,689,028 805,297 (883,731) (52.3) 

Regional Parks 9,431,126 8,786,834 (644,292) (6.8) 




Tobacco Securitization 9,425,719 8,785,062 (640,657) (6.8) 

Criminal Justice Construction 1,594,167 2,646,154 1,051,987 66.0 

Park Mitigation Fees 1,010,314 1,508,676 498,362 49.3 

Local Sales Tax/ Transportation Tax 2,754,259 3,375,299 621,040 22.5 

State/Federal 4,840,686 2,488,550 (2,352,136) (48.6) 

Long Term Debt 1,413,213 1,251,442 (161,771) (11.4) 

Cities/Other 2,779,861 3,787,743 1,007,882 36.3 


Notes: 80% or $26 million is carryover from prior year project budgets; 17% or$5.5 million is 

from new General Fund; 3% or $963,000 is from new revenue from other source, primarily the 

Criminal Justice Construction Fund. 


The recommended total Capital Projects Budget of $32 million includes 140 capital projects (83 General Government and 67 Regional 

Parks). Project appropriations fall into the following categories: General Government Repair/Replacement and Improvement Projects 

$24 million and Regional Parks $8.8 million. 

General Government 

The General Fund capital project budget for FY 13-14 is $5.5 million in new contributions from the General Fund for General 

Government projects, of which $2.7 million is for general and public safety projects; $1.6 million has been appropriated for equipment 

investment in the County’s radio system. An additional $1.25 million is allocated specifically for the fifth year funding of A.D.A. 

Transition Plan physical barrier removal projects which represents a $650,000 decrease in funding from prior years to allow for closure 

of projects that were funded in prior years. A brief summary of projects types follows: 

• Projects that add value to capital assets: These projects address a range of needed improvements, including seismic 

performance, space reorganization or expansion, preparing for new programs and removing physical barriers. Example projects this 

year include the Data Processing Center’s seismic retrofit and the LaPlaza Buildings reconfiguration. 

• Projects that protect the value of existing assets and systems: Several projects focus on critical sustainment of operations and 

protection of existing asset value. Examples of projects include: the Main Adult Detention Facility (MADF) Cell Door Hardening 

and MADF recreation yard resurfacing. 

• Communications Projects: These projects help sustain and improve critical public safety communications. Examples of projects 

scheduled in FY 13-14 include: infrastructure improvements at existing sites throughout the County to improve radio 

communication coverage; acquisition and development of new radio communication “in-fill” sites in strategic south and west 

county locations. 



194 

Capital Projects



• Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. An 

example would be the Comprehensive County Facilities Plan which evaluates County facilities and service delivery needs, 

developing a plan for how facilities can be used or reconfigured to meet those needs more efficiently and effectively, and provide 

an implementation and finance plan to pay for the improvements. 

The following table shows the complete listing of projects financed with the $5,500,000 General Fund contribution: 

Project Title General Fund 

Radio Infrastructure - Communications Towers $1,400,000 

County ADA Barrier Removal $1,253,700 

Fleet/Materials Lab Relocation $620,383 

Adult Probation Tenant Improvements $565,527 

Motor Pool Lot Relocation $328,557 

MADF A&B Dayroom and Rec Yard Subdivision $275,000 

CMP Boilers $251,833 

Los Guilicos Indoor Firing Range Upgrades $200,000 

MADF Roof $180,000 

Radio Communications County Microwave System $180,000 

Roseland Groundwater Well Monitoring $60,000 

New State Courthouse Coordination Support $50,000 

Family Justice Center Re-roof Plan Preparation $50,000 

2680 Ventura Storm Drain Extension $40,000 

NCDF Water Heaters and Boilers $25,000 

Groundwater Contamination Investigation $20,000 

Total $5,500,000 


The proposed Regional Parks Capital Projects budget includes $8.8 million in appropriations. Major sources of funding are $1.5 million 

in state and federal funding, $1.5 million in federal and state disaster relief for storm damage projects, and $948,000 in park mitigation 

fees. Other sources include $2.1 million in transportation funds, $2.3 million from the Open Space District, $857,000 in State Park 

funds, $942,000 in foundation and donated funds, and $516,000 from cities. On-going operations costs associated with these projects are 

included in the Regional Parks budget. 

Major Regional Parks projects proposed for Fiscal Year 2013-2014 are summarized below: 

• Trail and Access Projects: Hood Mountain – Bay Area Ridge Trail, Sea Ranch Trail and Coastal Access, Doran Park Access, 

Laguna de Santa Rosa Trail, Copeland Creek Trail, North Slope Sonoma Mountain Trail, SMART Trail, Hudeman Slough Access, 

West County Trail, Sonoma Schellville Trail, Santa Rosa Creek Trail, Healdsburg Beach Access, Central Sonoma Valley Trail, 

Larson Park Access, and Bodega Bay Trail. 

• New Park Acquisition and Development: Hood Mountain Expansion, Mark West Creek, Tolay Lake, Guerneville Park 

Expansion, Sonoma Valley Regional Park Expansion, West County Trail Trailhead, Crane Creek Expansion 

• Park and Trail Planning Projects: Lower Russian River Access Sites, Timber Cove Trail Plan, West Sonoma County Gateway, 

Sonoma Valley Trail, Estero Trail, Petaluma to Sebastopol Trail, San Francisco Bay Trail, Mason’s Marina, and Upper Russian 

River Access Sites. 

• Park Development Projects: Taylor Mountain, Helen Putnam Park, Doran Park Boat Launch, Sonoma Valley Regional Park, 

Ragle Ranch, Foothill Park, Occidental Community Center, Westside Boat Launch, Steelhead Beach, Schopflin Fields, Riverfront 

Park, Watson School, and Healdsburg Dam. 



195 

Capital Projects



OPERATIONAL IMPACTS 

Certain capital investments for FY 13-14 will result in more efficient use of resources, extension of the useful life of existing assets, and 

the enhancement of public service delivery. Some of the more notable are: Central Mechanical Plant (CMP) Boilers replacement project, 

resulting in energy savings with the installation of new high-efficiency units, Los Guilicos (LG) Firing Range Upgrades to the indoor 

range allowing continuing use of this existing County resource for mandated training, reroofing projects the Family Justice Center (FJC) 

and Main Adult Detention Facility (MADF), protecting the useful life of these County-owned facility assets; Radio Infrastructure – 

Various Communication Towers, improving County-wide public safety and public services communication coverage. 


The Capital Projects budget most closely aligns with the strategic plan goal of “Investing in the Future” and “Economic and 

Environmental Stewardship.” The County owns a large inventory of facilities used for general government programs and services which 

serve the community. Many of these buildings were constructed before 1970 and are reaching the end of their useful lives. Department 

space is often inefficient and splintered among several locations. County programs and services are not always strategically located for 

public access or optimum customer service. At the same time, County real estate assets, which tend to be underdeveloped, are valuable 

because of their size and location. The Strategic Plan recognizes these challenges and opportunities, and concludes that the County must 

invest in the future. The County must plan, procure, operate, maintain, and manage its facilities and real estate assets at their highest and 

best use, such that they provide the best value to the residents of Sonoma County. 


Completed over 40 Capital Projects, some highlights include: 

• Sonoma County Family Justice Center – Phase 2, District Attorney offices and Redwood Children’s Center relocation. 

• Remodel of office space in La Plaza A to accommodate rental space for Congressman Mike Thompson’s field office. 

• Relocate Fire and Emergency Services Department into La Plaza B to consolidate functions. 

• County Board of Supervisors’ chamber ADA improvements. 

• Installation of Electric Vehicle Charging Stations – Phase 1, south County locations. 

• Taylor Mountain Regional Park & Open Space Preserve master plan and environmental document. 

• Americans with Disability Act (ADA) renovations at Healdsburg Veteran’s Memorial Beach. 

• ADA renovations at Ernie Smith Community Park. 

• Riverfront Regional Park FEMA repair project. 

• Jetty Day Use Roof Replacement at Doran Park. 

• Bodega Bay Boat Launch Facilities Improvements design and environmental document. 


• Further implement physical barrier removal in year five (of twelve) of the County’s updated ADA transition plan. 

• Begin implementation of Comprehensive County Facilities Plan recommendations, including planning for future development. 

• Realize detention services central kitchen concept. 

• Support Sheriff Radio Bureau upgrades to County radio communications tower infrastructure and implementation of BayWEB 

regional interoperability project. 

• Complete Electric Vehicle Charging Stations – Phase 2, north County locations. 

• Complete Board of Supervisor’s Audio/Visual System Upgrades. 

• Complete assessment of Department of Health Services’ interim space needs. 

• Assist Human Services with expansion at Apollo Way to support Adoption Services. 

• Continue to support Sheriff with improvements in MADF and NCDF supporting improved security and operational needs. 



196 

Capital Projects



• Plan and execute relocation of Fleet and Materials Lab as required by agreement with State for new Courthouse. 

• Complete design and construction of Phase 1 improvements for Taylor Mountain Regional Park & Open Space Preserve to open a 

new trailhead on Petaluma Hill Road. 

• Completion of the Hudeman Slough preliminary design and environmental document for performing facility and accessibility 

improvements. 

• Completion of ADA renovations at Larson Park. 

• Complete ADA renovations to the Jetty Day Use Area at Doran Beach Regional Park. 

APPENDIX 

For additional project information for all new and ongoing projects in the recommended budget, please refer to the attached document: 

FY 13-14 Capital Projects Financing Table 



197 

Capital Projects

Capital Projects Financing Table 

FY 2013-14 

Project Title/Index 

Project Description 

Total Project 

Budget 

Total 

Expenditures To 

Date New Funding 

FY 13-14 Total 

Appropriation 

(Gross Exp.) 

County Administration Center 

Hazard Mitigation Plan Implementation/102160 

GENERAL GOVERNMENT CAPITAL PROJECTS 

Hazard mitigation assessments of County facilities 

based on priorities in the County Hazard Mitigation 

Plan. 

902,938 851,036 

51,902 

% of Project Expended 94.3% 

Administration Center Security Improvements/109025 

Evaluate the security needs at the County 

Administration Center and prepare a list of 

recommended improvements with a budget and work 

plan. 

50,000 - 


50,000 

2755 Mendocino Avenue Office Building/109090 Renovation of 2755 Mendocino for Family Justice 

Center. 

7,425,823 6,954,514 


471,309 

Data Processing Building Seismic Retrofit/109223 

Retrofit the ISD Data Processing building to current 

standards for Essential Services buildings. 

259,000 232,388 

26,612 


Sheriff Building Server Room Expansion/109249 

Build out additional existing interior shell space, 

including environmental controls and fire suppression 

systems, to add more server rack and equipment 

space. 

200,172 160,394 

39,778 


Administration Center Paving/109256 Closeout project. 266 - 


266 

Administration Center Switchgear Repairs/109280 

La Plaza A & B Space Reorganization/109363 

Replace deteriorated electrical cones, insulators, 

transformers and line fluids on 12kV power loop. 

Reconfigure existing interior space in the La Plaza 

buildings to make more efficient use of space. 

105,000 696 104,304 


1,262,000 745,154 516,846 


BOS A/V Project/109421 

Upgrades to quality and functionality of Board 

chamber audio-visual system used during public 

meetings. 

528,748 - 


528,748 

CMP Energy Improvements/109587 

Installation of additional energy efficiency measures 

identified in the September, 2008 Investment Grade 

Audit Report prepared by Aircon Energy. 

23,825,464 23,254,768 570,696 


Administration Center Irrigation/Landscaping/109611 

Complete landscaping retrofit at the County 

Administration Center to reduce water consumption 

and create a demonstration of low water usage, 

xeriscape landscaping. 

468,174 368,174 


100,000 

370 Administration Drive/109850 Renovation of 370 Administration Drive for divisions 

of ISD and Probation. 



198 

2,865,591 2,706,318 


159,273 

Capital Projects



Total 


Total Project Expenditures To Appropriation 

Project Title/Index Project Description Budget Date New Funding (Gross Exp.) 

Comprehensive County Facilities Plan/109983 Planning "roadmap" for county facility and real estate 1,258,254 1,125,174 133,080 

resources; promote better and higher resource use, 

increased efficiency and effectiveness of delivery of 

county services. 


Criminal Justice Expansion/109991 Expansion efforts, re-route existing infrastructure 12,558,681 12,069,243 489,438 

lines to bypass old jail site. % of Project Expended 96.1% 

Sheriff Building New Evidence Storage/104058 New storage annex building to meet increasing 1,348,783 148,783 148,783 

demand for secure and controlled evidence storage 

space. 


2680 Ventura Storm Drain Extension/109124 Design and construct extensions to the existing 340,000 40,000 40,000 

County-owned storm drain system across State lands, 

as required under terms of land transfer to State. 


Adult Probation Tenant Improvements/109199 Provide additional office spaces for Probation 565,527 565,527 565,527 

Investigations units, supporting increase in Post 

Release Community Supervision population. % of Project Expended 0.0% 

CMP Boilers/109036 Replace two existing non-compliant boilers with new 503,666 251,833 251,833 

boilers; first phase in meeting Bay Area Air Quality 

Management District emission standards. 


FJC Re-roof and Mech Screen/109134 Remove worn out old roofing and screen; re-roof with 427,500 50,000 50,000 

energy efficient “cool roof” and new screen. % of Project Expended 0.0% 

Motor Pool Lot Relocation/109322 Relocate current County Administration Center Fleet 328,557 328,557 328,557 

motor pool controlled-access parking lot to make 

room for the new State Court house project. % of Project Expended 0.0% 

HOJ South Elevator Repair/110056 Perform the repairs to the elevator as recommended in 252,000 40,126 211,874 

the assessment report. % of Project Expended 15.9% 

HOJ Elevator Repair/110338 Perform the repairs to the elevator as recommended in 475,822 341,535 134,287 

the assessment report. % of Project Expended 71.8% 

New State Courthouse Coordination Support/110361 Provide ongoing proactive county staff coordination 200,000 50,000 50,000 

of impacts on County Administration Center land and 

infrastructure resulting from the new State courthouse 

project. % of Project Expended 0.0% 

Subtotal County Administration Center 56,151,966 48,849,520 1,434,700 5,023,113 

Adult Detention Facilities 

MADF Touch screens/111252 Link the touch screen system at MADF with the 1,286,493 1,214,773 71,720 

Information Justice System (IJS) for integrated 

reporting. 


MADF HVAC Controls/111294 MADF HVAC controls upgrade. 119,000 104,908 14,092 


MADF Bunk Installation/111310 Continue phased installation of additional bunks in 331,162 269,149 62,013 

single bunk cells in order to increase capacity. % of Project Expended 81.3% 



199 

Capital Projects



Total 




MADF Doors/111328 Upgrade cell doors; continue installation of new high 1,340,000 940,770 150,000 399,230 

security doors and frames for increasing population of 

mentally ill and higher risk inmates. % of Project Expended 70.2% 

MADF Sewer Improvements/111419 Ongoing project to assess and mitigate the presence 120,000 116,003 3,997 

MADF Expansion Wall Reseal/111468 Ongoing maintenance effort by Fac Ops. 83,000 37,781 45,219 


MADF Recreation Yard Resurfacing/111476 Ongoing maintenance project to resurface worn 118,000 32,935 85,065 

recreation yard surfaces throughout the MADF. % of Project Expended 27.9% 

MADF Showers Retrofit/111484 Retrofit selected old and deteriorated tile showers 126,000 122,882 3,118 

with stainless steel liners. % of Project Expended 97.5% 

MADF Underground Fuel Tank/111559 Provide a new, larger underground diesel tank for the 200,000 82,003 117,997 

existing MADF emergency generator. % of Project Expended 41.0% 

MADF F-Mod Mezzanine Security Barrier/111567 Housing module dividers for inmate management and 475,000 463,111 11,889 

out of cell time. % of Project Expended 97.5% 

MADF PTZ Cameras/111591 Install new pan-tilt-zoom cameras in housing 191,000 31,157 159,843 

modules; provide increased monitoring for safety of 

officers. % of Project Expended 16.3% 

MADF Camera Replacement/111609 Ongoing replacement older cameras. 45,000 - 45,000 


MADF Air Flow Improvements/111617 Clean ductwork, adjust equipment, and air registers to 360,000 322,455 37,545 

bring the system into compliance. % of Project Expended 89.6% 

MADF Fire System Upgrade/111625 352,000 328,421 

Upgrade and/or replace fire alarm system components 23,579 

in Housing Modules E, G, H, and J, and all corridors 

and offices within the Expansion. % of Project Expended 93.3% 

MADF Booking Carpet Replacement/111633 Complete replacement worn out flooring. 50,000 38,558 11,442 


MADF Court Holding Area/111641 Modify doors to improve cell security in holding. 110,000 25,949 84,051 


MADF Toilets/Sinks/111658 Complete replacement of existing fixtures with 85,000 84,637 363 

stainless steel; existing fixtures present a safety risk. % of Project Expended 99.6% 

MADF Elevator Repairs/111666 Assess and repair malfunctioning elevator. 32,230 1,362 30,868 


MADF A/B Dayroom and Rec Yard Subdivision/111674 Divide housing modules A & B, into sub-dayrooms 728,070 - 450,000 728,070 

(upper & lower) and rec yards to facilitate jail 

population management and increase out of cell 

activity. 


MADF Grinder/Auger System/111682 Install a grinder/auger in the MADF main sewer line 543,000 28,329 100,000 514,671 

to intercept and remove unwanted materials from the 

waste stream entering the City's sewer system per 

City Administrative Order. 




200 

Capital Projects



Total 




MADF R-Mod Dayroom Divider/111690 Sub-divide existing dayroom to allow inmates more 190,966 190,966 

time out of their cells per Title 15 guidelines. % of Project Expended 0.0% 

MADF R-Mod Metal Door Replacement/111708 Replace existing doors with high security metal doors 475,000 113,620 361,380 

commensurate with the population in this module. % of Project Expended 23.9% 

MADF Cell Door Breach Programming/111716 Add programming to alert Central Control when a cell 61,600 61,600 61,600 

door is breached. % of Project Expended 0.0% 

MADF Roof/111724 Re-roof older MADF critical condition roof area; 1,930,000 180,000 180,000 

phased replacement. % of Project Expended 0.0% 

SB 1022 Application and Design work/112110 Design work for and completion of SB 1022 Grant 73,769 73,769 

Application and Submission for the funding of a 

possible Community Corrections Center and Jail 

Expansion. % of Project Expended 0.0% 

Adult Detention Exp. Planning/112227 Schematic design phase, only, funding of the 3,773,259 3,660,609 112,650 

M.A.D.F. expansion per the Pre-Schematic MADF 

design presented to the Board in January 2011; 

consolidate & expand facilities. % of Project Expended 97.0% 

NCDF - 200 Unit Re-roof/112342 Complete roofing replacement. 503,773 489,390 14,383 


NCDF 100 Unit Dry Rot Repairs/112367 Closeout project. 235,000 229,943 5,057 


NCDF 300 Unit Re-roof/112375 Roofing replacement. 215,000 159,878 55,122 


NCDF Dining Hall Flooring/112383 Flooring replacement. 40,000 22,486 17,514 


NCDF Perimeter Security/112391 Replace/upgrade North County Detention Facility 704,562 659,562 659,562 

perimeter security fence system. % of Project Expended 0.0% 

NCDF Water Heaters & Boilers/112409 Phased replacements of old, failing equipment to 180,390 25,000 25,000 

boost efficiency and cut down on maintenance costs. % of Project Expended 0.0% 

Subtotal Adult Detention Facilities 15,078,274 8,921,109 1,626,162 4,206,775 

Chanate and Health Services 

Orenda Center HVAC/124040 HVAC upgrade. 50,000 - 50,000 


Subtotal Health Services 50,000 - - 50,000 

Los Guilicos and Juvenile Detention 

JJC Flooring Repairs/113159 Replace failing carpeting, stair treads and nosings at 40,000 - 40,000 

areas of high use at the Juvenile Justice Center. % of Project Expended 0.0% 

VMCH Phase III/113498 Phase III construction of new VCMH-VMCC ; also 12,037,161 11,954,124 83,037 

construct a new ball field near the new VMCC. % of Project Expended 99.3% 

Los Guilicos Water System Replacement/113555 Replace private, on-site water system installed in the 75,000 225 74,775 

1950s; migrate JJC/VOMCC irrigation to city water. % of Project Expended 0.3% 



201 

Capital Projects



Total 




Los Guilicos Photovoltaic System/113563 Expand proposed photovoltaic array to increase solar 4,388,500 4,347,948 40,552 

capacity from 0.75 MW to 1.5 MW. % of Project Expended 99.1% 

Los Guilicos Indoor Firing Range Upgrades/113571 Replace the existing target track system with a new, 200,000 200,000 200,000 

reliable system for quarterly mandated training. % of Project Expended 0.0% 

Subtotal Los Guilicos 16,740,661 16,302,297 200,000 438,364 

Veterans' Memorial/Community Svc. Bldgs. 

Vets Buildings Repairs/145177 Various repairs at Veterans Memorial Buildings. 3,433,052 2,947,800 485,252 


Subtotal Memorial Buildings 3,433,052 2,947,800 - 485,252 

Other Facilities 

ADA Projects/109371 Various ADA barrier removal projects, including the 5,483,129 5,389,218 93,911 

preparation of the 2009 update of the Self Evaluation 

and Transition Plan. 


Spud Pt. Transformer Replacement/150136 Replace aging transformer. 43,944 - 43,944 


Electric Vehicle Infrastrucure/150235 Install Electric Vehicle Charging Stations; adding 15 50,000 44,596 5,404 

to 20 EV and chargers per year to the County over 5 

years. % of Project Expended 89.2% 

Facility Planning/150268 Various planning efforts: Secure MADF to new Court 1,076,000 321,301 754,699 

House connection study, consolidated MADF kitchen, 

furniture and space guidelines, security electronics 

assessment at JJC. % of Project Expended 29.9% 

Water Conservation/150300 Initial landscape water conservation projects at CAC. 152,000 141,344 10,656 


2009 ADA SETP Improvements/150326 

Remove physical barriers per the approved County of 

17,253,700 11,579,552 1,253,700 5,674,148 

Sonoma 2009 updated ADA Transition Plan; Barrier 

removal projects per approved, prioritized 

implementation schedule. % of Project Expended 67.1% 

Redevelopment Improvements/150375 

Roseland property - Maintain groundwater monitoring 

well and on-going sampling and reporting test results 

to the Water Quality Board. 

1,107,458 575,003 60,000 


532,455 

Hazardous Materials Mgt/Abatement/150532 

Continuation of phased abatement to address hazmat 

found in County facilities in the course of other 

1,263,243 1,004,686 

projects for which abatement was otherwise not 

foreseen. % of Project Expended 79.5% 

258,557 

Ground Water Contam. Monitor/Remed./150573 Continue monitoring and/or remediation as required 627,000 518,292 20,000 108,708 

by California Regional Water Quality Control Board. % of Project Expended 82.7% 

Human Services Improvement Projects/150722 Improvements to HSD facilities. 2,546,297 1,488,506 1,057,791 


Morgue Retaining Wall/150748 Repairs of storm-damaged retaining wall. 206,000 149,960 56,040 


Emergency Generator Projects/150755 Provide emergency generators at various County 360,000 351,061 8,939 

facilities. % of Project Expended 97.5% 


FY 2013-2014 Recommended Budget 202 Capital Projects





Total 

Total Project Expenditures To 

Budget Date New Funding 


Appropriation 

(Gross Exp.) 

Water Hazards-Electrical Rooms/150771 

Implement hazard mitigation measures; install hoods 

and/or shrouds over electrical panels to avoid damage 

and outages from potential water leaks from water 

piping at 8 buildings at the County Administration 

Center. 

86,679 11,679 


75,000 

TPW Sonoma Road Yard Renovation/150847 

Complete assessment of conditions and determine 

the scope and cost of improving the buildings and 

site. 

231,448 - 


231,448 

Emergency Services Warehouse/150862 

Needs Assessment for storage facility for Fire and 

Emergency Services department to replace current 

inadequate facilities in Los Guilicos. 

25,000 12,534 


12,466 

Smoking Ordinance/150870 

Support implementation of smoking ordinance with 

Designated Smoking Area design & construction. 

140,000 66,139 


73,861 

Fleet/Materials Lab Relocation/150888 

The budget includes funds for a portion of the project 

management of the Fleet Maintenance facility move. 

This project also includes certain modifications to the 

HVAC controls and systems in the County 

Administration Building. 

900,383 1,954 620,383 


898,429 

QECB Projects/150896 Various QCEB-funded energy efficiency projects. 1,289,832 - 


1,289,832 

FES CSA #41 Equipment Storage Building/150904 

Construction of basic fire suppression equipment and 

truck storage garages for enhanced response time, and 

superior protection for the equipment investment. 

1,000,000 100,082 

899,918 


Central Kitchen Pilot Cook/Chill Project/150912 

Install new equipment at MADF and NCDF; 

specialized kitchen equipment supporting transition 

from current cook-serve to more efficient cook-chill 

method. 

500,000 500,000 

500,000 


Subtotal Other Facilities 34,342,113 21,755,907 2,454,083 12,586,206 

SUBTOTAL GENERAL GOVERNMENT 125,796,066 98,776,633 5,714,945 22,789,710 

Sheriff's Communications Projects 

Communications-Towers/150706 

Improve emergency response, assess and address 

existing deficiencies: Mount Burdell, Moonraker 

Road, Infineon, Rockpile Ridge, Tracen, Mt Barham, 

Pine Mt, Timber Cove. Project includes FCC 

licenses, lease agreements, and permits as required. 

1,587,881 782,584 


805,297 

TOTAL SHERIFF'S COMMUNICATIONS 1,587,881 782,584 0 805,297 

TOTAL GENERAL GOVERNMENT 127,383,947 99,559,217 5,714,945 23,595,007 


Helen Putnam Park/140053 

Planning and constructing expanded access to 

regional park. 

65,180 19,016 


- 46,164 



203 

Capital Projects



Total 




Hood RTP/140095 Complete resources studies and master plan 236,426 177,595 - 58,831 

amendment to add 247-acre Lawson property from 

District. Complete feasibility studies considering 

acquisition for expansion. Construct .3 mile of Bay 

Area Ridge Trail. Prepare Hood Mansion public use 

study. 


Hood Hwy 12 (includes Hood House)/140061 

Analysis of Hood Mansion, as part of Los Guilicos, 

286,956 171,903 - 115,053 

for public access. Construct .3 mile multi-use 

pathway from existing end of the Bay Area Ridge 

Trail within Los Guilicos County Center to and 

crossing Highway 12 with crosswalks, ramps, and 

new push button signal. % of Project Expended 59.9% 

Hood Expansion/140038 Feasibility studies for expansion and access 104,156 1,474 15,000 102,682 

improvements to Hood Mountain Regional Park and 

Open Space Preserve. 


Hood Lawson/140087 

Studies, planning, master plan amendment, and 

development to add 247 acres to Hood Mountain 47,986 2,237 - 45,749 

Regional park and Open Space Preserve. 


Sea Ranch Trail Work/140111 Relocate sections of the Bluff Top Trail public access 77,329 57,296 - 20,033 

easement and access to Walk On Beach, prepare final 

design and C.E.Q.A. and complete improvements. % of Project Expended 74.1% 

Doran ADA/140137 Planning and environmental review for a new boat 143,609 78,213 - 65,396 

ramp, parking and associated improvements. % of Project Expended 54.5% 

Doran Boat Launch/140103 Planning, environmental review, and design to 167,822 137,197 - 30,625 

improve boat ramp, dock, fish cleaning station and 

parking. % of Project Expended 81.8% 

Doran Jetty Restroom/140186 Remove architectural barriers and provide path of 105,885 97,118 - 8,767 

travel and access improvements for restroom, picnic 

sites, fishing areas, benches, drinking fountain, 

outdoor shower, and the beach. % of Project Expended 91.7% 

Mark West Creek/140145 Proposed new 1,100-acre regional park in the Mark 591,999 78,607 50,000 513,392 

West Creek watershed. % of Project Expended 13.3% 

Healdsburg Ridge/140152 Design and construction management for recreation 302,999 285,000 - 17,999 

access to Healdsburg open space, funded by Open 

Space District. % of Project Expended 94.1% 

Laguna de SR Trail/140160 New trail development is underway with funding 1,563,502 1,039,384 - 524,118 

from the Open Space District. % of Project Expended 66.5% 

Copeland Creek Trail/140178 Plan trail connecting Sonoma State University to 60,000 5,000 60,000 

Crane Creek Regional Park. % of Project Expended 0.0% 

North Sonoma Mountain Trail/140194 Phase I trail construction underway, funded by the 1,976,659 1,438,804 - 537,855 

Open Space District. % of Project Expended 72.8% 

Stillwater Cove Park/140236 Closeout project. 1,937 1,316 - 


621 

Russian River Access Sites - Lower/140251 Feasibility study to identify Russian River access 45,115 6,258 20,000 38,857 

areas below Wohler Bridge to the coast. % of Project Expended 13.9% 



204 

Capital Projects



Total 




Ragle Ranch/140285 Planning and design for permanent restroom near the 45,335 1,335 20,000 44,000 

volleyball and tennis courts. % of Project Expended 2.9% 

Wikiup/Larkfield/140293 Planning 1.39 mile trail connecting Old Redwood 185,000 12,146 - 172,854 

Highway west to the SMART Bikeway near the 

Airport industrial area. % of Project Expended 6.6% 

SMART Trail SW-Santa Rosa/140319 Design and construction of a 1.3 mile Class 1 trail 1,128,461 204,239 - 924,222 

parallel to the rail corridor. % of Project Expended 18.1% 

Timber Cove Trail Plan/140327 Feasibility study is underway to identify a 3 mile trail 199,465 166,812 - 32,653 

parallel to Hwy 1 for the California Coastal Trail. % of Project Expended 83.6% 

Hudeman Slough/140368 Planning for boat launch redevelopment and A.D.A. 155,000 50,365 40,000 104,635 

improvements. % of Project Expended 32.5% 

West County Trail/140376 Bridge replacement design on the existing trail 478,642 308,755 40,000 169,887 

between Petaluma Ave and Merced Ave. % of Project Expended 64.5% 

Park Pay stations/140384 Install pay stations at various parks to provide options 169,470 169,470 - - 

for paying for park use, reduce field staff fee 

collection time, and increase parking revenue. % of Project Expended 100.0% 

Shiloh Ranch/140392 Complete trail improvement work. 294,558 294,558 - - 


Crane Creek Park/140434 Closeout project. 18,321 3,356 10,000 14,965 


Foothill Park/140442 Phase 4 includes construction of a well, restroom, 194,533 22,150 - 172,383 

connections to utilities, and picnic area. % of Project Expended 11.4% 

West Sonoma County Gateway/140459 Plan for access to public and publicly-used open 32,631 32,631 - - 

space including trailheads, access easements, use 

agreements, and access operating agreements. 


Sonoma Schellville Trail/140475 Planning and acquisition for 4.8-mile trail. 299,074 71,925 - 227,149 


Sonoma Valley Trail/140491 Feasibility study for a 13 mile Class I trail connecting 27,894 7,312 5,000 20,582 

Santa Rosa with Sonoma. % of Project Expended 26.2% 

Estero Trail/140509 Planning for a trail connection on the Open Space 56,257 31,097 - 25,160 

District's conservation easement on Bordessa Ranch. 


Occidental Community Center/140517 Redevelop existing building, centralizing recreational 100,000 37,725 - 62,275 

support services and providing a tourism base for 

recreational access to parks and open space properties 

in West County. 


Petaluma - Sebastopol Trail/140525 Feasibility Study for a 12 mile Class I trail connecting 34,419 16,258 15,000 18,161 

Petaluma with Sebastopol. % of Project Expended 47.2% 

Santa Rosa Creek Trail/140541 Complete construction repair of 2.14 mile Class 1 825,681 677,732 - 147,949 

trail from Fulton to Willowside roads. % of Project Expended 82.1% 



205 

Capital Projects



Total 




Westside Boat Launch/140558 Planning and environmental review for a new boat 272,500 200,584 - 71,916 

ramp, parking and associated improvements. % of Project Expended 73.6% 

Kenwood Plaza/140582 Fabricate and install interpretive signs. 86,001 47,191 - 38,810 


Birdwalk Coastal Access/140632 Complete interpretive signs. 597,139 597,139 - - 


Steelhead Beach/140657 Develop walk-in campground area and park entry 105,553 68,616 10,000 36,937 

improvements. % of Project Expended 65.0% 

Cloverdale Regional Park/140665 Complete Phase 3 construction of boat ramp, parking, 612,013 590,961 - 21,052 

family picnic sites, and pathways along with river 

bank restoration and planting. 


Sonoma Valley Park/140681 Plan and develop a trail extension into the 41-acre 107,287 55,653 25,000 51,634 

expanded park area, opening it for public use. % of Project Expended 51.9% 

Tolay Lake Regional Park/140707 Comprehensive Master Plan and studies for a 3,434 2,315,808 1,955,655 - 360,153 

acre regional park between Petaluma and Sonoma 

Valley. % of Project Expended 84.4% 

Schopflin Fields/140715 Construct additional baseball/soccer field. 27,171 2,171 - 25,000 


Sonoma Mtn. Park/140723 Planning for access and public recreational use. 7,322 7,322 - - 


Guerneville River Park/140772 Phase 2 includes acquisition for park expansion and 768,810 45,157 388,000 723,653 

access along with construction of boat launch, 

parking, picnic area, and pathway. 


Taylor Mountain Regional Park/140806 Complete Master Plan and design Phase 1 including 844,291 155,607 - 688,684 

the driveway, parking, trails, restroom, picnic areas, 

and a natural play course off of Petaluma Hill Road. 


Bodega Bay Breakwater/140830 Planning and environmental review for marina and 289,625 12,978 - 276,647 

Bodega Harbor channel dredging. % of Project Expended 4.5% 

SF Bay Trail/140863 Planning and acquisition for over 9 miles of regional 137,328 128,834 - 8,494 

trail in southern Sonoma County. % of Project Expended 93.8% 

Sunset Beach Park/140871 Complete new Russian River access including 1,069,746 1,066,898 - 2,848 

parking, picnic area, trail, boat portage, landscape 

restoration, and road improvements. 


Riverfront Park/140889 Phase 3 constructs Lake Benoist and Russian River 529,596 256,599 50,000 272,997 

access including trails, park driveway extension, 

picnic and rest areas, boat portages, entry kiosk, and 

lakeshore and river planting restoration. 


Healdsburg Dam/140897 Finalize design and obtain permits for renovation of 232,243 177,243 - 55,000 

seasonal dam on Russian River. % of Project Expended 76.3% 

Occidental to Coast Trail/140905 Closeout project. 8,000 1,382 - 6,618 




206 

Capital Projects





Total 



Budget Date New Funding (Gross Exp.) 

Central Sonoma Valley Trail/140921 

Planning and construction of Class I trail parallel to 

Highway 12 connecting schools and parks. 

909,844 274,132 25,000 


635,712 

Watson School/140947 

Watson School Building Restoration and access 

improvements of an early one-room schoolhouse for 

interpretation and public use. 

383,028 375,882 5,000 


7,146 

Bodega Bay Bike and Ped. Trail Ph. 1/140962 

Construct 1.1 mile of Class I trail from Keefe Ave 

south to Bell Tower site. Plan 2 miles of trail 

continuing south to connect to existing Birdwalk 

Coastal Access trail and Doran Beach. 

1,495,350 796,919 5,000 


698,431 


Planning 1.6 miles of trail along Bodega Harbor from 

Birdwalk Coastal Access north to Bay Flat Road. 

64,844 27,128 

% of Project Expended 

5,000 

41.8% 

37,716 


Planning.32 miles of trail from Bay Flat Road up to 

Bell Tower site, connecting with Phase 1 Coastal 

Prairie Trail. 

58,847 50,291 


5,000 

8,556 

Russian River Access Sites/140970 

Prepare acquisition plan and complete C.E.Q.A. for 

sites for future acquisition. This includes the Russian 

River area from the Mendocino County line to 

Healdsburg Memorial Beach. 

54,000 11,337 


10,000 

42,663 

Storm Damage Projects/140988 

Repair storm damage from 2005-06 Flood. 

3,442,385 3,049,235 


- 

393,150 

TOTAL REGIONAL PARKS 24,441,032 15,654,198 748,000 8,786,834 

GENERAL GOVERNMENT CAPITAL PROJECTS 127,383,947 99,559,217 5,714,945 23,595,007 

REGIONAL PARKS CAPITAL PROJECTS 24,441,032 15,654,198 748,000 8,786,834 

GRAND TOTAL CAPITAL PROJECTS 151,824,979 115,213,415 6,462,945 32,381,841 



207 

Capital Projects



208 

Capital Projects

STATE FINANCIAL SCHEDULES 

The following section of this budget document includes a number of financial summary schedules 

required by State Budget law that allow for comparability with other counties. 

They include: 

Budget Summary-All Funds (Schedule 1) 

Budget Summary-Governmental Funds (Schedule 2) 

Fund Balances-Governmental Funds (Schedule 3) 

Detail of Changes in Fund Balance-Governmental Funds (Schedule 4) 

Summary of Additional Financing Sources-Governmental Funds ((Schedule 5) 

Detail of Additional Financing Sources-Governmental Funds (Schedule 6) 

Summary of Financing Uses-Governmental Funds (Schedule 7) 

Detail of Financing Uses-Governmental Funds (Schedule 8) 

Budget Summary-Non-Enterprise Special Districts/Agencies (Schedule 12) 

Fund Balances-Non-Enterprise Special Districts/Agencies (Schedule 13) 

Detail of Changes in Fund Balance-Non-Enterprise Special Districts/Agencies (Schedule 14) 

Some of the State’s functional categories are slightly different than those functional categories used to 

present groups of similar services in this budget document. 

The last page in this section provides a cross-reference for the portions of the County Operating Budget as 

they appear in this document with the corresponding State functional category. 

Additional note: 

The state formatted detail reports supporting these financial summaries include the following: 

Financing Sources and Uses by Budget Unit-Governmental Funds (Schedule 9) 

Internal Service Fund Operational Statement (Schedule 10) 

Enterprise Fund Operational Statement (Schedule 11) 

Financing Sources & Uses-Non-Enterprise Special Districts/Agencies (Schedule 15) 

Road Fund Cost Center Detail 

Capital Asset Detail 

These are presented under separate cover and are incorporated in this document by reference. See also 

www.sonoma-county.org/auditor for these schedules as they become available each year. 



209 

State Financial Schedules



210 


State Controller Schedules County of Sonoma Schedule 1 

County Budget Act State of California 

January 2010 All Funds Summary 

Fiscal Year 2013-14 

Total Financing Sources 

Total Financing Uses 

Fund Name 

(1) 

Unallocated 

Fund Balance 

June 30,2013 

(2) 

Decreases to 

Fund Balance/ 

Net Assets 

(3) 

Additional 

Financing 

Sources 

(4) 

Total 

Financing 

Sources 

(5) 

Financing 

Uses 

(6) 

Increases to 

Fund Balance/ 

Net Assets 

(7) 

Total 

Financing 

Uses 

(8) 

General Fund 

Special Revenue Funds 

Capital Project Funds 

Debt Service Funds 

0 

0 

0 

0 

12,349,848 

60,833,748 

2,412,603 

0 

369,323,302 

439,716,144 

29,969,238 

11,695,856 

381,673,150 

500,549,892 

32,381,841 

11,695,856 

381,358,938 

499,839,625 

32,381,841 

11,204,056 

314,212 

710,267 

0 

491,800 

381,673,150 

500,549,892 

32,381,841 

11,695,856 

Subtotals - Governmental Funds 

0 

75,596,199 

850,704,540 

926,300,739 

924,784,460 

1,516,279 

926,300,739 

Less: Operating Transfers 

0 

0 

(84,427,301) 

(84,427,301) 

(84,427,301) 

0 

(84,427,301) 

Total Governmental Funds 0 75,596,199 766,277,239 841,873,438 840,357,159 1,516,279 841,873,438 

Enterprise Funds 

Internal Service Funds 

Special Districts & Other Agencies 

0 

0 

0 

10,716,951 

15,363,463 

35,705,434 

131,419,211 

52,382,123 

223,533,227 

142,136,162 

67,745,586 

259,238,661 

142,136,162 

67,745,586 

259,238,661 

0 

0 

0 

142,136,162 

67,745,586 

259,238,661 

Total Other Funds 0 61,785,848 407,334,561 469,120,409 469,120,409 0 469,120,409 

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 



211 




January 2010 Governmental Funds Summary 




Fund Name 

(1) 

Unallocated 

Fund Balance 


(2) 

Decreases to 

Fund Balance 

(3) 

Additional 

Financing 

Sources 

(4) 

Total 

Financing 

Sources 

(5) 

Financing 

Uses 

(6) 

Increases to 

Fund Balance 

(7) 

Total 

Financing 

Uses 

(8) 

10-010-XXX 

10-065-XXX 

General 

ACO Funds 

0 

0 

11,006,425 

1,343,423 

367,482,436 

1,840,866 

378,488,861 

3,184,289 

378,241,508 

3,117,430 

247,353 

66,859 

378,488,861 

3,184,289 

10 Total General 0 12,349,848 369,323,302 381,673,150 381,358,938 314,212 381,673,150 

11-110-XXX 

11-140-XXX 

11-160-XXX 

11-190-XXX 

11-300-XXX 

11-400-XXX 

11-580-XXX 

11-590-XXX 

11-600-XXX 

11-610-XXX 

11-640-XXX 

11-650-XXX 

11-660-XXX 

11-670-XXX 

Advertising 

Fish/Wildlife 

Road 

Tobacco Tax 

Mandated 

Public Safety Realignment 

Human Svcs-Realign 

Human Services Dept 

DCSS-Child Support Enf 

Dept of Health Services 

Health-Realign 

Mental Health-Realign 

Mental Health Svcs Act 

Non-Mandated Funds 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

371,064 

0 

16,988,181 

0 

38,656,623 

1,004,597 

0 

366,470 

0 

0 

0 

0 

3,446,813 

0 

7,531,320 

39,650 

48,092,440 

150,250 

44,291,277 

54,168,198 

36,084,923 

131,154,446 

14,486,203 

47,556,369 

23,900,000 

12,811,990 

15,251,439 

4,197,639 

7,902,384 

39,650 

65,080,621 

150,250 

82,947,900 

55,172,795 

36,084,923 

131,520,916 

14,486,203 

47,556,369 

23,900,000 

12,811,990 

18,698,252 

4,197,639 

7,902,384 

38,350 

65,080,621 

150,250 

82,258,367 

55,172,695 

36,084,923 

131,520,916 

14,486,203 

47,556,369 

23,880,666 

12,811,990 

18,698,252 

4,197,639 

0 

1,300 

0 

0 

689,533 

100 

0 

0 

0 

0 

19,334 

0 

0 

0 

7,902,384 

39,650 

65,080,621 

150,250 

82,947,900 

55,172,795 

36,084,923 

131,520,916 

14,486,203 

47,556,369 

23,900,000 

12,811,990 

18,698,252 

4,197,639 

11 Total Special Revenue 0 60,833,748 439,716,144 500,549,892 499,839,625 710,267 500,549,892 

12 Total Capital Projects 0 2,412,603 29,969,238 32,381,841 32,381,841 0 32,381,841 

13 Total Debt Service 0 0 11,695,856 11,695,856 11,204,056 491,800 11,695,856 

Subtotals 0 75,596,199 850,704,540 926,300,739 924,784,460 1,516,279 926,300,739 

XX Operating Transfers* 0 0 (84,427,301) (84,427,301) (84,427,301) 0 (84,427,301) 

Total Governmental Funds 0 75,596,199 766,277,239 841,873,438 840,357,159 1,516,279 841,873,438 

*Transfers within a fund totalling $25,894,096 have been eliminated from the above fund totals. Transfers between funds are included within the above 

funds and eliminated here before consolidating General County totals. 



212 



County Budget Act 

State of California 

January 2010 

Fund Balance-Governmental Funds 


Less: Obligated Fund Balance 

Fund Name 

(1) 

Total 

Estimated 

Fund Balance 

June 30, 2013 

(2) 

Nonspendable 

(3) 

Restricted 

(4) 

Committed 

(5) 

Assigned 

(6) 

Less: 

Unassigned 

Fund Balance 

(7) 

Total 

Unallocated 

Fund Balance 


(8) 

10-010-XXX 

10-020-XXX 

10-065-XXX 

General 


ACO Funds 

37,578,274 

28,869,186 

4,529,585 

2,054,775 22,946,303 

4,529,585 

12,577,196 

28,869,186 

0 

0 

0 

10 Total General 70,977,045 2,054,775 0 0 27,475,888 41,446,382 0 

11-110-XXX 

11-140-XXX 

11-160-XXX 

11-300-XXX 

11-400-XXX 

11-590-XXX 

11-600-XXX 

11-610-XXX 

11-640-XXX 

11-650-XXX 

11-660-XXX 

Advertising 

Fish/Wildlife 

Road 

Mandated 







Mental Health Svcs Act 

1,779,175 

107,278 

34,188,040 

122,964,975 

3,257,114 

993,015 

0 

5,698,802 

3,166,129 

2,167,863 

6,525,696 

668,705 

107,278 

33,519,335 

122,964,975 

3,257,114 

993,015 

5,698,802 

3,166,129 

2,167,863 

6,525,696 

1,779,175 0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

0 

11 Total Special Revenue 180,848,087 668,705 178,400,207 1,779,175 0 0 0 

12 Total Capital Projects 7,520,904 0 0 0 7,520,904 0 0 

13 Total Debt Service 22,386,941 0 22,386,941 0 0 0 0 

Total Governmental Funds 281,732,977 2,723,480 200,787,148 1,779,175 34,996,792 41,446,382 0 

*Fund Balance Component Definitions (encumbrances are excluded): 

1) Nonspendable - Not in spendable form or there is a requirement to maintain intact. 

2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation. 

3) Committed - Formal action required by the Board of Supervisors. 

4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official. 


FY 2013-2014 Recommended Budget 213 State Financial Schedules



January 2010 

Detail of Changes in Fund Balance-Governmental Funds 


Description 

(Identified by Fund 

Balance Component*) 

(1) 

Estimated 

Fund Balance 


(2) 

Decreases or Cancellations Increases or New Total 


(3) 

Adopted by 

the Board of 

Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 

Budget Year 

(7) 

10-010-000 

10-010-000 

10-010-371 

10-010-776 

General Fund - Nonspendable: 

Inventory 

Retirement Deposits 

P.W.-Water Systems-Advances 

Tobacco Deallocation-LT Receivables 

Subtotal - Nonspendable 

42,756 

1,749,211 

62,808 

200,000 

42,756 

1,749,211 

62,808 

200,000 

2,054,775 0 0 0 0 2,054,775 

General Fund - Assigned: 

10-010-000 General Fund Balance 10,000,000 8,901,530 1,098,470 

10-010-070 IS Replacement-A 2,454,088 105,113 2,559,201 

10-010-071 IS Replacement-B 572,432 12,338 560,094 

10-010-072 Technology Investment Fund 14,277 6,000 20,277 

10-010-110 County Center Parking 102,959 18,745 84,214 

10-010-120 So Co Energy Watch 148,826 1,389 147,437 

10-010-251 ARM-Mitigation 244,164 244,164 

10-010-320 Parks-Equip Replace 171,124 57,000 114,124 

10-010-370 P.W.-District Formation 126,357 3,729 122,628 

10-010-371 P.W.-Water Systems 549,992 5,724 555,716 

10-010-400 Sheriff-Radio Replacement 220,418 1,600 222,018 

10-010-403 Sheriff-Radio Infrastructure 960,271 222,000 738,271 

10-010-440 Probation-SAC Ops & Replacement 610,068 610,068 

10-010-774 Graton Casino Mitigation 147,084 128,916 276,000 

10-010-775 Tribal Development Impact Mitigation 3,500,000 3,500,000 

10-010-776 Tobacco Deallocation 1,840,968 1,116,182 724,786 

10-010-777 Refuse Franchise Fees 749,929 149,486 600,443 

10-010-778 Medical Marijuana 224,026 224,026 0 

10-010-779 Assessment Appeals 

Subtotal - Assigned 

309,320 300,000 9,320 

22,946,303 11,006,425 0 247,353 0 12,187,231 

General Fund - Unassigned: 

10-010-000 State Mandates 782,215 782,215 

10-010-000 JMS System 500,000 500,000 

10-010-000 OPEB 3,000,000 3,000,000 

10-010-000 FB Des - Accum Leave Liq 

8,294,981 8,294,981 

Subtotal - Unassigned 

12,577,196 0 0 0 0 12,577,196 

Subtotal General Fund 

37,578,274 11,006,425 0 247,353 0 26,819,202 

General Reserve - Unassigned 

10-020-000 General Reserve 28,869,186 28,869,186 

0 

ACO Funds - Assigned 0 

10-065-100 Fleet ACO 2,456,123 500,823 1,955,300 

10-065-200 Reprographics ACO 2,017 40 2,057 

10-065-400 Communications ACO 864,571 737,000 127,571 

10-065-500 Facilities ACO 839,536 66,819 906,355 

10-065-600 Records ACO 

367,338 105,600 261,738 

Total ACO Funds 

4,529,585 1,343,423 0 66,859 0 3,253,021 

10 Total General Fund 70,977,045 12,349,848 0 314,212 0 58,941,409 



214 




January 2010 



Description 



(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 

Advertising - Nonspendable: 

11-110-000 Long Term Receivables 

Advertising - Committed: 

11-110-000 Advertising 

11-110-000 Economic Uncertainties 

0 

1,465,516 

313,659 

371,064 

0 

0 

0 

1,094,452 

313,659 

Total Advertising 

1,779,175 371,064 0 0 0 1,408,111 

Fish/Wildlife - Restricted: 

11-140-000 Fish/Wildlife 

11-140-100 Abalone Preservation 

106,924 

354 

1,300 108,224 

354 

Total Fish/Wildlife 

107,278 0 0 1,300 0 108,578 

Road Fund - Nonspendable: 

11-160-060 Maint Division-Inventory 668,705 668,705 

0 

Road Fund - Restricted: 0 

11-160-000 Road 3,930,538 1,504,154 2,426,384 

11-160-020 Bridges 364,089 364,089 

11-160-030 Overlays/Road Improvements 9,864,890 6,200,000 3,664,890 

11-160-060 Maintenance Division 10,543,052 2,180,203 8,362,849 

11-160-080 Co-operative Cap Projects 731,529 390,000 341,529 

11-160-090 State Tribal Casino Fund 49,643 49,643 

11-160-403 Sonoma Vly Dev Fee 780,409 612,000 168,409 

11-160-404 Moorland Ave Dev Fee 72 72 

11-160-409 Countywide Developer Fees 

7,255,113 6,101,824 1,153,289 

Total Road Fund 

34,188,040 16,988,181 0 0 0 17,199,859 

Mandated Funds - Restricted: 

11-300-100 Tidelands Leases 306,408 261,795 44,613 

11-300-210 Assessor-Prop Characteristics 576,525 22,016 598,541 

11-300-211 Assessor-Prop Tax Admin 83,759 82,300 1,459 

11-300-240 Recorder-Modernization 7,493,742 3,897,409 3,596,333 

11-300-241 Recorder-Micrographics 852,853 81,224 934,077 

11-300-242 Clerk/Recorder VRIP 403,311 6,179 409,490 

11-300-243 Social Security Truncation 321,476 122,630 444,106 

11-300-245 Recorder Operations 1,144,626 402,979 741,647 

11-300-246 County Clerk Operations Fund 89,799 89,799 0 

11-300-250 Survey-Monument Preservation 51,206 51,206 

11-300-251 PRMD-Planning Admin Fund 568,179 568,179 

11-300-320 Reg Parks Restricted Fund 202,718 202,718 

11-300-321 Sonoma/Gualala Park Mit 95,232 44,113 51,119 

11-300-322 Clov/Healds Park Mit 206,445 87,732 118,713 

11-300-323 Russ Riv/Seb Park Mit 274,077 97,616 176,461 

11-300-324 Santa Rosa Park Mit 356,371 129,231 227,140 

11-300-325 RP-Cot/Pet Park Mit 341,053 27,058 368,111 

11-300-326 Sonoma Vly Park Mit 250,318 234,527 15,791 

11-300-327 Lark-Wik Spec Plan Park Mit 25,846 21,628 4,218 

11-300-371 Pub Educ Govt Access Fees 432,276 260,950 693,226 

11-300-400 Sheriff-AB1109 Fees 767,163 35,243 802,406 

11-300-401 Sheriff-AB709 Fees 223,072 23,251 246,323 

11-300-402 Sheriff-Fed Forfeiture-DOJ 880,408 7,000 873,408 



215 




January 2010 



Description 



(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 

11-300-403 

11-300-404 

11-300-405 

11-300-406 

11-300-410 

11-300-421 

11-300-422 

11-300-423 

11-300-424 

11-300-425 

11-300-426 

11-300-427 

11-300-432 

11-300-433 

11-300-440 

11-300-460 

11-300-461 

11-300-463 

11-300-512 

11-300-594 

11-300-610 

11-300-650 

11-300-652 

11-300-653 

11-300-654 

11-300-655 

11-300-678 

11-300-679 

11-300-680 

11-300-681 

11-300-682 

11-300-683 

11-300-684 

11-300-685 

11-300-686 

11-300-689 

11-300-691 

11-300-692 

11-300-693 

11-300-696 

11-300-697 

11-300-698 

11-300-699 

11-300-700 

11-300-700 

11-300-701 

11-300-702 

11-300-770 

11-300-774 

11-300-790 

Mandated Funds - Restricted (cont): 

Sheriff-Fed Forfeiture-US Treas 

Sheriff-DMV ID Fee 

Asset Forfeiture Fund 

JAG 

Detention-Jail Industries 

D.A.-Auto Insurance Fraud 

D.A.-Consumer Protection 

D.A.-SCATT 

D.A.-Family Justice Center 

D.A.-Asset Forfeiture 

D.A.-FJC-SB635 

D.A.-Treasury Forfeiture 

JJCPA 

Probation-CCPIF 

Prob-Juv Funds 

Courthouse Construction 

Criminal Justice Construction 

Penalty Assessment 

Alternate Dispute Resolution 

Dependent Child Fund 

AODS-Memorial Fund 

MH-Interim Fund 

PH-PHER 

PH-HPP 

PH-HPP-H1N1 

Medi-Cal System Expansion 

AODS-JAG Funds 

AODS-OTP 

P&P-C&FC-Dedicated Fund 

P&P-Children & Families First 

PH-EMS 

EH-Solid Waste-EAG 

P&P-Child Safety Seats 

AODS-Residential Tox & Detox 

AODS-Alc Abuse Educ/Prev 

AODS-DUI Program 

AODS-AB 1916 

AODS-SACPA 

PH-Vital Statistics Fund 

Admin-MAA/TCM Audit Reserve 

PH-Bioterrorism Program 

PH-SB 1773 

Childrens Fund 

ACC-Public Educ Fund 

ACC-Public Educ-Equipment 

W & M Transaction Verification 

Animal Welfare Fund 

Securitization/Endowment A 

Open Space Spec Tax Account-Meas F 

Hazardous Material Fund 

5,432 

953,318 

1,166,043 

0 

193,888 

0 

1,363,534 

196,768 

160,126 

378 

19,973 

18 

0 

708,361 

0 

796,491 

2,479,751 

11,965 

122,087 

62,518 

9,516 

32,468 

0 

278 

0 

9,760,310 

7,643 

11,759 

15,595,215 

2,159,714 

149,327 

0 

6,765 

24,814 

18,675 

106,404 

0 

22,781 

12,027 

1,431,607 

28,667 

185,806 

40,322 

178,797 

69,336 

17,112 

214,179 

16,741,304 

51,851,759 

100,876 

953,318 

25,250 

496,941 

183,422 

1,020,453 

45,762 

9,516 

7,700 

278 

2,124,132 

3,691,057 

6,765 

24,814 

18,675 

3,613 

28,667 

6,663 

11,699 

4,950 

131,924 

7,870,848 

16,634,047 

44 

3,000 

45,727 

5,597 

75 

439 

10 

5,368 

50,722 

5,476 

0 

1,169,043 

0 

168,638 

0 

1,409,261 

202,365 

160,126 

453 

20,412 

28 

0 

211,420 

0 

613,069 

1,459,298 

11,965 

76,325 

62,518 

0 

24,768 

0 

0 

0 

7,636,178 

7,643 

11,759 

11,904,158 

2,159,714 

154,695 

0 

0 

0 

0 

106,404 

0 

22,781 

8,414 

1,482,329 

0 

179,143 

40,322 

167,098 

69,336 

12,162 

82,255 

8,870,456 

35,217,712 

100,876 

Total Mandated Funds 

122,964,975 38,656,623 0 689,533 0 84,997,885 



216 




January 2010 



Description 



(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 

Public Safety Realignment - Restricted: 

11-400-110 Prob-YOBG 

11-400-120 Prob-Juv Prob/Camp Funding 

11-400-130 Prob-JJCPA 

11-400-200 Human Services AB118 

11-400-300 District Attorney Revocation 

11-400-400 Public Defender Revocation 

11-400-500 Sheriff Trial Court Security 

11-400-510 Shf Local Law Enf Svc - Booking Fees 

11-400-540 Shf Local Law Enf Svc - CAL-EMA 

11-400-550 Shf Local Comm Corr AB 109 (LED) 

11-400-630 Behavioral Health 

683,270 

145,066 

212,636 

11,879 

118,618 

117,698 

871,691 

792,031 

23,828 

113,921 

166,476 

413,931 

145,066 

194,501 

110,732 

140,367 

0 

0 

0 

100 

269,339 

0 

18,135 

11,879 

118,718 

6,966 

871,691 

792,031 

23,828 

113,921 

26,109 

Total Public Safety Realignment 

3,257,114 1,004,597 0 100 0 2,252,617 

Human Svcs Realign Operat.- Restricted: 

11-610-100 Human Svcs Realign Operating 

5,539,945 

0 

5,539,945 

Human Services Dept - Restricted: 

11-590-100 Human Services Dept 

11-590-110 WP-Federal Assistance 

836,889 

156,126 

366,470 

470,419 

156,126 

Total Human Services Dept 

993,015 366,470 0 0 0 626,545 

Dept of Health Services - Restricted: 

11-610-100 Dept of Health Services 

Health Realignment - Restricted: 

11-640-710 Health Realign-Operating 

Mental Health Realignment - Restricted: 

11-650-810 MH Realign-Operating 

Mental Health Services Act - Restricted: 

11-660-420 MHSA-CSS 

11-660-430 MHSA-Capital 

11-660-440 MHSA-Early Intervention 

11-660-450 MHSA-Educ/Training 

11-660-460 MHSA-Innovation 

11-660-470 MHSA-Prudent Reserve 

158,857 

3,166,129 

2,167,863 

2,831,235 

1,300,186 

1,334,522 

217,694 

842,059 

0 

1,216,113 

800,285 

389,676 

217,694 

823,045 

19,334 

0 

158,857 

0 

0 

3,185,463 

0 

0 

2,167,863 

0 

1,615,122 

499,901 

944,846 

0 

19,014 

0 

Total Mental Health Svcs Act 

6,525,696 3,446,813 0 0 0 3,078,883 

11 Total Special Revenue Funds 180,848,087 60,833,748 0 710,267 0 120,724,606 

12 Capital Projects (Assigned) 7,520,904 2,412,603 0 0 5,108,301 

13 Debt Service (Restricted) 22,386,941 0 0 491,800 22,878,741 

Total Governmental Funds 281,732,977 75,596,199 0 1,516,279 0 207,653,057 



217 





January 2010 

Summary of Additional Financing Sources by Source and Fund 

Governmental Funds 


Description 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 


2013-14 

(4) 

Adopted by 


Supervisors 


(5) 

Summarization By Source: 

10 Taxes: 

Property Taxes-CY Secured 

Property Taxes-CY Supplemental 

Property Taxes-CY Unsecured 

Property Taxes-PY Secured 

Property Taxes-PY Supplemental 

Property Taxes-PY Unsecured 

Penalties/Costs on Taxes 

In Lieu Local Sales/Use Taxes 

Sales/Use Taxes 

Other Taxes 

174,179,306 

922,179 

5,753,050 

(78,352) 

(6,089) 

79,541 

345,299 

3,498,190 

29,184,897 

12,260,601 

176,314,554 

922,000 

5,280,905 

(116,887) 

(20,000) 

90,000 

0 

3,861,285 

29,500,000 

13,317,782 

172,695,522 

1,000,000 

5,000,000 

5,000 

0 

75,000 

0 

3,977,124 

29,662,260 

12,908,567 

226,138,622 229,149,639 225,323,473 

13 Licenses, Permits and Franchises 

15,982,565 17,217,003 17,226,737 

15 Fines, Forfeitures and Penalties 16,105,638 25,225,584 12,379,441 

17 Revenue From Use of Money and Property 

13,344,011 6,339,105 7,609,024 

20 Intergovernmental Revenues: 

Intergovernmental-State 297,081,359 321,164,185 322,433,496 

Intergovernmental-Federal 51,294,650 55,526,755 69,016,542 

Intergovernmental-Other 

26,627,294 33,220,770 38,189,476 

375,003,303 409,911,710 429,639,514 

30 Charges for Current Services 

48,981,334 56,989,089 54,150,274 

40 Miscellaneous Revenues 19,272,842 13,194,545 15,314,241 

42 Administrative Control Account 643,513 0 0 

46 Other Financing Sources* 9,036,146 2,567,309 4,634,535 

48 Residual Equity Transfers In 415 0 0 

Total Summarization by Source 724,508,389 760,593,984 766,277,239 

*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and 2012-13 Recommended transfers 

totalling $110,321,397. 



218 





January 2010 

Summary of Additional Financing Sources by Source and Fund 



Description 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Summarization by Fund: 

10-010-XXX 

10-020-XXX 

10-065-XXX 

General 


ACO Funds 

370,741,858 

0 

789,072 

380,854,911 

500,000 

888,218 

367,482,436 

0 

1,840,866 

10 General Fund 371,530,930 382,243,129 369,323,302 0 

11-110-XXX 

11-140-XXX 

11-160-XXX 

11-190-XXX 

11-300-XXX 

11-400-XXX 

11-580-XXX 

11-590-XXX 

11-600-XXX 

11-610-XXX 

11-640-XXX 

11-650-XXX 

11-660-XXX 

11-670-XXX 

Advertising 

Fish/Wildlife 

Road 

Tobacco Tax 

Mandated 



Human Svcs Dept 





Mental Health Services Act 


6,768,742 

32,145 

41,364,961 

146,128 

47,410,910 

36,189,406 

29,058,013 

122,741,291 

11,277,333 

48,825,996 

24,486,144 

12,701,948 

19,868,761 

0 

7,278,005 

28,359 

48,662,114 

198,656 

46,838,995 

47,480,296 

40,178,604 

126,510,996 

14,147,429 

54,900,962 

22,745,898 

13,572,894 

16,795,169 

0 

7,531,320 

39,650 

48,092,440 

150,250 

44,291,277 

54,168,198 

36,084,923 

131,154,446 

14,486,203 

47,556,369 

23,900,000 

12,811,990 

15,251,439 

4,197,639 

11 Special Revenue Funds 400,871,778 439,338,377 439,716,144 0 

12 Capital Projects 17,429,873 9,811,505 29,969,238 

13 Debt Service 18,295,574 11,559,637 11,695,856 

Subtotal 808,128,155 842,952,648 850,704,540 0 

XX Transfers* (83,619,766) (82,358,664) (84,427,301) 

Total Summarization by Fund 724,508,389 760,593,984 766,277,239 0 

*The following transfers within a fund have been eliminated from the above fund totals: 2011-12 Actuals - $19,941,482, 2012-13 Estimated 

$35,633,112, and 2013-14 Recommended - $25,894,096. Transfers between funds are included within the above funds and eliminated here before 

consolidating General County totals. 



219 





January 2010 

Detail of Additional Financing Sources by Account and Fund 



Financing Source Category, Account and Fund 

(General Fund Unless Otherwise Indicated) 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

10 

100 

Taxes: 

Property Taxes-CY Secured: 

102 

104 

106 

10-010-XXX General 

13-XXX-XXX Debt Service 

Property Taxes-CY Supplemental 

Property Taxes-CY Unsecured 

Property Taxes-PY Secured: 

173,856,834 176,314,554 172,695,522 

322,472 

0 

0 

174,179,306 176,314,554 172,695,522 

922,179 922,000 1,000,000 

5,753,050 5,280,905 5,000,000 

10-010-XXX General (128,532) (116,887) 5,000 


50,180 0 0 

(78,352) (116,887) 5,000 

108 

Property Taxes-PY Supplemental 

(6,089) (20,000) 0 

110 Property Taxes-PY Unsecured 79,541 90,000 75,000 

112 Penalties/Costs on Taxes 345,299 0 0 

113 

114 

In Lieu Local Sales/Use Tax 

Sales/Use Taxes: 

3,498,190 3,861,285 3,977,124 

10-010-XXX General 10,924,699 10,600,000 10,611,060 

11-300-XXX Mandated 

18,260,198 18,900,000 19,051,200 

29,184,897 29,500,000 29,662,260 

126 

Other Taxes: 

10-010-XXX General 5,593,379 6,241,520 5,620,017 

11-110-XXX Advertising 6,567,678 7,076,262 7,288,550 

11-160-XXX Road 99,544 0 0 

12-XXX-XXX Capital Projects 0 0 0 

12,260,601 13,317,782 12,908,567 

10 Total Taxes 226,138,622 229,149,639 225,323,473 



220 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

13 

130 

Licences, Permits and Franchises: 

Animal Licenses 

10-010-XXX 

11-610-XXX 

General 


0 

0 

0 

731,691 719,502 1,051,612 

731,691 719,502 1,051,612 

132 

Business Licenses: 

10-010-XXX 

11-610-XXX 

11-670-XXX 

General 


PH - Fee Stabilization 

45,917 

2,776,077 

0 

17,328 

2,659,067 

0 

14,800 

9,752 

2,703,458 

2,821,994 2,676,395 2,728,010 

134 

Construction Permits: 

10-010-XXX 

11-300-XXX 

11-610-XXX 

11-670-XXX 

General 

Mandated 



6,822,292 

360,810 

345,230 

0 

7,588,883 

525,390 

312,298 

0 

7,491,764 

348,150 

0 

345,636 

7,528,332 8,426,571 8,185,550 

136 

Road Privileges/Permits: 

10-010-XXX 

11-300-XXX 

General 

Mandated 

29,959 27,747 24,318 

26,478 

2,838 

5,477 

56,437 30,585 29,795 

138 

Zoning Permits: 

11-610-XXX 


295 0 0 

295 0 0 

140 

Franchises: 

10-010-XXX 

11-300-XXX 

11-610-XXX 

General 

Mandated 


2,762,483 

282,199 

189,600 

3,153,075 

297,703 

189,600 

2,800,000 

284,000 

285,600 

3,234,282 3,640,378 3,369,600 

146 

Other Licenses/Permits: 

10-010-XXX 

11-300-XXX 

11-610-XXX 

11-670-XXX 

General 

Mandated 



287,169 

1,189,906 

132,459 

0 

330,061 

1,270,665 

122,846 

0 

323,209 

1,420,751 

8,800 

109,410 

1,609,534 1,723,572 1,862,170 

13 Total Licenses, Permits and Franchises 15,982,565 17,217,003 17,226,737 



221 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

15 Fines, Forfeitures and Penalties: 

150 Vehicle Code Fines: 

10-010-XXX 

11-160-XXX 

11-300-XXX 

General 

Road 

Mandated 

79,209 

272,007 

218 

73,552 

290,000 

17,545 

87,308 

275,000 

8,395 

351,434 381,097 370,703 

152 Other Court Fines: 

10-010-XXX General 1,705,975 1,345,840 1,482,884 

11-140-XXX Fish/Wild Life 30,832 27,375 38,350 

11-160-XXX Road 31,893 30,000 30,000 

11-300-XXX Mandated 3,813,263 3,753,007 3,699,041 

11-610-XXX Dept of Health Services 

46,553 58,453 18,000 

5,628,516 5,214,675 5,268,275 

160 Forfeitures/Penalties: 

10-010-XXX General 2,715,891 2,889,460 2,823,979 

11-300-XXX Mandated 537,758 525,352 40,316 

11-610-XXX Dept of Health Services 77,158 73,600 137,158 

12-XXX-XXX Capital Projects 

0 0 0 

3,330,807 3,488,412 3,001,453 

169 Penalties/Costs on Taxes 

6,794,881 16,141,400 3,739,010 

15 Total Fines, Forfeitures and Penalties 16,105,638 25,225,584 12,379,441 



222 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

17 

170 

Revenue From Use of Money and Property: 

Interest: 


10-065-XXX ACO Funds 

11-110-XXX Advertising 

11-140-XXX Fish/Wild Life 

11-160-XXX Road 

11-190-XXX Tobacco Tax 


11-400-XXX Public Safety Realignment 

11-580-XXX Human Svcs-Realign 

11-590-XXX Human Services Dept 

11-600-XXX DCSS-Child Support Enf 


11-640-XXX Health-Realign 

11-650-XXX Mental Health-Realign 

11-660-XXX Mental Health Svcs Act 



10,492,319 

49,617 

43,234 

1,313 

231,220 

1,032 

1,072,779 

33,904 

50,996 

(102,263) 

11,828 

(152,155) 

48,730 

29,560 

162,885 

1,045 

281,089 

4,793,435 

45,233 

25,000 

984 

201,319 

270 

853,887 

38,059 

39,772 

(119,348) 

6,000 

(160,060) 

47,358 

19,160 

75,169 

0 

2,171 

6,193,371 

43,308 

25,000 

1,300 

91,000 

250 

783,071 

5,224 

13,225 

10,000 

6,000 

(223,410) 

51,507 

19,873 

55,439 

0 

0 

12,257,133 5,868,409 7,075,158 

180 

Rents/Concessions: 




900,900 

119,542 

66,436 

422,917 

47,779 

0 

424,220 

109,646 

0 

1,086,878 470,696 533,866 

17 Total Revenue From Use of Money and Property 13,344,011 6,339,105 7,609,024 

20 

202 

Intergovernmental Revenues: 

State-Highway Users Tax: 

11-160-XXX 

Road 

15,307,286 12,021,390 14,832,304 

15,307,286 12,021,390 14,832,304 

204 

State-Motor Vehicle In-Lieu 

1,051,833 

211,066 

0 

208 

State-Other In-Lieu 

1,007 

2,027 

0 

210 

State-Public Assist Admin: 

11-590-XXX 

11-600-XXX 

11-610-XXX 




52,998,344 

4,235,551 

10,811,581 

53,299,880 

4,808,086 

13,070,902 

60,041,782 

4,923,269 

14,100,013 

68,045,476 71,178,868 79,065,064 



223 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

20 

214 

Intergovernmental Revenues (cont): 

State-Public Assist Programs: 

11-590-XXX 

11-610-XXX 



13,154,402 13,508,909 8,605,875 

124,028 356,365 

0 

13,278,430 13,865,274 8,605,875 

220 

State-CA Children Services: 

11-610-XXX 


3,212,577 3,283,928 3,718,536 

3,212,577 3,283,928 3,718,536 

224 

State-Mental Health: 

11-590-XXX 

11-610-XXX 



3,077,265 3,524,069 3,293,694 

3,077,265 3,524,069 3,293,694 

226 

State-Tuberculosis Control: 

11-610-XXX 


18,808 27,144 26,139 

18,808 27,144 26,139 

228 

State-Health: 

11-190-XXX 

11-300-XXX 

11-590-XXX 

11-610-XXX 

11-640-XXX 

11-660-XXX 

Tobacco Tax 

Mandated 



Health Realignment 

MHSA Capital 

145,096 

4,897,334 

16,980 

11,828,353 

1,359,135 

3,462,554 

198,386 

646,410 

87,354 

11,037,189 

0 

0 

150,000 

683,994 

57,500 

8,582,031 

0 

0 

21,709,452 11,969,339 9,473,525 

230 

State-Agriculture 

3,372,580 

2,930,675 

2,544,149 

232 

State-Civil Defense 

268,433 

283,127 

223,653 

234 

State-Construction: 

11-160-XXX 

Road 

2,558,248 9,149,822 4,906,378 

2,558,248 9,149,822 4,906,378 

236 

State-Corrections: 



11-400-XXX Public Safety Realignment 


1,474,136 

106,861 

1,193,375 

0 

1,251,025 

0 

0 

0 

1,163,677 

0 

0 

0 

2,774,372 1,251,025 1,163,677 



224 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

20 

240 


State-Disaster Relief: 

242 




State-Veterans' Affairs: 


18,447 

55,450 

12,390 

0 

0 

17,364 

21,000 

0 

243,480 

86,287 17,364 264,480 

63,162 39,565 60,000 

63,162 39,565 60,000 

244 

State-HOPTR 

1,320,374 

1,250,692 

1,300,000 

245 

State-Realignment-Sales Tax: 

11-400-XXX 

11-580-XXX 

11-640-XXX 

11-650-XXX 





34,248,350 

28,336,806 

5,574,242 

11,381,420 

47,439,670 

39,516,757 

5,574,242 

11,919,141 

54,162,974 

35,430,153 

5,852,955 

12,157,524 

79,540,818 104,449,810 107,603,606 

247 

State-Prop 172-Public Safety 

34,435,838 

36,099,463 

37,827,621 

248 

State-Trial Courts 

389,580 

399,924 

379,918 

249 

State-Realignment-VLF 

17,543,514 

17,366,589 

18,273,189 

250 

State-Other: 







11-660-XXX Mental Health Svcs Act 

11-670-XXX PH - Fee Stabilization 


Total State Revenue 

3,399,513 

0 

22,545 

6,260,758 

442,143 

2,540,467 

16,243,322 

0 

117,271 

4,190,235 

0 

0 

7,035,683 

435,741 

3,203,825 

16,720,000 

0 

257,540 

3,764,850 

0 

0 

5,596,611 

442,143 

1,922,757 

15,196,000 

27,092 

1,922,235 

29,026,019 31,843,024 28,871,688 

297,081,359 321,164,185 322,433,496 



225 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

20 

260 

262 

264 

268 

276 

278 

290 


Fed-Public Assist Admin: 




Fed-Public Assist Program: 


Fed-Health Admin: 


Fed-Disaster Relief: 




Fed-In-Lieu Taxes: 

Fed-Other: 





11-600-XXX DCSS-Child Support Enf 


11-670-XXX PH Fee Stabilization 


Total Federal Revenue 

Other Government Agencies: 

15,913,828 

0 

0 

18,354,372 

0 

0 

20,358,228 

500,000 

13,750 

15,913,828 18,354,372 20,871,978 

8,219,222 8,861,687 9,872,821 

8,219,222 8,861,687 9,872,821 

0 1,339,709 1,732,316 

0 1,339,709 1,732,316 

2,513 

663,635 

2,478 

0 

59 

315,181 

0 

0 

1,527,516 

668,626 315,240 1,527,516 

14,362 0 0 

14,362 0 0 

5,248,825 

6,847,943 

264,904 

6,732,196 

6,922,672 

462,072 

0 

0 

3,948,351 

5,438,745 

190,955 

7,278,820 

9,333,343 

387,813 

0 

77,720 

3,672,304 

14,187,979 

193,325 

6,751,426 

9,556,934 

33,300 

2,500 

614,143 

26,478,612 26,655,747 35,011,911 

51,294,650 55,526,755 69,016,542 



11-110-XXX Advertising 







16,618,813 

114,654 

57,298 

3,642,595 

107,780 

0 

1,725,093 

1,454,100 

2,906,961 

19,157,113 

60,415 

61,000 

3,088,450 

5,024,174 

0 

2,067,212 

553,940 

3,208,466 

18,902,981 

598,951 

114,500 

3,058,399 

4,383,819 

0 

2,231,549 

5,498,302 

3,400,975 

Total Other Revenue 

26,627,294 33,220,770 38,189,476 

20 Total Intergovernmental Revenues 375,003,303 409,911,710 429,639,514 



226 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

30 

300 

Charges for Current Services: 

Assessment/Tax Coll Fees: 




6,850,323 

25,256 

(5,513) 

7,689,511 

25,808 

0 

7,549,328 

23,750 

33,131 

6,870,066 7,715,319 7,606,209 

304 

Audit/Accounting Fees: 

10-010-XXX 

11-610-XXX 

General 


3,188,161 3,425,790 4,152,760 

176,468 186,971 230,624 

3,364,629 3,612,761 4,383,384 

306 

Communication Services 

205,962 

241,500 

346,400 

308 

Election Services 

422,090 

744,406 

178,572 

310 

Legal Services 

2,663,802 

2,745,049 

3,004,855 

312 

Personnel Services: 

10-010-XXX 

11-610-XXX 

General 


28 

0 

0 

225 

272 

50 

253 272 50 

314 

Planning/Engineering Services: 





11-670-XXX PH - Fee Stabilization 


2,521,135 

1,450 

265,337 

1,702 

0 

270 

3,618,921 

3,986 

307,796 

8,545 

0 

0 

2,190,212 

5,000 

337,800 

0 

9,664 

0 

2,789,894 3,939,248 2,542,676 

318 

Agricultural Services: 

10-010-XXX 

11-610-XXX 

General 


707,890 718,790 723,380 

85,641 84,883 84,300 

793,531 803,673 807,680 

320 

Civil Process Service: 

10-010-XXX 

11-300-XXX 

General 

Mandated 

162,110 132,039 183,052 

249,733 158,080 174,807 

411,843 290,119 357,859 

322 

Court Fees/Costs: 

10-010-XXX 

11-300-XXX 

General 

Mandated 

884,946 866,366 864,509 

100,732 120,000 136,500 

985,678 986,366 1,001,009 



227 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

30 

324 

Charges for Current Services (cont): 

Estate Fees: 

11-590-XXX 


92,595 130,626 125,000 

92,595 130,626 125,000 

326 

Humane Services: 

10-010-XXX 

11-300-XXX 

11-610-XXX 

General 

Mandated 


0 

217,018 

77,887 

0 

23,168 

62,315 

0 

0 

63,000 

294,905 85,483 63,000 

328 

Law Enforcement Services 

450,672 

448,487 

416,765 

330 

Recording Fees: 

10-010-XXX 

11-300-XXX 

11-610-XXX 

General 

Mandated 


492,872 

2,768,235 

176,922 

602,870 

2,931,417 

186,359 

370,000 

3,059,881 

175,000 

3,438,029 3,720,646 3,604,881 

332 

Road/Street Services: 

10-010-XXX 

11-160-XXX 

General 

Road 

779,969 529,064 514,278 

1,764,665 1,666,794 1,603,006 

2,544,634 2,195,858 2,117,284 

334 

Health Fees: 

10-010-XXX 

11-610-XXX 

11-670-XXX 

General 



103,215 

1,256,376 

0 

77,423 

1,295,404 

0 

78,206 

839,305 

653,087 

1,359,591 1,372,827 1,570,598 

337 

Mental Health Services: 

11-300-XXX 

11-610-XXX 

Mandated 


1,910,175 2,113,434 2,203,957 

224,613 235,770 231,688 

2,134,788 2,349,204 2,435,645 

338 

California Childrens Services: 

11-610-XXX 


540 540 0 

540 540 0 

344 

Institutional Care/Services 

658,586 

582,785 

474,300 

347 

Educational Services 

5,998 

6,314 

5,600 



228 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

30 

350 

Charges for Current Services (cont): 

Park/Recreation Services: 

10-010-XXX 

11-300-XXX 

General 

Mandated 

3,072,178 3,307,933 3,148,712 

47,522 

0 39,000 

3,119,700 3,307,933 3,187,712 

360 

Other Charges for Services: 

10-010-XXX General 14,188,118 16,829,176 16,877,558 

10-065-XXX ACO Funds 242,162 285,410 143,607 

11-160-XXX Road 26 55 50 

11-300-XXX Mandated 95,443 97,950 570,897 

11-590-XXX Human Services Dept 839,835 955,711 1,072,471 


11-670-XXX PH - Fee Stabilization 0 0 269,875 

12-XXX-XXX Capital Projects 0 0 0 


0 0 0 

15,741,962 18,399,216 19,111,658 

398 

Revenue Applicable to Prior Year: 

10-010-XXX General (1,835,614) 193,981 751,489 

10-065-XXX ACO Funds 0 0 0 

11-110-XXX Advertising 659 5,940 0 

11-160-XXX Road 87,797 21,284 0 

11-300-XXX Mandated 2,978,842 1,260,165 0 

11-590-XXX Human Services Dept 202,415 1,215 57,648 

11-600-XXX DCSS-Child Support Enf 13 0 0 

11-610-XXX Dept of Health Services (101,666) 1,827,872 0 

11-640-XXX Health Realignment (278,020) 0 0 

11-650-XXX MH Health Realignment (397,356) 0 0 

11-660-XXX Mental Health Svcs Act 0 0 0 

12-XXX-XXX Capital Projects (25,484) 0 0 

13-XXX-XXX Debt Service 0 0 0 

631,586 3,310,457 809,137 

30 Total Charges for Current Services 48,981,334 56,989,089 54,150,274 



229 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

40 

402 

Miscellaneous Revenues: 

Other Sales: 

10-010-XXX 

10-065-XXX 

11-160-XXX 

11-300-XXX 

11-600-XXX 

11-610-XXX 

General 

ACO Funds 

Maintenance Division 

Mandated 



1,523,926 

368,921 

21,055 

131,636 

0 

135,594 

1,166,589 

481,810 

0 

117,264 

0 

130,012 

1,265,976 

250,000 

0 

150,559 

0 

130,399 

2,181,132 1,895,675 1,796,934 

404 

Miscellaneous Revenues: 

10-010-XXX General 3,876,330 4,019,408 3,842,996 

10-065-XXX ACO Funds 13,718 4,500 5,000 

11-110-XXX Advertising 97,416 100,735 101,000 

11-160-XXX Road 2,599,569 1,319,914 1,285,000 

11-300-XXX Mandated 818,339 489,634 711,141 

11-590-XXX Human Services Dept 2,520,725 4,424,912 4,448,000 

11-600-XXX DCSS-Child Support Enf 92,846 0 0 


11-670-XXX PH - Fee Stabilization 0 0 13,552 

12-XXX-XXX Capital Projects 1,795,942 148,188 2,478,873 

13-XXX-XXX Debt Service 4,300,382 0 0 

17,091,710 11,298,870 13,517,307 

40 Total Miscellaneous Revenues 19,272,842 13,194,545 15,314,241 

42 

421 

Administrative Control Accounts 

Advances: 

11-160-XXX Bridges 643,513 0 0 

643,513 0 0 

42 Total Administrative Control 643,513 0 0 



230 





January 2010 






(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

46 

46X 

Other Financing Sources: 

Operating/Residual Equity Transfers: 





11-670-XXX Non-Mandated Funds 


8,015,986 

854,238 

29,528 

29,588 

0 

0 

2,197,246 

0 

74,095 

0 

0 

5,000 

2,998,165 

0 

238,889 

0 

29,649 

53,000 

8,929,340 2,276,341 3,319,703 

468 Long Term Debt Proceeds: 



106,806 290,968 25,000 

0 

0 1,289,832 

106,806 290,968 1,314,832 

46 Total Other Financing Sources* 9,036,146 2,567,309 4,634,535 

48 

488 

Residual Equity Transfers In 

Ret - Between Entities - BOS: 

11-300-XXX Mandated 415 0 0 

48 Total Residual Equity Transfers In 415 0 0 

Total All Governmental Funds 724,508,389 760,593,984 766,277,239 

*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and 2013-14 Recommended transfers 

totalling $110,321,397. 



231 





January 2010 

Summary of Financing Uses by Function and Fund 



Description 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Summarization By Function: 

General/Capital Projects 

Public Protection 

Public Ways/Facilities 

Health/Sanitation 

Public Assistance 

Education 

Recreation/Cultural Services 

Debt Service 

105,891,967 

233,011,724 

38,554,731 

111,830,768 

180,671,129 

606,104 

12,242,660 

15,850,898 

130,889,664 

249,789,901 

42,866,599 

135,154,056 

191,637,772 

680,430 

12,956,223 

3,559,638 

149,402,751 

264,233,647 

65,198,783 

128,782,889 

204,631,073 

730,172 

12,673,788 

11,204,056 

Total Financing Uses by Function 

698,659,981 767,534,283 836,857,159 

Appropriations for Contingencies: 

10-010-XXX 

General 

0 250,000 3,500,000 

Subtotal Financing Uses 

698,659,981 767,784,283 840,357,159 

Increases to Fund Balance: 

10-010-XXX General 247,353 

10-065-XXX ACO Funds 66,859 

11-140-XXX Fish/Wildlife 1,300 

11-300-XXX Mandated 689,533 

11-400-XXX Public Safety Realignment 100 

11-640-XXX Health - Realign 19,334 


491,800 

Total Increases to Fund Balance 

0 0 1,516,279 

Total Financing Uses 698,659,981 767,784,283 841,873,438 



232 





January 2010 

Summary of Financing Uses by Function and Fund 



Description 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Summarization By Fund: 

10-010-XXX 

10-020-XXX 

10-065-XXX 

General 


ACO Funds 

361,520,858 

0 

364,662 

387,712,747 

0 

2,728,625 

378,488,861 

0 

3,184,289 

10 Total General 361,885,520 390,441,372 381,673,150 0 

11-110-XXX 

11-140-XXX 

11-160-XXX 

11-190-XXX 

11-300-XXX 

11-400-XXX 

11-580-XXX 

11-590-XXX 

11-600-XXX 

11-610-XXX 

11-640-XXX 

11-650-XXX 

11-660-XXX 

11-670-XXX 

Advertising 

Fish/Wildlife 

Road 

Tobacco Tax 

Mandated 



Human Svcs Dept 





Mental Health Services Act 


6,446,988 

59,400 

38,468,698 

187,494 

45,651,118 

31,013,141 

29,033,731 

122,959,225 

11,277,318 

48,687,374 

23,126,663 

13,847,197 

19,708,373 

0 

7,742,908 

26,100 

42,693,045 

198,656 

64,429,621 

49,520,223 

34,656,743 

126,083,196 

11,639,282 

54,925,778 

23,569,502 

12,759,961 

18,539,052 

0 

7,902,384 

39,650 

65,080,621 

150,250 

82,947,900 

55,172,795 

36,084,923 

131,520,916 

14,486,203 

47,556,369 

23,900,000 

12,811,990 

18,698,252 

4,197,639 

11 Total Special Revenue 390,466,720 446,784,067 500,549,892 0 

12 Total Capital Projects 14,083,451 9,357,870 32,381,841 

13 Total Debt Service 15,850,898 3,559,638 11,695,856 

Subtotals 782,286,589 850,142,947 926,300,739 0 

XX Operating Transfers* (83,626,608) (82,358,664) (84,427,301) 

Total Financing Uses 698,659,981 767,784,283 841,873,438 0 

*The following transfers within a fund have been eliminated from the above fund totals: 2011-12 Actuals - $19,941,482, 2012-13 Estimated 

$35,633,112, and 2013-14 Recommended - $25,894,096. Transfers between funds are included within the above funds and eliminated here before 

consolidating General County totals. 



233 





January 2010 

Detail of Financing Uses by Function, Activity and Budget Unit 



Description 

(Function, Activity and Budget Unit) 

(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

General: 

Legislative/Administrative 



General Services-Admin 

05-01-01 

05-02-01 

05-10-10 

2,616,148 

2,056,900 

798,220 

2,683,214 

2,141,659 

822,459 

2,745,520 

2,129,133 

840,296 

Total Legislative/Administrative 

5,471,268 5,647,332 5,714,949 

Finance 

Assessment Appeals Board 

Purchasing Agent 

Assessor 

Administrative Services 

Assessor-Prop Char Data 

Assessor-Prop Tax Admin 

Auditor-Controller 

Treasury 

Tax Collector 

ACTTC-Audit 

ACTTC-Administration 

05-01-10 

05-10-20 

10-21-01 

10-21-02 

10-21-10 

10-21-11 

10-22-01 

10-22-10 

10-22-20 

10-22-33 

10-22-90 

69,684 

981,462 

8,212,183 

801,902 

14,274 

2,653 

7,675,711 

1,255,272 

3,027,060 

0 

621,741 

89,965 

912,708 

8,441,112 

966,893 

26,990 

0 

8,212,391 

1,629,288 

2,767,672 

0 

920,622 

50,000 

1,040,006 

8,766,405 

0 

33,275 

83,000 

8,984,464 

1,451,498 

1,996,667 

785,473 

923,691 

Total Finance 

Counsel 


Total Counsel 

05-05-01 

22,661,942 23,967,641 24,114,479 

4,329,427 4,668,571 4,709,255 

4,329,427 4,668,571 4,709,255 



Human Resources-Training 

05-06-01 

05-06-10 

3,878,667 

852 

3,658,933 

0 

4,672,253 

0 

Total Human Resources 

3,879,519 3,658,933 4,672,253 

Elections 



05-19-10 

05-19-30 

510,403 

2,736,878 

526,072 

2,941,597 

0 

3,891,043 

Total Elections 


Communications-Telephone 

Total Communications 

05-07-17 

3,247,281 3,467,669 3,891,043 

308,030 312,923 1,242,954 

308,030 312,923 1,242,954 

Property Management 

Energy Division 

Real Estate Program 

Facilities Operations 

Sonoma Co Energy Watch 

Tidelands Leases Fund 

05-10-53 

05-10-54 

05-10-55 

05-10-57 

05-10-95 

7,026,957 

5,655,468 

3,695,257 

524,154 

442,800 

7,111,364 

4,817,932 

3,862,692 

956,091 

292,682 

8,039,311 

3,170,746 

3,978,838 

372,889 

304,571 

Total Property Management 

17,344,636 17,040,761 15,866,355 



234 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

General (Cont): 

Capital Improvements 


Total Capital Improvements 

40-XX-XX 13,699,552 9,357,870 32,381,841 

13,699,552 9,357,870 32,381,841 

Promotion 

Economic Development 15-30-01 1,052,695 1,765,301 1,976,842 

Tourism Council 15-30-03 1,659,713 1,929,487 1,929,487 

Advertising 

35-75-01 1,105,428 1,778,931 1,517,444 

Total Promotion 

3,817,836 5,473,719 5,423,773 

Other General 

Insurance 05-06-30 1,297,889 1,419,670 1,590,003 

ADA Program 05-06-40 126,430 400,000 400,000 

ISD-Administration 05-07-10 21,344 0 60 

Applications-Maintenance 05-07-11 3,203,675 3,954,424 2,380,225 

Technical Services 05-07-13 4,257,389 6,678,569 4,117,341 

Work Group Support 05-07-15 200,928 207,730 202,538 

Records 05-07-18 1,464,043 1,478,608 1,347,080 

Reprographics 05-07-19 780,992 691,926 499,615 

IS Replacement-B 05-07-24 70,000 38,000 92,844 

HRMS Fund 05-07-28 632,062 0 0 

Architect 05-10-12 416,275 71,914 136,519 

Architect-Local Projects 05-10-13 1,072,345 1,101,919 1,063,952 

County Garage 05-10-60 2,912,436 2,893,249 3,846,235 

Co Car Replacement ACO 05-10-61 364,662 2,428,625 1,464,430 

Survey Monument Preservation 15-25-69 146,911 35,946 40,500 

Pub Educ Govt Access Fees (PEG) 15-37-11 40,936 0 25,000 

Employee Benefits 35-76-01 1,567,106 2,348,353 2,275,000 

Other General Government 35-77-01 42,415 6,457,356 1,010,689 

Other Financing Sources/Uses 35-77-02 570,585 699,289 749,369 

Securitization/Endowment A 35-77-04 8,333 0 0 

Tobacco Deallocation 35-77-06 1,488 4,006,100 0 

Refuse Franchise Fees 35-77-07 0 767,549 785,176 

Medical Marijuana 35-77-08 25,974 0 224,026 

Assessment Appeals 35-77-09 0 440,680 300,000 

Graton Casino Mitigation 35-77-14 0 750,000 750,000 

Open Space Spec Tax Account-Measure F 

35-77-31 11,908,258 20,424,338 28,085,247 

Total Other General 

31,132,476 57,294,245 51,385,849 

Total General 105,891,967 130,889,664 149,402,751 



235 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Public Protection: 

Judicial 

Sheriff-Court Security 

D.A.-Criminal 

D.A.-Victim Witness 

D.A.-Auto Insurance Fraud 

D.A.-SLESF 

D.A.-Consumer Protection Fund 

D.A.-SCATT 

D.A.-Family Justice Center 

D.A.-FJC-SB635 

D.A. Asset Forfeiture 

District Attorney Revocation 

D.A. Local Law Enforcement Services 


Public Defender Revocation 

Grand Jury 

Courts-Non-Court Operations 

Courts-Alternate Public Defender Svcs 

Courts-Alternate Dispute Res 

20-40-75 

20-42-10 

20-42-12 

20-42-40 

20-42-50 

20-42-60 

20-42-70 

20-42-80 

20-42-85 

20-42-90 

20-42-95 

20-42-96 

20-45-01 

20-45-10 

20-48-01 

20-51-40 

20-51-60 

20-51-92 

387,285 

16,452,093 

1,379,140 

53,586 

7,504 

447,567 

432,865 

373,766 

72,630 

29,184 

0 

141,696 

8,934,517 

0 

66,952 

8,488,403 

2,828,220 

96,673 

523,541 

17,278,492 

1,520,939 

53,586 

0 

470,230 

409,690 

385,752 

89,259 

29,184 

0 

114,749 

9,240,349 

0 

67,818 

8,518,204 

2,602,083 

160,600 

324,214 

17,651,485 

1,545,352 

0 

0 

685,361 

444,149 

537,604 

66,211 

10,000 

66,000 

114,749 

9,382,631 

179,097 

76,952 

8,530,558 

2,602,084 

183,562 

Total Judicial 

40,192,081 41,464,476 42,400,009 

Police Protection 

Sheriff-Admin 20-40-10 6,359,473 5,926,879 6,404,562 

Law Enforcement-Admin 20-40-12 2,425,989 2,663,186 3,047,561 

Sheriff-Revenue Tracking Fund 20-40-14 468,674 0 0 

Sheriff-Dispatch 20-40-20 3,981,553 3,948,601 4,221,456 

Sheriff-Radio 20-40-25 1,459,525 1,973,332 2,280,804 

Sheriff-Helicopter 20-40-30 1,106,662 1,596,579 1,443,073 

Sheriff-Civil 20-40-40 660,581 630,506 728,087 

Sheriff-Marine Unit 20-40-45 1,139,388 750,174 869,361 

Sheriff-Patrol 20-40-50 25,862,411 27,492,418 28,553,541 

Sheriff-Windsor 20-40-55 4,494,731 4,760,950 4,826,581 

Sheriff-Sonoma 20-40-56 2,992,916 3,188,198 3,259,644 

Sheriff-Investigation 20-40-60 7,109,357 7,701,951 7,139,364 

Sheriff-Services-Records 20-40-70 1,818,991 2,016,492 1,948,611 

Sheriff Trial Court Security 20-40-83 6,292,739 7,094,892 7,272,665 

Shf Local Law Enf Svc St Cops 20-40-84 187,260 100,000 100,000 

Shf Local Law Enf Svc Cal-Ema 20-40-85 198,357 224,914 224,914 

Shf Local Comm Corp AB 109 (LED) 20-40-86 161,000 212,390 217,486 

JAG 20-40-87 246,043 2,253 0 

Sheriff-DMV ID Fee 20-40-89 299,269 1,105,866 1,329,553 

Sheriff-SLESF 20-40-91 28,396 0 0 

Sheriff - Fed Forf - DOJ 20-40-93 0 31,700 0 

Sheriff-Training 

20-40-94 229,061 837,689 896,809 

Total Police Protection 

67,522,376 72,258,970 74,764,072 



236 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Public Protection (Cont): 

Detention & Correction 

Sheriff-Transportation 20-40-76 

Detention-North County Detention Facility 20-41-20 

Detention-Main Jail 20-41-30 

Detention-Administration 20-41-50 

Detention-Jail Industries 20-41-60 

Detention-SLESF 20-41-61 

Detention-Training 20-41-70 

Shf Local Law Enf Svc Booking 20-41-75 

Shf Local Law Enf Svc St Cops 20-41-76 

Shf Local Comm Corr AB 109 (DD) 20-41-77 

Adult Supervision 20-43-10 

Probation-Juvenile Supervision 20-43-11 

Probation-Administration 20-43-12 

Prob - Adult Realignment 20-43-13 

Probation-Juvenile Grant Funds 20-43-14 

Adult Investigations 20-43-15 

Juvenile Investigations 20-43-16 

Jail Programs 20-43-40 

JJCPA 20-43-92 

Probation-CCPIF 20-43-93 

Probation Services AB 109 20-43-94 

Prob - Youthful Offender Block Grant 20-43-95 

Prob - Juv Probation & Camp Funding 20-43-96 

Prob - Juv Justice Crime Prevent A 20-43-97 

Juvenile Halls 20-44-20 

Probation Camp 20-44-30 

Sierra Youth Center 20-44-40 

Supervised Adult Crews 20-44-60 

Probation-SAC Ops & Replacement 20-44-70 

Prob-Juvenile Funds 20-44-80 

1,293,883 

5,595,846 

31,204,906 

14,462,696 

104,881 

7,504 

0 

0 

141,696 

863,859 

7,241,173 

4,497,119 

3,242,735 

(1,674) 

71,611 

0 

0 

1,087,918 

222,743 

280,200 

1,390,589 

563,522 

1,600,686 

848,347 

12,621,433 

1,780,026 

1,707,661 

848,223 

1,024,605 

716,855 

1,188,688 

5,262,818 

28,172,727 

16,973,298 

125,491 

0 

115,584 

1,582,132 

100,000 

2,652,669 

7,203,922 

4,368,997 

3,883,412 

3,103 

47,857 

0 

0 

436,216 

0 

623,671 

5,637,102 

1,211,105 

2,001,522 

1,501,712 

12,953,515 

1,876,209 

917,354 

926,152 

784,783 

0 

1,333,696 

5,189,615 

29,779,170 

17,708,317 

122,250 

0 

382,962 

791,066 

110,000 

3,731,934 

5,591,786 

2,553,373 

3,730,317 

(4,720) 

50,003 

2,310,931 

2,307,176 

0 

0 

726,524 

7,097,826 

1,415,924 

2,315,588 

1,585,115 

13,741,570 

1,889,700 

0 

759,747 

1,521,190 

0 

Total Detention & Correction 

93,419,043 100,550,039 106,741,060 

Protection Inspection 

Agricultural Commissioner 30-70-10 5,030,334 4,308,457 4,000,166 

Sealer Weights & Measures 30-70-20 867,700 893,652 887,767 

W & M Transaction Verification 30-70-21 

1,122 3,440 5,100 

Total Protection Inspection 

5,899,156 5,205,549 4,893,033 

Other Protection 

Co Ctr Parking Enforce 05-10-90 67,727 84,470 158,865 

Recorder-Modernization 10-24-10 206,269 286,619 4,461,177 

Recorder-Micrographics 10-24-20 44,405 84,045 61,148 

Clerk/Recorder VRIP 10-24-30 13,472 31,358 33,925 

Social Security Truncation Prog 10-24-40 45,000 0 16,000 

Recorder-Operations Fund 10-24-50 1,730,252 1,639,727 2,378,260 

County Clerk Operations Fund 10-24-60 0 0 808,018 



237 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Public Protection (Cont): 

Other Protection (Cont) 

PRMD-Administration 

ARM-Mitigation Fund 

PRMD Planning Admin Fund 

Sheriff-Coroner 

Animal Care & Control 

ACC-Pub Educ Fund 

Animal Welfare Fund 

Fish & Wildlife 

Abalone Preservation Fund 

Emergency Svcs-Hazardous Materials 

Emergency Management 

Emergency Mgmt-Oper Area Grants 

Hazardous Materials Fund 

15-25-01 

15-25-49 

15-25-70 

20-40-80 

24-64-35 

24-68-35 

24-68-36 

30-70-30 

30-70-31 

35-79-20 

35-79-30 

35-79-31 

35-79-50 

14,366,982 

0 

91,504 

2,025,122 

3,729,802 

40,556 

16,337 

58,550 

850 

8,353 

828,981 

1,348,430 

1,356,476 

16,951,662 

79,719 

157,431 

2,140,449 

4,309,410 

34,133 

20,098 

25,600 

500 

0 

1,417,869 

1,565,906 

1,481,871 

17,312,290 

33,445 

334,966 

2,138,952 

4,651,489 

12,899 

172,724 

38,000 

350 

0 

941,127 

420,171 

1,461,667 

Total Other Protection 

25,979,068 30,310,867 35,435,473 

Total Public Protection 233,011,724 249,789,901 264,233,647 

Public Ways/Facilities: 

Public Ways 

Road Department 

Public Works-Special Projects 

Public Works-District Formation 

Public Works-Water Systems 

15-35-XX 

15-37-01 

15-37-02 

15-37-03 

38,426,732 

122,403 

3,127 

2,469 

42,693,045 

135,692 

2,675 

35,187 

65,051,483 

135,692 

4,554 

7,054 

Total Public Ways 

38,554,731 42,866,599 65,198,783 

Total Public Ways/Facilities 38,554,731 42,866,599 65,198,783 

Health/Sanitation: 

Health 

HS-Administration 24-61-10 882,803 463,773 612,262 

PH-Environmental Health 24-64-05 4,939,348 5,144,171 1,243,967 

PH-Program Support 24-64-10 822,703 1,158,025 1,836,357 

PH-Access to Health Care 24-64-15 718,947 718,947 718,947 

PH-Disease Control & Surv 24-64-20 2,123,192 2,855,507 1,993,853 

PH-Prevention & Planning 24-64-21 2,660,663 0 0 

PH-MCH 24-64-30 3,167,829 3,264,359 4,161,271 

PH-WIC 24-64-40 2,504,349 2,600,961 2,610,260 

PH-HIV Prevention & Care 24-64-50 59,369 0 0 



238 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Health/Sanitation (Cont): 

Health (Cont) 

PH-Juv Prob Health Svcs 

PH-Special Clinical Services 

PH-EMS 

PH-Childrens Medical Services 

PH-Clinical Lab 

PH-PH Preparedness 

PH-Revenue 

MH-Program Support 

MH-Psych Emergency Svcs 

MH-Adult Services 

MH-Youth & Family Services 

MH-Mental Health Svcs Act 

MH-MHSA One-Time Costs 

BH-AODS-Program Support 

BH-AODS-Treatment & Case Mgmt 

MH-Revenue 

Health Policy, Planning & Evaluation 

Healthy Communities 

HPPE Revenue 

P&P-TT-Education 

P&P-Children & Families First 

PH-EMS Fund 

PH-SB 1773 

EH-Solid Waste-EAG 

PH-Fee Stabilization Fund 

P&P-Child Safety Seats 

MHSA CSS 

MHSA Cap/Tech 

MHSA Early Planning 

MHSA-Educ/Training 

MHSA-Innovation 

AOD Memorial Fund 

MH-Interim Fund 

PH-PHER 

PH-HPP 

PH-HPP-H1N1 

Health Realign-Operating 

Health Services - Drug Court 

Health Services - Drug Medi-Cal 

Health Services - Non Drug Medi-Ca 

Behavioral Health 

MH Realign-Operating 

AODS-JAG Funds 

AODS-DUI Program 

PH-Vital Statistics Fund 

PH-Bioterrorism Program 

Medical System Expansion 

24-64-65 

24-64-66 

24-64-70 

24-64-75 

24-64-80 

24-64-85 

24-64-90 

24-65-10 

24-65-21 

24-65-30 

24-65-31 

24-65-50 

24-65-51 

24-65-61 

24-65-62 

24-65-90 

24-67-05 

24-67-10 

24-67-90 

24-68-15 

24-68-16 

24-68-20 

24-68-21 

24-68-30 

24-68-31 

24-68-40 

24-68-42 

24-68-43 

24-68-44 

24-68-45 

24-68-46 

24-68-61 

24-68-65 

24-68-67 

24-68-68 

24-68-69 

24-68-71 

24-68-76 

24-68-77 

24-68-78 

24-68-79 

24-68-81 

24-68-88 

24-68-90 

24-68-94 

24-68-98 

24-68-99 

22,425 

228,927 

845,147 

4,887,477 

1,008,543 

102,557 

(6,925,281) 

2,700,835 

7,860,151 

7,656,427 

9,341,499 

3,439,594 

1,299,746 

1,105,198 

7,122,292 

(13,847,197) 

0 

0 

0 

187,494 

4,922,316 

301,089 

586,417 

0 

0 

5,975 

10,585,004 

2,817,387 

4,704,954 

344,566 

1,256,462 

50 

9,175 

41,229 

217,860 

0 

22,326,663 

317,687 

1,030,878 

147,381 

0 

13,847,197 

64,786 

1,955,425 

40,360 

622,039 

770,831 

24,000 

260,586 

807,627 

5,375,101 

1,131,967 

90,643 

(7,421,037) 

2,822,881 

7,609,473 

9,343,800 

8,829,189 

4,581,519 

1,231,909 

319,803 

8,004,514 

(12,759,961) 

1,326,758 

2,601,824 

0 

198,656 

15,433,888 

294,926 

608,962 

51,405 

0 

11,108 

11,027,767 

1,988,678 

4,649,608 

872,999 

0 

16,172 

7,388 

0 

382,432 

81 

22,569,502 

42,210 

657,631 

26,683 

7,432,729 

12,759,961 

3,110 

2,074,664 

40,360 

796,944 

2,819,853 

13,806 

302,532 

943,722 

5,974,098 

1,175,067 

87,083 

(7,672,856) 

2,873,357 

6,228,203 

8,898,708 

7,499,885 

2,804,408 

1,024,908 

345,841 

7,763,755 

(12,811,990) 

2,790,206 

2,964,788 

(1,771,818) 

150,250 

7,631,299 

312,302 

652,486 

24,372 

4,197,639 

15,377 

12,638,701 

809,891 

3,442,780 

222,035 

1,584,845 

9,766 

15,000 

0 

382,910 

0 

23,880,666 

0 

0 

0 

7,910,525 

12,811,990 

0 

2,267,041 

45,000 

664,443 

6,502,951 

Total Health 

111,830,768 135,154,056 128,782,889 

Total Health/Sanitation 111,830,768 135,154,056 128,782,889 



239 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Public Assistance: 


Discretionary General Fund 

WP-Realignment 

WP-Adoptions 

WP-Case Service 

WP-Adult Other Case Services 

WP-IHSS & Public Authority 

WP-Refugees 

WP-Wraparound 

Human Svcs Realign-Operating 

Cal Works MOE 

Human Services AB 118 

Program Admin 

V M Childrens Center 

Human Svcs Grant Programs 

23-50-53 

23-52-10 

23-52-20 

23-52-30 

23-52-31 

23-52-32 

23-52-40 

23-52-96 

23-58-11 

23-58-12 

23-58-56 

23-59-01 

23-59-06 

23-59-08 

235,620 

(17,139,969) 

3,812,726 

2,214,882 

187,201 

15,513,583 

22,220 

2,312,602 

19,479,108 

9,554,623 

17,127,444 

75,679,487 

6,321,536 

0 

353,270 

(19,787,505) 

3,411,799 

1,782,642 

187,891 

15,801,203 

26,373 

3,800,000 

26,682,069 

7,974,674 

18,927,496 

80,404,470 

6,458,104 

293,551 

353,270 

(19,787,505) 

3,727,388 

1,821,749 

192,380 

15,801,203 

36,145 

3,800,000 

25,590,854 

10,494,069 

22,039,806 

87,012,621 

6,872,751 

349,040 

Total Administration 

135,321,063 146,316,037 158,303,771 

Aid Programs 

WP-Foster Care 

WP-TANF 

Dependent Child Fund 

23-52-60 

23-52-80 

23-58-54 

16,020,572 

10,369,386 

37,791 

15,370,285 

12,279,039 

119,785 

17,066,843 

7,562,226 

145,955 

Total Aid Programs 

General Relief 

WP-General Assistance 

Total General Relief 

Veterans Services 

Veterans Services 

Total Veterans Services 

23-52-70 

23-59-04 

26,427,749 27,769,109 24,775,024 

960,259 969,013 820,165 

960,259 969,013 820,165 

440,619 503,072 621,395 

440,619 503,072 621,395 

Other Assistance 

Program Administration 

Area Agency on Aging (AAA) 

Senior Services-MSSP 

Human Svcs Grant Programs 

PA/PG/PC 

Human Services Commission 

DCSS-Child Support Enforcement 

23-59-01 

23-59-02 

23-59-03 

23-59-08 

23-59-09 

23-59-12 

25-60-02 

1,302,261 

2,568,082 

832,829 

243,876 

1,142,627 

154,446 

11,277,318 

(142,000) 

2,581,238 

897,277 

0 

969,025 

135,719 

11,639,282 

0 

2,916,873 

1,217,971 

0 

1,336,671 

153,000 

14,486,203 

Total Other Assistance 

17,521,439 16,080,541 20,110,718 

Total Public Assistance 180,671,129 191,637,772 204,631,073 



240 





January 2010 




Description 


(1) 

Actual 

2011-12 

(2) 

Estimated 

2012-13 

(3) 



(4) 

Adopted by 


Supervisors 


(5) 

Education: 

Agricultural Education 

Agricultural Extension 

Total Agricultural Education 

30-71-01 606,104 680,430 730,172 

606,104 680,430 730,172 

Total Education 606,104 680,430 730,172 

Recreation/Cultural Services: 

Recreation Facilities 

Regional Parks Ops & Maintenance 

Park Planning 

Recreation, Health & Education 

Business Strategy & Development 

Spring Lake Park 

Reg Parks Restricted Donations 

15-32-10 

15-32-11 

15-32-12 

15-32-13 

15-32-20 

15-32-52 

7,778,541 

166,203 

625,724 

331,783 

2,137,314 

25,000 

8,605,622 

268,383 

893,180 

59,491 

2,311,953 

0 

8,513,211 

313,824 

1,024,781 

74,127 

2,172,591 

44,940 

Total Recreation Facilities 

11,064,565 12,138,629 12,143,474 

Veterans Memorial Buildings 

Veterans/Community Buildings 

Veterans/Community Buildings 

05-10-25 

15-32-30 

0 

1,178,095 

817,594 

0 

530,314 

0 

Total Veterans Memorial Buildings 

1,178,095 817,594 530,314 

Total Recreation/Cultural Services 12,242,660 12,956,223 12,673,788 

Debt Service: 

Retirement of Long-Term Debt 


Total Retirement of Long-Term Debt 

35-XX-XX 15,850,898 3,559,638 11,204,056 

15,850,898 3,559,638 11,204,056 

Total Debt Service 15,850,898 3,559,638 11,204,056 

Grand Total Financing Uses by Function* 698,659,981 767,534,283 836,857,159 

*Excludes 2011-12 Actual transfers totalling $103,568,090, 2012-13 Estimated transfers totalling $117,991,776, and 2013-14 Recommended transfers 

totalling $110,321,397. 



241 





January 2010 

Special Districts and Other Agencies Summary 




District Name 

(1) 

Unallocated 

Fund Balance 


(2) 

Decreases to 

Fund Balance 

(3) 

Additional 

Financing 

Sources 

(4) 

Total 

Financing 

Sources 

(5) 

Financing 

Uses 

(6) 

Increases to 

Fund Balance 

(7) 

Total 

Financing 

Uses 

(8) 

County Service Areas: 

50-049-XXX #40-Fire Services 

51-XXX-XXX #41-Lighting 

51-035-XXX #41-Parks-Sonoma Valley 

0 

0 

0 

451,151 

88,157 

40,447 

5,653,025 

767,796 

195,036 

6,104,176 

855,953 

235,483 

6,104,176 

783,461 

235,483 

72,492 

6,104,176 

855,953 

235,483 

Total County Service Areas 

50-043-000 Rio Nido GHAD 

0 579,755 6,615,857 7,195,612 7,123,120 72,492 7,195,612 

0 9,292 708 10,000 10,000 10,000 

50-045-XXX No Air Poll Control 0 746,035 1,924,671 2,670,706 2,670,706 2,670,706 

50-XXX-XXX Lighting Districts 0 0 0 

50-XXX-XXX Community Facilities 0 245,900 245,900 245,900 245,900 

50-XXX-XXX Permanent Road Districts 

0 138,418 57,229 195,647 195,647 195,647 

Sonoma County Water Agency: 

52-720-100 General Fund 0 2,057,049 5,763,798 7,820,847 7,820,847 7,820,847 

52-720-300 Spring Lake Park 0 3,292 2,100,661 2,103,953 2,103,953 2,103,953 

52-720-500 Waste/Recycled Wat Loan 0 3,705 3,705 3,705 3,705 

52-720-800 Sustainability Fund 0 80,825 2,103,575 2,184,400 2,184,400 2,184,400 

53-730-XXX Special Revenue Funds 0 2,584,120 12,845,346 15,429,466 15,429,466 15,429,466 

54-740-200 Warm Springs Dam-DS 

0 6,223,823 61,750 6,285,573 6,285,573 6,285,573 

Total Sonoma County Water Agency 

50-930-000 IHSS Public Authority 

0 10,949,109 22,878,835 33,827,944 33,824,239 3,705 33,827,944 

0 1,231,860 1,231,860 1,231,860 1,231,860 

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 

50-960-XXX 

So Co Ag Pres/OSD 

0 104,477 29,282,242 29,386,719 28,504,638 882,081 29,386,719 

Community Development: 

65-XXX-XXX Community Development 0 1,819,886 36,785,161 38,605,047 38,605,047 38,605,047 

66-XXX-XXX Redevelopment-Set Asides 

0 0 0 

Total Community Development 

0 1,819,886 36,785,161 38,605,047 38,605,047 0 38,605,047 

Total Special Districts & Other Agencies 0 15,529,183 114,321,875 129,851,058 128,879,555 971,503 129,851,058 



242 





January 2010 

Fund Balance-Special Districts and Other Agencies 


Less: Obligated Fund Balance 

Fund Name 

(1) 

Total 

Estimated 

Fund Balance 


(2) 

Nonspendable 

(3) 

Restricted 

(4) 

Committed 

(5) 

Assigned 

(6) 

Less: 

Unassigned 

Fund Balance 

(7) 

Total 

Unallocated 

Fund Balance 


(8) 


50-049-XXX #40-Fire Services 

51-XXX-XXX #41-Lighting 

51-035-XXX #41-Parks-Sonoma Valley 

2,914,977 

303,578 

322,566 

2,914,977 

303,578 

322,566 

0 

0 

0 



3,541,121 0 3,541,121 0 0 0 0 

109,522 109,522 0 

50-045-XXX No Air Poll Control 2,885,685 2,885,685 0 

50-XXX-XXX Lighting Districts 6,197,648 6,197,648 0 

50-XXX-XXX Community Facilities 59,094 59,094 0 

50-XXX-XXX Permanent Road Districts 

686,642 686,642 0 


52-720-100 General Fund 7,269,433 7,269,433 0 

52-720-300 Spring Lake Park 1,519,271 1,519,271 0 

52-720-500 Waste/Recycled Water 584,731 584,731 0 

52-720-800 Sustainability Fund 202,822 202,822 0 

53-730-XXX Special Revenue Funds 18,432,446 18,432,446 0 

54-740-200 Warm Springs Dam-DS 8,212,397 8,212,397 0 



36,221,100 0 36,221,100 0 0 0 0 

451,599 451,599 0 

50-950-XXX So Co Library-Jt Powers 7,913,218 7,913,218 0 

50-960-XXX So Co Ag Pres/OSD 19,131,855 19,131,855 0 

65-XXX-XXX Community Development 5,481,463 5,481,463 0 

0 

Total Special Districts & Other Agencies 82,678,947 0 82,678,947 0 0 0 0 

*Fund Balance Component Definitions (encumbrances are excluded): 

1) Nonspendable - Not in spendable form or there is a requirement to maintain intact. 

2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation. 

3) Committed - Formal action required by the Board of Supervisors. 

4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official. 



243 





January 2010 

Detail of Changes in Fund Balance-Special Districts and Other Agencies 


District Name 

(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 


50-049-100 #40-Fire Services 

50-049-100 #40-Fire Services-Equip 

50-049-200 #40-Dry Creek 

50-049-300 #40-Sea Ranch 

50-049-400 #40-Fitch Mountain 

50-049-700 #40-Wilmar 

2,340,340 

10,000 

144,821 

237,466 

125,672 

56,678 

254,400 

91,951 

104,800 

2,085,940 

10,000 

144,821 

145,515 

20,872 

56,678 

Subtotal CSA #40 

2,914,977 451,151 0 0 0 2,463,826 

51-003-000 #41-Light-Roseland 

51-004-000 #41-Light-Meadowlark 

51-031-310 #41-Light-A.L.W.-Z5 

51-035-000 #41-Parks-Sonoma Vly 

51-035-210 #41-Parks-SV-Ernie Smith 

51-035-220 #41-Parks-SV-Larson 

51-036-010 #41-Light-ABC 

51-050-XXX #41-Lighting Services 

171,462 

18,283 

25,696 

288,118 

34,040 

408 

88,137 

6,197,648 

40,039 

408 

88,157 

27,929 

308 

27,427 

16,828 

199,391 

18,591 

53,123 

248,079 

34,040 

0 

104,965 

6,109,491 

Subtotal CSA #41 


6,823,792 128,604 0 72,492 0 6,767,680 

9,738,769 579,755 0 72,492 0 9,231,506 

Hazardous Abatement: 


Total Hazardous Abatement 

109,522 9,292 100,230 

109,522 9,292 0 0 0 100,230 

Air Pollution Control: 

50-045-000 No Air Poll Control 

50-045-010 NSCAPCD-VPMP 

50-045-040 NSCAPCD-DMV Moyer 

50-045-050 NSCAPCD-Carl Moyer 

50-045-100 NSCAPCD-GAMP 

50-045-300 NSCAPCD-Community Prog 

1,104,446 

650,415 

689,943 

117,170 

144,500 

179,211 

244,457 

218,146 

79,869 

116,201 

38,477 

48,885 

859,989 

432,269 

610,074 

969 

106,023 

130,326 

Total Air Pollution Control 

2,885,685 746,035 0 0 0 2,139,650 

Community Facilities: 

50-082-001 CFD #4 Wilmar 

50-083-001 CFD #5 Dry Creek 

50-084-001 CFD #7 Mayacamas 

10,424 

10,832 

37,838 

10,424 

10,832 

37,838 

Total Community Facilities 

59,094 0 0 0 0 59,094 



244 





January 2010 



District Name 

(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 

Permanent Roads: 

50-09X-000 Permanent Roads 

50-097-000 Canon Manor Maint/Oper 

150,275 

536,367 

3,862 

134,556 

146,413 

401,811 

Total Permanent Roads 

686,642 138,418 0 0 0 548,224 


52-720-100 General 7,194,433 2,057,049 5,137,384 

52-720-100 General-Contingencies 75,000 75,000 

52-720-300 Spring Lake Park 1,519,271 3,292 1,515,979 

52-720-500 Waste/Recycled Wat Loan 584,731 3,705 588,436 

52-720-800 Sustainability Fund 202,822 80,825 121,997 

53-730-200 Laguna Mark (1A) 3,372,227 414,129 2,958,098 

53-730-300 Petaluma (2A) 6,318,172 599,058 5,719,114 

53-730-400 Vly of the Moon (3A) 2,633,730 469,248 2,164,482 

53-730-500 Low Russ Riv (5A) 1,430,017 355,386 1,074,631 

53-730-600 North Coast (7A) 71,224 9,740 61,484 

53-730-700 South Coast (8A) 1,996,333 87,448 1,908,885 

53-730-800 Warm Springs Dam 2,610,743 649,111 1,961,632 

54-740-200 Warm Springs Dam-DS 

8,212,397 6,223,823 1,988,574 


36,221,100 10,949,109 0 3,705 0 25,275,696 

IHSS Public Authority: 


Total IHSS Public Authority 

451,599 451,599 

451,599 0 0 0 0 451,599 

Sonoma County Library: 

50-950-010 JP-So Co Library 939,761 939,761 0 

50-950-010 JP-So Co Library-Equip 380,342 380,342 

50-950-010 JP-Self Check Systems 1,201,823 1,201,823 

50-950-010 JP-Branch Improvements 2,085,507 2,085,507 

50-950-120 Gifts & Donations 697,587 48,050 649,537 

50-950-130 Library Branch Projects 1,886,237 185,400 1,700,837 

50-950-140 Cromwell Bequest 708,802 9,000 699,802 

50-950-150 Wine Library 

13,159 13,225 26,384 

Total Sonoma County Library 

7,913,218 1,182,211 0 13,225 0 6,744,232 



245 





January 2010 



District Name 

(1) 

Estimated 

Fund Balance 


(2) 



(3) 

Adopted by 


Supervisors 

(4) 


(5) 

Adopted by 


Supervisors 

(6) 

Estimated 

Fund Balance 

for the 


(7) 

Open Space District: 

50-960-010 So Co Ag Pres/OSD 

50-960-010 SCAPOSD-Restricted Assets 

50-960-040 SCAPOSD-Install Pymt 

50-960-050 SCAPOSD-SR Creek 

50-960-070 SCAPOSD-Stew Reserve 

50-960-080 SCAPOSD-Cooley Reserve 

50-960-090 SCAPOSD-Moore Grant Conserv 

50-960-100 SCAPOSD-Land Acq 

50-960-120 SCAPOSD-O & M 

50-960-300 SCAPOSD-Measure F 

8,025,398 

313,920 

1,564 

49,379 

9,702,329 

158,922 

104,477 

499,512 

200,000 

76,354 

104,477 

21,081 

660,000 

201,000 

8,046,479 

313,920 

1,564 

49,379 

10,362,329 

158,922 

0 

499,512 

401,000 

76,354 

Total Open Space District 

19,131,855 104,477 0 882,081 0 19,909,459 

Community Development: 

65-XXX-XXX 

Community Development 

5,481,463 1,819,886 3,661,577 

Total Community Development 

5,481,463 1,819,886 0 0 0 3,661,577 

Total Special Districts & Other Agencies 82,678,947 15,529,183 0 971,503 0 68,121,267 



246 


Cross Reference of County Services to State Function Categories 

DEPARTMENT OR DIVISION BUDGETS 

(as presented in this document) 

STATE FUNCTION CATEGORY 

General 

Public 

Protection 

Public 

Ways/ 

Facilities 

Health/ 

Sanitation 

Public 

Assistance 

Education 

Recreation/ 

Cultural 

Debt 

Service 

ADMINISTRATIVE AND FISCAL SERVICES 







Other General Government 


County Clerk/Assessor 

Recorder 


X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

X 

JUSTICE SERVICES 

Court Support 

Grand Jury 

Probation 



Sheriff 

X 

X 

X 

X 

X 

X 

HEALTH & HUMAN SERVICES 




X 

X 

X 

DEVELOPMENT SERVICES 

Permit and Resources Management 

Fire and Emergency Services 

Transportation and Public Works 

Economic Development 


X 

X 

X 

X 

X 

OTHER COUNTY SERVICES 

Agricultural Commissioner 

University of California Cooperative Extension 

Advertising 

X 

X 

X 

CAPITAL IMPROVEMENTS 


X 



247 




248 


SONOMA COUNTY BUDGET - POSITION ALLOCATION 

13-14 13-14 13-14 

DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM 

BOARD OF SUPERVISORS 

BOARD OF SUPERVISORS 

SUPERVISOR 6425 5 5 5 

CHIEF DEPUTY CLERK OF BOARD 3591 1 1 1 

BRD OF SUPS STAFF ASSISTANT 3172 5 5 5 

ADMINISTRATIVE AIDE 2333 2 2 2 

SECRETARY CONFIDENTIAL 2059 2 2 2 

SENIOR OFFICE ASSISTANT-C 1881 1 1 1 

-------- -------- -------- 

PERMANENT POSITIONS 16 16 16 

EXTRA HELP 0.79 2.5 2.5 



COUNTY ADMINISTRATOR 11260 1 1 1 

ASSISTANT COUNTY ADMINISTRATOR 7776 1 1 1 

DEPUTY COUNTY ADMINISTRATOR 5624 3 3 3 

PRINCIPAL ADMIN ANALYST 4778 1 1 1 

LAFCO EXECUTIVE OFFICER 4335 1 1 1 

ADMINISTRATIVE ANALYST III 4010 4.8 5.8 5.8 

EXECUTIVE ASST CAO CONF 2547 1 1 1 

ADMINISTRATIVE AIDE 2333 0.75 0.75 0.75 

ADMINISTRATIVE AIDE CONFIDEN 2333 1 2 2 

-------- -------- -------- 

PERMANENT POSITIONS 14.55 16.55 16.55 

EXTRA HELP 0.2 0.2 0.2 

OVERTIME 0.01 0.01 0.01 



COUNTY COUNSEL 9857 1 1 1 

ASST COUNTY COUNSEL 6513 1 1 1 

CHIEF DEPUTY COUNTY COUNSEL 5918 4 4 4 

DEPUTY COUNTY COUNSEL IV 5384 21 21 21 

ADMIN SERVICES OFFICER I 3486 1 1 1 

LEGAL ASSISTANT CONFIDENTIAL 2331 7 7 7 

ACCOUNTING TECH CONFID 2196 1 1 1 

LEGAL SECRETARY II CONFID 2161 1 1 1 

RECEPTIONIST CONFIDENTIAL 1881 1 1 1 

-------- -------- -------- 




249 

Position Listing


13-14 13-14 13-14 




DIRECTOR HUMAN RESOURCES 6977 1 1 1 

ASSISTANT HR DIRECTOR 5787 1 1 1 

EMPLOYEE RELATIONS MANAGER 5690 1 1 1 

RECRUITMENT CLASSIFICATION MGR 4606 1 1 1 

DEPT INFO SYS MANAGER 4210 1 1 1 

TRAINING MANAGER 4105 1 1 

HUMAN RESOURCES ANALYST III 3486 8.5 9.5 9.5 


DIS SPECIALIST II CONF 3224 1 1 

13-14 13-14 13-14 




DEPARTMENT ANALYST 2952 1 1 1 

EXECUTIVE SECRETARY CONFID 2314 1 1 1 

HUMAN RESOURCES TECH-CONF 2244 5 5 5 

PAYROLL CLERK CONFIDENTIAL 2202 1 1 1 


SENIOR OFFICE ASSISTANT-C 1881 1 2 2 

-------- -------- -------- 


EXTRA HELP 0.35 0.35 0.35 

OVERTIME 0.06 0.06 0.06 

ADA PROGRAM 

HUMAN RESOURCES ANALYST III 3486 1 1 1 

-------- -------- -------- 



ISD ADMINISTRATION 

INFORMATION SYSTEM DIRECTOR 6804 1 1 1 

ADMIN SERVICES OFFICER II 4010 1 1 1 

INFO TECHNOLOGY ANALYST II 3034 1.75 1.75 1.75 





250 

Position Listing


13-14 13-14 13-14 



-------- -------- -------- 


APPLICATIONS-MAINTENANCE 

INFO SYS DIVISION DIRECTOR 5247 1 1 1 

INFO SYSTEMS PROJECT MANAGER 4564 6 6 6 

SYSTEMS SOFTWARE ANALYST 4023 3 3 3 

SENIOR PROGRAMMER ANALYST 3831 14.5 14.5 14.5 

SR BUSINESS SYSTEMS ANALYST 3831 2 2 2 

PROGRAMMER ANALYST 3204 5 5 5 

INFO TECHNOLOGY ANALYST II 3034 1 1 1 

GEOGRAPHIC INFO TECH II 2757 2 2 2 

-------- -------- -------- 


OVERTIME 0.19 0.15 0.15 

TECHNICAL SVCS (MAINFRAME) 

INFO SYS DIVISION DIRECTOR 5247 0.89 0.89 0.89 


SENIOR NETWORK ANALYST 4200 2 2 2 

SYSTEMS SOFTWARE ANALYST 4023 8 8 8 

NETWORK ANALYST 3907 4 4 4 

SR BUSINESS SYSTEMS ANALYST 3831 1 1 1 

INFO TECHNOLOGY ANALYST III 3734 4 4 4 

INFO TECHNOLOGY ANALYST II 3034 12.25 12.25 12.25 


-------- -------- -------- 

13-14 13-14 13-14 



TECHNICAL SVCS (MAINFRAME) 


OVERTIME 1.02 1.35 1.35 

WORK GROUP SUPPORT 

INFO SYS DIVISION DIRECTOR 5247 1 1 1 


NETWORK ANALYST 3907 1 1 1 




251 

Position Listing


13-14 

13-14 

13-14 

DIV SECT CLASSIFICATION RANGE 

BASE 

REQ'D 

RECOM 

-------- -------- -------- 


COMMUNICATION-RADIO 

SENIOR COMMUNICATIONS TECH 

3206 

1 

1 

1 

COMMUNICATIONS TECHNICIAN II 

2916 

1 

1 

1 

-------- -------- 

-------- 


COMMUNICATIONS-TELEPHONE 

INFO SYS DIVISION DIRECTOR 

5247 

0.11 

0.11 

0.11 

COMMUNICATIONS MANAGER 

4358 

1 

1 

1 

ADMIN SERVICES OFFICER I 

3486 

1 

1 

1 

-------- 

-------- 

-------- 


RECORDS 

RECORDS MANAGER 

3394 

0.5 

0.5 

0.5 

DEPARTMENT ANALYST 

2952 

1 

1 

1 

MAIL MATERIALS RECORD SUPV 

2087 

1 

1 

1 

SENIOR OFFICE ASSISTANT 

1826 

1 

1 

1 

MAIL MATERIALS RECORD HNDLR II 

1815 

5 

5 

5 

-------- -------- 

-------- 


EXTRA HELP 0.19 0.26 0.26 

OVERTIME 0.03 0.03 0.03 

REPROGRAPHICS 

RECORDS MANAGER 

3394 

0.5 

0.5 

0.5 

ADMINISTRATIVE AIDE 

2333 

1 

1 

1 

REPROGRAPHICS SUPERVISOR 

2175 

1 

1 

1 

GRAPHICS DESIGNER PHOTOGRAPHER 

2175 

2 

2 

2 

REPROGRAPHICS TECHNICIAN III 

1971 

3 

3 

3 

REPROGRAPHICS TECHNICIAN II 

1810 

1 

1 

1 

-------- -------- 

-------- 


OVERTIME 0.16 0.06 0.06 



252 

Position Listing


13-14 13-14 13-14 


13-14 13-14 13-14 



GENERAL SERVICES-ADMIN 

GENERAL SERVICES DIRECTOR 6801 1 1 1 

DEP DIRECTOR GENERAL SERVICES 4608 1 1 1 


SUPERVISING ACCOUNTANT 3511 1 1 1 



ACCOUNTING TECHNICIAN 2132 1 1 1 

ACCOUNT CLERK III 2013 1 1 1 

SECRETARY 1999 0.5 0.5 0.5 

ACCOUNT CLERK II 1826 1.6 2 2 

--------- --------- -------- 


ARCHITECT 

COUNTY ARCHITECT 4796 1 1 1 

DEP DIRECTOR GENERAL SERVICES 4608 1 1 1 

ASSOCIATE ARCHITECT 4168 2 2 2 

MAJOR PROJECT ARCHITECT 3888 2 2 2 

SENIOR PROJECT SPECIALIST 3621 3 3 3 

BUSINESS SYSTEMS ANALYST 3204 1 1 1 

PROJECT SPECIALIST 3151 3 3 3 


SENIOR OFFICE ASSISTANT 1826 3 3 3 

--------- --------- -------- 


EXTRA HELP 0.14 0.14 0.14 

PURCHASING AGENT 

PURCHASING AGENT 4011 1 1 1 

ASSISTANT PURCHASING AGENT 3487 1 1 1 


BUYER 2482 4 4 4 

SECRETARY 1999 1 1 1 

--------- --------- -------- 


VETERANS/COMMUNITY BUILDINGS 



253 

Position Listing


13-14 13-14 13-14 


EVENTS SERVICES SUPERVISOR 2791 1 1 1 

EVENT SERVICES WORKER 2029 0.5 0.5 0.5 

-------- -------- -------- 


EXTRA HELP 0.63 0.63 0.63 

ENERGY DIVISION 

ENERGY & SUSTAIN PROGRAM MGR 4378 1 1 1 


HUMAN SERVICES PROGRAM MANAGER 3220 2 2 2 


ADMIN AIDE PROJ-CONF 2333 3 3 3 

SR OFFICE ASST PROJECT 1826 3 3 3 

-------- -------- -------- 

13-14 13-14 13-14 



ENERGY DIVISION 


REAL ESTATE PROGRAM 

REAL ESTATE MANAGER 4567 1 1 1 


LEGAL SECRETARY II 2098 1 1 1 

SECRETARY 1999 0.5 0.5 0.5 

-------- -------- -------- 


FACILITIES OPERATIONS 

ASST FACILITY MANAGER 4164 1 1 1 

ASSISTANT BUILDING SUPT 3315 3 3 3 

PROJECT SPECIALIST 3151 2 2 2 


BUILDING MECHANIC II 2804 28 28 28 


JANITORIAL SERVICES SUPERVISOR 1939 1 1 


OFFICE ASSISTANT II 1603 1 1 1 

-------- -------- -------- 




254 

Position Listing


13-14 13-14 13-14 


EXTRA HELP 2 2 2 

OVERTIME 2.12 2.12 2.12 

FLEET OPERATIONS 

FLEET MANAGER 4358 1 1 1 

ASSISTANT FLEET MANAGER 3748 1 1 1 

HEAVY EQ FLEET MAINT SUP 3169 1 1 1 


AUTO FLEET MAINT SUPERVISOR 2922 1 1 1 

WELDER 2696 1 1 1 

HEAVY EQUIPMENT MECHANIC II 2696 5 6 6 

AUTOMOTIVE TECHNICIAN 2498 6 6 6 


MOTOR POOL ATTENDANT 1478 1 1 1 

-------- -------- -------- 


OVERTIME 0.14 0.14 0.14 

COUNTY CLERK 

COUNTY CLERK 

CHIEF DEPUTY COUNTY CLERK 3591 1 

LEGAL STAFF SUPERVISOR 2346 1 

SENIOR LEGAL PROCESSOR 2006 1 

LEGAL PROCESSOR II 1826 3 

-------- -------- -------- 

PERMANENT POSITIONS 6 

13-14 13-14 13-14 


COUNTY CLERK 

REGISTRAR OF VOTERS 

ASSISTANT REGISTRAR OF VOTERS 4979 1 1 1 

PROGRAM DEVELOPMENT MANAGER 3705 1 1 1 

DIS SPECIALIST II 3130 1 1 1 

ELECTION SERVICES SUPERVISOR 2496 1 1 1 

SR ELECTION SPECIALIST 2008 3 3 3 


ELECTION SPECIALIST II 1828 5 5 5 

STOREKEEPER 1815 1 1 1 

-------- -------- -------- 




255 

Position Listing


13-14 13-14 13-14 


EXTRA HELP 4.94 4.12 4.12 

OVERTIME 1.78 1.46 1.46 

ASSESSOR 

ASSESSOR 

CHIEF DEPUTY ASSESSOR 5399 1 1 1 

CHIEF APPRAISER 4374 1 1 1 

ASSESSMENT PROCESS MANAGER 3978 1 1 1 

SUPERVISING AUDITOR-APPRAISER 3416 1 1 1 

APPRAISER IV 3287 4 4 4 

DIS SPECIALIST II 3130 2.75 2.75 2.75 


AUDITOR-APPRAISER II 2921 6 6 6 

APPRAISER III 2851 18.98 18.98 18.98 

ASSESSORS CHNG OWNERSHIP SUPV 2793 1 1 1 

CADASTRAL MAPPING SUPERVISOR 2652 1 1 1 

ASSESSMENT PROCESS SUPERVISOR 2283 2 2 2 

CADASTRAL MAPPING TECH II 2257 3 3 3 

ASSESSMENT PROCESS SPECIALIST 2073 9 9 9 

APPRAISER AIDE 1931 4 4 4 

ASSESSMENT CLERK 1846 10 10 10 

-------- -------- -------- 


EXTRA HELP 0.62 4.44 4.44 

OVERTIME 0.47 0.58 0.58 

ADMINISTRATIVE SERVICES 

COUNTY CLERK-RECORDER-ASSESSOR 8042 1 1 1 

DEPARTMENT ACCOUNTING MANAGER 3821 1 1 1 


ACCOUNTANT II-CONF 2893 1 1 1 

ACCOUNTANT II 2809 1 1 1 


ACCOUNT CLERK II 1826 1 1 1 

-------- -------- -------- 


AUD-CONT/TREAS-TAX COLL 




256 

Position Listing


13-14 13-14 13-14 


ASSISTANT AUDITOR-CONTROLLER 5460 1 1 1 

ASST TAX COLLECTOR-AUDITOR 4955 1 1 

13-14 13-14 13-14 




AUDIT MANAGER 4324 1 

ACCOUNTING MANAGER AUD CONT OF 4324 3 3 3 


PAYROLL MANAGER AUD CONT OFF 4111 1 1 1 

TAX ACCOUNT MANAG AUD CONT OFF 4111 1 1 

DEPT INFO SYS COORDINATOR 3528 1 1 1 


ACCOUNTANT/AUDITOR II 3220 14 9 9 


ACCOUNTANT II-CONF 2893 1 1 1 


AUDITORS PAYROLL TECHNICIAN C 2314 6 6 6 

ACCOUNTING ASSISTANT 2226 6 8 8 




--------- --------- -------- 


TREASURY 

ASSISTANT TREASURER 4955 1 1 1 

REVENUE AND DEBT MANAGER 4111 1 1 1 

TREASURY MANAGER 3978 1 1 1 







--------- --------- -------- 


OVERTIME 0.09 0.09 0.09 

TAX COLLECTOR 

ASST TAX COLLECTOR-AUDITOR 4955 1 

TAX ACCOUNT MANAG AUD CONT OFF 4111 1 

TAX COLLECTION MANAGER 3978 1 1 1 




257 

Position Listing


13-14 13-14 13-14 


ACCOUNTANT II 2809 2 

ACCOUNTING ASSISTANT 2226 3 1 1 




-------- --------- -------- 


OVERTIME 0.03 0.03 0.03 

ACTTC - AUDIT 

AUDIT MANAGER 4324 1 1 

SUPERVISING ACCOUNTANT 3511 1 1 

ACCOUNTANT/AUDITOR II 3220 6 6 

-------- --------- -------- 

PERMANENT POSITIONS 8 8 

13-14 13-14 13-14 



ACTTC-ADMINISTRATION 

AUD CONTROLLER/TREAS TAX COLL 9997 1 1 1 




-------- --------- -------- 


OVERTIME 0.04 0.04 0.04 

RECORDER 

RECORDER OPERATIONS FUND 

CHIEF DEPUTY CNTY CLERK-RECRDR 3978 1 1 1 

DOCUMENT RECORDER III 2346 1 1 1 

SUPERVISING MICROGRAPHIC TECH 2007 1 1 

DOCUMENT RECORDER II 2006 6 7 7 

RECEPTIONIST 1826 1 1 1 

MICROGRAPHIC TECHNICIAN II 1826 4 4 4 

-------- --------- -------- 


EXTRA HELP 1.6 1.6 1.6 



258 

Position Listing


13-14 13-14 13-14 


OVERTIME 0.05 0.05 0.05 

COUNTY CLERK OPERATIONS FUND 

LEGAL STAFF SUPERVISOR 2346 1 1 

SENIOR LEGAL PROCESSOR 2006 1 1 

LEGAL PROCESSOR II 1826 3 3 

--------- --------- -------- 


PERMIT AND RESOURCE MGMT 

PRMD-ADMINISTRATION 

DIRECTOR PRMD 6599 1 1 1 

DEP DIR ENGINEERING CONSTRUCTI 5514 1 1 1 

DEPUTY DIRECTOR/PLANNING 4997 1 1 1 

ENGINEERING DIVISION MANAGER 4796 1 1 1 

BUILDING DIVISION MANAGER 4796 1 1 1 

SENIOR ENGINEER 4375 2 2 2 

PRMD DIVISION MANAGER 4342 3 3 3 


ENGINEER 3972 6 5 5 

LICENSED LAND SURVEYOR 3737 1 1 1 

CODE ENFORCEMENT SUPERVISOR 3639 1 1 1 

SUPERVISING PLANNER 3634 2 2 2 

SUPERVISING BUILDING INSPECTOR 3598 1 1 1 

CUSTOMER SERVICE SUPERVISOR 3471 1 1 1 

SUPV E H SPECIALIST 3389 1 1 1 

ACCOUNTANT III 3326 1 1 1 

ENGINEERING TECHICIAN IV 3323 1 1 

SR CODE ENFORCEMENT INSPECTOR 3309 4 4 4 

SR BUILDING PLANS EXAMINER 3307 2 2 2 

PLANNER III 3303 14 14 14 

SENIOR ENVIROMENTAL SPECIALIST 3195 1 1 1 

SENIOR BUILDING INSPECTOR 3150 3 3 3 

13-14 13-14 13-14 


PERMIT AND RESOURCE MGMT 

PRMD-ADMINISTRATION 

ENVIRON HEALTH SPECIALIST III 3135 5 5 5 


CODE ENFORCEMENT INSPECTOR II 3059 3 3 3 

BLDG PLANS EXAMINER II 3058 2 2 2 

ENVIROMENTAL SPECIALIST 2972 3 3 3 


SR GEOGRAPHIC INFO TECH 2951 1 1 1 

ENVIRON HEALTH SPECIALIST II 2939 4 4 4 



259 

Position Listing


13-14 13-14 13-14 


BUILDING INSPECTOR II 2911 6 6 6 

ENGINEERING TECHNICIAN III 2768 4 3 3 


PERMIT TECHNICIAN II 2375 5 5 5 


PAYROLL CLERK 2138 0.5 0.5 

ACCOUNTING TECHNICIAN 2132 1 1 




ACCOUNT CLERK II 1826 1 

TELEPHONE OPERATOR 1629 1 1 1 


-------- -------- -------- 

PERMANENT POSITIONS 102 101.5 101.5 

OVERTIME 1.19 1.19 1.19 

ECONOMIC DEVELOPMENTBOARD 

ECONOMIC DEVELOPMENT 

ECONOMIC DEVELOPMENT COORDINAT 5807 1 1 1 

HUMAN SERVICES PROGRAM MANAGER 3220 2.5 2.5 2.5 

DEPARTMENT ANALYST 2952 1 1 


-------- -------- -------- 




PARK OPS & MAINT 

PARK MANAGER 4348 1 1 1 


AQUATIC SPECIALIST 2791 1 1 1 

PARK RANGER III 2791 3 3 3 

PARK RANGER II 2352 3 3 3 

PARKS GROUNDS MAINT SUPERVISOR 2348 2 2 2 

PARK RANGER I 2146 9 9 9 

PLANNING TECHNICIAN 2046 1 1 1 

PARKS GROUNDS MAINT WORKER II 2029 14 14 14 

-------- -------- -------- 


EXTRA HELP 27.32 32.64 32.64 



260 

Position Listing


13-14 13-14 13-14 


OVERTIME 0.64 0.64 0.64 

13-14 13-14 13-14 



PARK PLANNING 

PARK PLANNING MANAGER 4221 1 1 1 

SENIOR PARK PLANNER 3731 1 1 1 

PARK PLANNER II 3108 2 3 2 

DEPARTMENT ANALYST 2952 1 1 

SENIOR OFFICE ASSISTANT 1826 0.5 1 1 

--------- --------- -------- 

PERMANENT POSITIONS 4.5 7 6 

EXTRA HELP 0.66 0.66 0.66 

RECREATION, HEALTH & EDUC 

REC & EDUCATION SVCS MANAGER 4010 1 1 1 

MARKETING SPECIALIST 2474 0.5 1 1 



PARK PROGRAM ASSISTANT 2002 2 2 2 

--------- --------- -------- 



OVERTIME 0.04 0.04 0.04 

BUSINESS STRATEGY & DEVELOP 

DIRECTOR OF REGIONAL PARKS 6361 1 1 1 

DEPUTY DIRECTOR REGIONAL PARKS 5088 1 1 1 

BUSINESS DEVELOPMENT MANAGER 4291 1 1 1 




PAYROLL CLERK 2138 1 1 1 

BOOKING & RESERVATION COORD 2122 1 1 1 





--------- --------- -------- 




261 

Position Listing


13-14 13-14 13-14 


EXTRA HELP 0.33 0.33 0.33 

OVERTIME 0.12 0.12 0.12 

SPRING LAKE PARK 

ENVIRON DISCOVERY CTR COORD 2952 1 1 1 

PARK RANGER III 2791 1 1 1 

PARK RANGER II 2352 1 1 1 

PARKS GROUNDS MAINT SUPERVISOR 2348 1 1 1 

PARK RANGER I 2146 3 3 3 

PARKS GROUNDS MAINT WORKER II 2029 2 2 2 

PARK PROGRAM ASSISTANT 2002 1 1 1 

-------- -------- -------- 


EXTRA HELP 10.18 10.18 10.18 

13-14 13-14 13-14 



SPRING LAKE PARK 

OVERTIME 0.55 0.55 0.55 

ROAD DIVISION 

ROAD DEPARTMENT 

DIRECTOR OF TRAN/PUBLIC WORKS 

DEP DIR-TRANSPORT/OPERATION 

DEP DIR-ENGINEERING/MAINT 

SENIOR ENGINEER 

7300 

6286 

6286 

4375 

1 

1 

1 

5 

1 

1 

1 

5 

1 

1 

1 

5 

ROAD OPS DIVISION MGR 4350 1 1 1 


RIGHT OF WAY MANAGER 4187 1 1 1 



PUBLIC WORKS OPS COORDINATOR 3782 2 2 2 

LICENSED LAND SURVEYOR 3737 1 1 1 


ENGINEERING TECHICIAN IV 3323 6 6 6 

PUBLIC WORKS FLEET EQUIP MGR 3278 1 1 1 

BRIDGE SUPERVISOR 3036 1 1 1 


TRAFFIC SIGNAL TECHNICIAN 2896 1 1 1 

MAINTENANCE SUPERVISOR 2866 4.5 4.5 4.5 

TRAFFIC MAINTENANCE SUPERVISOR 2866 1 1 1 



262 

Position Listing


13-14 13-14 13-14 


VEGETATION CONTROL ADVISOR 2821 1 1 1 



SENIOR BRIDGE WORKER 2489 3 3 3 

MAINTENANCE WORKER III 2348 25.5 25.5 25.5 

TRAFFIC PAINT & SIGN WORKER 2348 4 4 4 


BRIDGE WORKER 2214 4 4 4 

MATERIALS EQUIPMENT SPECIALIST 2202 1 1 1 


VEGETATION SPECIALIST 2093 1 1 1 

MAINTENANCE WORKER II 2029 23 23 23 




YARD CLERK 1826 2 2 2 

--------- --------- -------- 


EXTRA HELP 9.44 18 18 

OVERTIME 3.45 3.45 3.45 

SHERIFF-LAW ENFORCEMENT 

SHERIFF-ADMIN 

SHERIFF-CORONER 9197 1 1 1 

SHERIFFS CAPTAIN 5886 1 1 1 

SHERIFFS LIEUTENANT 5142 1 1 1 

DEPT ADMIN SERVICES DIRECTOR 4516 1 1 1 

SHERIFFS SERGEANT 4265 3 3 3 




CORRECTIONAL SERGEANT 3640 1 1 1 

DEPUTY SHERIFF II 3629 1 1 1 


13-14 13-14 13-14 



SHERIFF-ADMIN 

DIS SPECIALIST II 3130 3.5 3.5 3.5 






ACCOUNT CLERK III CONFID 2073 1 1 1 



263 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

SECRETARY CONFIDENTIAL 

2059 

1 

1 

1 

ACCOUNT CLERK III 

2013 

4 

4 

4 


1826 

1 

1 

1 

ACCOUNT CLERK II 

1826 

1 

1 

1 

STOREKEEPER 

1815 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.6 1.27 1.27 

OVERTIME 0.46 0.42 0.42 

LAW ENFORCEMENT-ADMIN 

ASSISTANT SHERIFF 

6716 

1 

1 

1 


2952 

1 

1 

1 

COMMUNITY SERVICES OFFICER II 

1971 

2 

2 

2 

-------- -------- 

-------- 


OVERTIME 0.06 0.08 0.08 

SHERIFF-DISPATCH 

COMMUNICATIONS DISPATCH MANAGE 

3985 

1 

1 

1 

SUPERVISING COMMUNICATIONS DIS 

3115 

5 

5 

5 

SENIOR COMMUNICATIONS DISPATCH 

2747 

5 

5 

5 

COMMUNICATIONS DISPATCHER II 

2621 

18.5 

18.5 

18.5 

-------- -------- 

-------- 


EXTRA HELP 0.19 0.57 0.57 

OVERTIME 3.7 3.49 3.49 

SHERIFF-RADIO 

SENIOR COMMUNICATIONS TECH 

3206 

1 

1 

1 

COMMUNICATIONS TECHNICIAN II 

2916 

2 

2 

2 

-------- -------- 

-------- 


OVERTIME 0.51 0.33 0.33 



264 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

SHERIFF-HELICOPTER 

HELICOPTER PILOT 

3710 

1 

1 

1 

DEPUTY SHERIFF II 

3629 

1 

1 

1 

-------- -------- 

-------- 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


SHERIFF-HELICOPTER 


EXTRA HELP 1.03 1.03 1.03 

OVERTIME 0.41 0.9 0.9 

SHERIFF-CIVIL 


3629 

1 

1 

1 

HUMAN SERVICES PROGRAM MANAGER 

3220 

1 

1 

1 

CIVIL BUREAU SPECIALIST 

2379 

1 

1 

1 


1971 

1 

1 

1 

LEGAL PROCESSOR II 

1826 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.01 0.01 0.01 

OVERTIME 0.04 0.05 0.05 

SHERIFF-MARINE UNIT 

SHERIFFS SERGEANT 

4265 

1 

1 

1 


3629 

2 

2 

2 

-------- -------- 

-------- 


OVERTIME 0.82 0.86 0.86 

SHERIFF-PATROL 

SHERIFFS CAPTAIN 

5886 

1 

1 

1 

SHERIFFS LIEUTENANT 

5142 

4 

4 

4 


4265 

11 

11 

11 


3629 

102 

102 

102 


1971 

3 

4 

4 

-------- -------- 

-------- 



265 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


EXTRA HELP 0.29 0.73 0.73 

OVERTIME 25.12 23.91 23.91 

SHERIFF-WINDSOR 


5142 

1 

1 

1 


4265 

2 

2 

2 


3629 

17 

17 

17 


2333 

1 

1 

1 


1971 

1 

1 

1 


1826 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 1.14 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


SHERIFF-WINDSOR 

OVERTIME 3.16 3.26 3.26 

SHERIFF-SONOMA 


5142 

1 

1 

1 


4265 

2 

2 

2 


3629 

10 

10 

10 


2333 

1 

1 

1 


1971 

2 

2 

2 

-------- -------- 

-------- 


OVERTIME 2.09 2.07 2.07 

SHERIFF-INVESTIGATION 


5142 

1 

1 

1 


4265 

6 

6 

6 


3629 

22 

22 

22 

SECRETARY 

1999 

2 

2 

2 


1826 

1 

1 

1 

-------- -------- 

-------- 



266 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


EXTRA HELP 0.72 0.83 0.83 

OVERTIME 3.85 3.86 3.86 

SHERIFF-SVCS-RECORDS 

SHERIFFS INFO BUREAU MANAGER 

3486 

1 

1 

1 

LEGAL STAFF SUPERVISOR 

2346 

3 

3 

3 

SENIOR LEGAL PROCESSOR 

2006 

3 

3 

3 


1971 

6 

6 

6 


1826 

6 

6 

6 

-------- 

-------- 

-------- 


EXTRA HELP 0.66 0.91 0.91 

OVERTIME 0.4 0.54 0.54 

SHERIFF-COURT SECURITY 


5142 

1 

1 

1 


4265 

2 

2 

2 


3629 

28 

28 

28 

CORRECTIONAL OFFICER II 

2840 

6 

6 

6 

-------- 

-------- 

-------- 


EXTRA HELP 9.76 9.76 9.76 

OVERTIME 0.38 0.38 0.38 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


SHERIFF-TRANSPORTATION 


4265 

1 

1 

1 


3629 

4 

4 

4 

-------- 

-------- 

-------- 


EXTRA HELP 1.44 1.6 1.6 

OVERTIME 0.36 0.3 0.3 



267 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

SHERIFF-CORONER 


4265 

1 

1 

1 


3629 

4 

4 

4 

FORENSIC ASSISTANT 

2118 

2 

2 

2 

-------- -------- 

-------- 


OVERTIME 0.81 0.78 0.78 

SHERIFF-TRAINING 

-------- -------- -------- 

SHERIFF-DETENTION DIVISION 

NORTH COUNTY DETENTION FACILITY 

CORRECTIONAL SERGEANT 

3640 

4 

4 

4 


2840 

22 

22 

22 


1826 

4.4 

4.4 

4.4 

-------- -------- 

-------- 


EXTRA HELP 1.27 1.22 1.22 

OVERTIME 6.62 8.83 8.83 

DETENTION-MAIN JAIL 

SHERIFFS CAPTAIN CORRECTIONS 

5886 

1 

1 

1 

CORRECTIONAL LIEUTENANT 

5142 

4 

4 

4 

CORRECTIONAL SERGEANT 

3640 

14 

14 

14 


2840 

135 

135 

135 


2346 

2 

2 

2 


2006 

2 

2 

2 

SECRETARY 

1999 

1 

1 

1 


1826 

23.6 

23.6 

23.6 

-------- -------- 

-------- 


EXTRA HELP 1.72 1.62 1.62 

OVERTIME 16.79 29.08 29.08 

13-14 13-14 13-14 



268 

Position Listing


13-14 13-14 13-14 



SHERIFF-DETENTION DIVISION 

DETENTION-ADMINISTRATION 

ASSISTANT SHERIFF 6716 1 1 1 

SHERIFFS CAPTAIN CORRECTIONS 5886 1 1 1 

CORRECTIONAL LIEUTENANT 5142 3 3 3 

CORRECTIONAL SERGEANT 3640 2 2 2 

SHERIFFS INFO BUREAU MANAGER 3486 1 1 1 


CORRECTIONAL OFFICER II 2840 19 19 19 

SUPERVISING DETENTION ASST 2149 2 2 2 

CHEF 2068 2 2 2 


DETENTION ASSISTANT 1912 16 16 16 

LEGAL PROCESSOR II 1826 2 3 3 

COOK 1748 10 10 10 

ASSISTANT COOK 1594 3 3 3 

JANITOR 1579 5 5 5 

--------- --------- -------- 


EXTRA HELP 0.81 0.81 0.81 

OVERTIME 2.97 4.37 4.37 


D A-CRIMINAL 

DISTRICT ATTORNEY 9670 1 1 1 

ASST DA LIMITED TERM 6513 1 1 1 

CHIEF DEPUTY DISTRICT ATTORNEY 5918 4 4 4 

CHIEF CRIMINAL INVESTIGATOR 5622 1 1 1 

DEPUTY DIST ATTY IV 5384 42 43 43 

SENIOR DA INVESTIGATOR 4412 1 1 1 


DA INVESTIGATOR II 3883 12 12 12 



EXECUTIVE LEGAL SECRETARY CONF 2447 1 1 1 

LEGAL STAFF SUPERVISOR 2346 2 2 2 

LEGAL ASSISTANT 2263 4 4 4 

ACCOUNTING TECH CONFID 2196 1 1 1 


ACCOUNT CLERK III CONFID 2073 1 1 1 

SENIOR LEGAL PROCESSOR 2006 1 1 1 

SECRETARY 1999 1.75 1.75 1.75 


--------- --------- -------- 



269 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


EXTRA HELP 2.12 4.12 4.12 

OVERTIME 0.24 0.24 0.24 

D A - VICTIM WITNESS 


3220 

1 

1 

1 

VICTIM WITNESS ADVOCATE II 

2425 

7 

8 

8 

VICTIM CLAIMS SUPERVISOR 

2373 

1 

1 

1 

LEGAL ASSISTANT 

2263 

1 

1 

1 

VICTIM CLAIMS SPECIALIST II 

2083 

2 

2 

2 


1826 

1 

1 

1 

-------- -------- 

-------- 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


D A - VICTIM WITNESS 


EXTRA HELP 0.5 0.5 

DA-FAMILY JUSTICE CENTER 


3220 

1 

1 


2333 

1 

1 

-------- -------- 

-------- 


PROBATION DIVISION 

ADULT SUPERVISION 

PROBATION DIVISION DIRECTOR II 

4179 

1 

1 

1 

PROBATION OFFICER IV 

3561 

5 

4 

4 

PROBATION OFFICER III 

2962 

28 

23 

23 

PROBATION OFFICER II 

2623 

9 

6 

6 


2346 

1 

1 

1 


2006 

4 

4 

4 

PROBATION ASSISTANT 

1912 

1 

1 


1826 

4 

3 

3 

-------- -------- 

-------- 




270 

Position Listing


13-14 13-14 13-14 


EXTRA HELP 1.21 0.25 0.25 

OVERTIME 0.37 0.16 0.16 

JUVENILE SUPERVISION 

PROBATION DIVISION DIRECTOR II 4179 1 1 1 

PROBATION OFFICER IV 3561 4 3 3 

PROBATION OFFICER III 2962 18 10 10 


PROBATION OFFICER II 2623 6 1 1 

LEGAL STAFF SUPERVISOR 2346 1 



PROBATION ASSISTANT 1912 1 1 1 


-------- -------- -------- 


EXTRA HELP 1.15 0.63 0.63 

OVERTIME 0.28 0.13 0.13 

PROB-ADMINISTRATION 

CHIEF PROBATION OFFICER 6319 1 1 1 

DEPUTY CHIEF PROBATION OFFICER 5140 2 2 2 





DEPARTMENT PROGRAM MANAGER 3220 1 1 1 

13-14 13-14 13-14 



PROB-ADMINISTRATION 





EXECUTIVE SECRETARY 2247 1 1 1 



ACCOUNT CLERK II 1826 5.1 5.1 5.1 

-------- -------- -------- 




271 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

EXTRA HELP 0.9 0.78 0.78 

PROB-STATE/FED REVENUES 


3561 

2 

2 

2 


2962 

13 

13 

13 


2952 

1 

1 

1 


2006 

2 

2 

2 

-------- -------- 

-------- 



OVERTIME 0.03 0.03 0.03 

PROB-GRANT FUNDS 


2962 

4 

4 

4 


2623 

4 

4 

4 


2333 

1 

1 

1 

-------- -------- 

-------- 


OVERTIME 0.05 0.05 0.05 

ADULT INVESTIGATIONS 


3561 

2 

2 


2962 

9 

9 


2623 

4 

4 


2006 

1 

1 


1826 

1 

1 

-------- -------- 

-------- 



OVERTIME 0.15 0.15 

JUVENILE INVESTIGATIONS 


3561 

1 

1 


2962 

8 

8 


2623 

5 

5 


2346 

1 

1 


2006 

2 

2 



272 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

LEGAL PROCESSOR II 1826 

1 

1 

-------- -------- 

-------- 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


JUVENILE INVESTIGATIONS 




JAIL PROGRAMS 




2623 

2006 

1912 

1 

1 

1 

-------- -------- -------- 



OVERTIME 0.02 

PROBATION-CCPIF 

PROBATION OFFICER III 2962 4 

-------- -------- -------- 



OVERTIME 0.34 

INSTITUTIONS 

JUVENILE HALLS 

PROBATION DIVISION DIRECTOR II 

4179 

1 

1 

1 

PROBATION DIVISION DIRECTOR I 

3797 

2 

2 

2 

JUVENILE CORRECTION CNSLR IV 

2979 

8 

8 

8 

JUVENILE CORRECTION CNSLR III 

2674 

6 

8 

8 

JUVENILE CORRECTION CNSLR II 

2339 

71 

71 

71 

CHEF 

2068 

1 

1 

1 

SECRETARY 

1999 

1 

1 

1 



273 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


1912 

1 

1 

1 

COOK 

1748 

4 

4 

4 

RESIDENTIAL SERVICE WORKER 

1550 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 4.17 3.81 3.81 

OVERTIME 2.24 2.24 2.24 

PROBATION CAMP 


3797 

1 

1 

1 

JUVENILE CORRECTION CNSLR IV 

2979 

1 

1 

1 

JUVENILE CORRECTION CNSLR III 

2674 

8 

8 

8 

PROBATION INDUSTRIES CREW SUPV 

2665 

1 

1 

1 

JUVENILE CORRECTION CNSLR II 

2339 

4 

4 

4 

CHEF 

2068 

1 

1 

1 

SECRETARY 

1999 

1 

1 

1 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

INSTITUTIONS 

PROBATION CAMP 

PROBATION ASSISTANT 1912 1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 2.4 2.72 2.72 

OVERTIME 0.2 0.2 0.2 

SUPERVISED ADULT CREWS 


3797 

1 

1 

1 

PROBATION INDUSTRIES FLD SUPV 

2991 

1 

1 

1 

PROBATION INDUSTRIES CREW SUPV 

2665 

7 

7 

7 

-------- -------- 

-------- 


EXTRA HELP 3.2 3.15 3.15 

OVERTIME 0.92 0.58 0.58 



274 

Position Listing


13-14 13-14 13-14 




PUBLIC DEFENDER 7627 1 1 1 

ASSISTANT PUBLIC DEFENDER 6513 1 1 1 

CHIEF DEPUTY PUBLIC DEFENDER 5918 1 1 1 

DEPUTY PUBLIC DEFENDER IV 5384 26 26 26 

SR PUB DEFENDER INVESTIGATOR 4159 1 1 1 

PUB DEF INVESTIGATOR II 3883 7 7 7 





-------- -------- -------- 



ADMINISTRATION 

PROGRAM ADMINISTRATION 

DIRECTOR OF HUMAN SERVICES 8692 1 1 1 

ASST DIRECTOR HUMAN SERVICES 6060 1 2 2 

SR DEPT INFO SYSTEMS MANAGER 4841 1 1 1 

HUMAN SERVICES DIVISION DIR 4828 5 4 4 



PUBLIC ASSISTANCE SYSTEMS MGR 4210 1 1 1 

CHIEF WELFARE FRAUD INVESTIGAT 4199 1 1 1 

HUMAN SERVICES SECTION MANAGER 4120 8 8 8 



HUMAN SERVICES NETWORK ANALYST 3568 3 3 3 



HUMAN SERVICES SYS PRG ANALYST 3464 5 5 5 

WELFARE FRAUD INV II 3417 4 4 4 


13-14 13-14 13-14 



PROGRAM ADMINISTRATION 

PUBLIC ASSISTANCE SYSTEMS SPEC 3225 4 4 4 

SOCIAL SERVICE SUPERVISOR II 3219 17 17 17 


SOCIAL SERVICE SUPERVISOR I 3068 5 5 5 

SUPV EMP & TRNG COUN 3068 5 5 5 

PROGRAM PLANNING ANALYST 3059 23 23.67 23.67 




275 

Position Listing


13-14 13-14 13-14 


SOCIAL SERVICE WORKER IV 2879 102.25 103.25 103.25 

SUPV PUBLIC ASSTANCE SYS TECH 2828 1 1 1 


PROGRAM SPECIALIST 2770 2 2 2 

EMPL & TRNG COORD 2699 8 8 8 

SUPV EMP & TRNG SPEC 2682 6 6 6 

SOCIAL SERVICE WORKER III 2572 23.5 25.5 25.5 

EMPL & TRNG COUNS II 2572 32 32 32 

PUBLIC ASSISTANCE SYSTEMS TECH 2570 3 3 3 

ELIGIBILITY SUPERVISOR 2552 16 18 18 

SENIOR EMPLOYMENT & TRNG SPEC 2437 5 5 5 

SOCIAL SERVICE WORKER II 2408 2 2 2 

COMPUTER LAB SUPPORT SPECIALST 2376 1 1 1 




ELIGIBILITY WORKER III 2259 29 30 30 

EMPLOYMENT & TRNG SPECIALIST 2259 32.5 32.5 32.5 

OFFICE SUPPORT SUPERVISOR CONF 2228 1 1 1 


OFFICE SUPPORT SUPERVISOR 2163 12 12 12 



ELIGIBILITY WORKER II 2083 130.25 137.25 137.25 


SENIOR STOREKEEPER 2014 1 1 1 



HOME CARE SUPPORT SPECIALIST 1861 2.5 3.5 3.5 

SOCIAL WORK ASSISTANT 1858 9 9 9 



MICROGRAPHIC TECHNICIAN II 1826 1 1 1 



MATERIALS HANDLER 1737 3 3 3 

HUMAN SERVICES AIDE II 1730 16 16 16 

MICROGRAPHIC TECHNICIAN I 1656 9 9 9 

TELEPHONE OPERATOR 1629 3 3 3 

OFFICE ASSISTANT II 1603 19.5 19.5 19.5 

PUBLIC HEALTH AIDE II 1499 2 2 2 

-------- -------- -------- 


EXTRA HELP 1.85 2.77 2.77 

OVERTIME 0.89 0.72 0.72 

AREA AGENCY ON AGING 




276 

Position Listing


13-14 13-14 13-14 



PROGRAM PLANNING ANALYST 3059 1 1 1 


-------- -------- -------- 

13-14 13-14 13-14 



AREA AGENCY ON AGING 


EXTRA HELP 0.22 0.22 0.22 

MSSP-SENIOR SERVICES 

SOCIAL SERVICE SUPERVISOR II 3219 1 1 1 

SOCIAL SERVICE WORKER IV 2879 5.5 5.5 5.5 

SENIOR OFFICE ASSISTANT 1826 0.5 0.5 0.5 

-------- -------- -------- 



VETERANS SERVICES 

VETERANS SERVICE OFFICER 3494 1 1 1 

VETERANS CLAIMS WORKER III 2316 1 1 1 

VETERANS CLAIMS WORKER II 2112 3 3 3 

-------- -------- -------- 


VOM CHILDRENS HOME 

VM CHILDRENS HOME MGR 3705 1 1 1 

SUPV CHILDRENS RESIDENT CNLR 2979 3 3 3 

JUVENILE CORRECTION CNSLR IV 2979 3 3 3 

CHILDRENS RESIDENTIAL CNSLR II 2339 21 21 21 

JUVENILE CORRECTION CNSLR II 2339 5 5 5 

CHEF 2068 0.75 0.75 0.75 

COOK 1748 2 2 2 

RESIDENTIAL SERVICE WORKER 1550 2 2 2 

-------- -------- -------- 


EXTRA HELP 7.48 7.48 7.48 



277 

Position Listing


13-14 13-14 13-14 


OVERTIME 3.23 3.23 3.23 

PA/PG/PC 

CHF DEP PUB ADM/GUARD/CONSERV 

SENIOR PUB ADMIN/GUARD/CONSERV 

DEP PUBLIC ADMIN/GUARD/CONSERV 


3591 

2790 

2468 


1 

1 

5 

0.8 

1 

1 

5 

0.8 

1 

1 

5 

0.8 


-------- -------- -------- 


HS-ADMINISTRATION 

HEALTH SVCS ADMINISTRATION 

PUBLIC HEALTH OFFICER 7985 1 1 1 

DIRECTOR OF HEALTH SERVICES 7554 1 1 1 

ASSISTANT DIRECTOR OF HEALTH S 6131 1 1 1 

13-14 13-14 13-14 


HS-ADMINISTRATION 

HEALTH SVCS ADMINISTRATION 


BUSINESS DEVELOPMENT MANAGER 4291 1 1 1 

COMPLIANCE AND DEPT RISK MGR 4270 1 1 1 


PATIENT CARE ANALYST 4038 1 1 1 



HEALTH PROGRAM MANAGER 3601 1 1 1 







ACCOUNTANT II 2809 8.9 8.9 8.9 






ACCOUNT CLERK III 2013 3.5 4.5 4.5 






278 

Position Listing


13-14 13-14 13-14 




MICROGRAPHIC TECHNICIAN I 1656 2 2 2 


-------- -------- -------- 


EXTRA HELP 0.4 0.4 0.4 

OVERTIME 0.4 0.4 0.4 

PUBLIC HEALTH 

PH - ENVIRONMENTAL HEALTH 

ENVIRON HLTH & SAFETY SECT MGR 4522 1 1 1 

ENVIRO HEALTH PROGRAM MANAGER 3912 1 1 1 

SUPV E H SPECIALIST 3389 1.69 0.69 0.69 

ENVIRON HEALTH SPECIALIST III 3135 4.17 1.17 1.17 

DAIRY INSPECTOR 2998 2 


ENVIRON HEALTH SPECIALIST II 2939 7.72 1.72 1.72 





ENVIRONMNTL HLTH TECH 1747 1 1 1 


-------- -------- -------- 



OVERTIME 0.12 

13-14 13-14 13-14 


PUBLIC HEALTH 

PH-PROGRAM SUPPORT 

MENTAL HEALTH SERVICE DIRECTOR 6131 1 1 1 





VITAL STATISTICS TECHNICIAN 1962 3 3 

-------- -------- -------- 




279 

Position Listing


13-14 13-14 13-14 



PH-DISEASE CONTROL & SURV 

DEPUTY PUBLIC HEALTH OFFICER 7604 1 1 1 

SUPERVISING PUBLIC HEALTH NURS 3815 1 1 1 

SR PUBLIC HEALTH NURSE 3656 1 1 1 

PUBLIC HEALTH NURSE II 3401 4.9 4.9 4.9 

PUBLIC HEALTH INVESTIGATOR 2338 1 1 1 


VITAL STATISTICS TECHNICIAN 1962 3 


-------- -------- -------- 


EXTRA HELP 0.8 0.3 0.3 

PH-MCH 

FAMILY HEALTH SECTION MANAGER 4536 0.55 0.55 0.55 






SR HEALTH INFO SPECIALIST 2898 1 1 

HEALTH INFO SPECIALIST II 2696 0.5 0.5 0.5 

SOCIAL SERVICE WORKER III 2572 6.75 6.75 6.75 

PUBLIC HEALTH ASSISTANT 1861 1.8 1.8 1.8 


-------- -------- -------- 


EXTRA HELP 0.4 0.4 0.4 

ANIMAL CARE & CONTROL 

ANIMAL CARE AND CONTROL DIR 4218 1 1 1 


PROGRAM PLANNING ANALYST 3059 1 1 

SUPV ANIMAL CONTROL OFFICER 2446 2 3 3 


ANIMAL CONTROL OFFICER II 2047 10.75 10.75 10.75 

ANIMAL HEALTH TECHNICIAN 1950 4.5 4.5 4.5 


LEAD ANIMAL CARE ASST 1499 1 1 1 

ANIMAL CARE ASSISTANT 1363 2 2 2 

-------- -------- -------- 



280 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

PUBLIC HEALTH 

ANIMAL CARE & CONTROL 


OVERTIME 0.46 0.56 0.56 

PH-WIC 

FAMILY HEALTH SECTION MANAGER 

4536 

0.1 

0.1 

0.1 

HEALTH PROGRAM MANAGER 

3601 

1 

1 

1 

SENIOR LACTATION CONSULTANT 

3043 

0.9 

0.9 

0.9 

SUPERVISING NUTRITIONIST 

2903 

1.6 

1 

1 

NUTRITIONIST 

2601 

1.7 

4 

4 

PUBLIC HEALTH ASSISTANT 

1861 

5.9 

4 

4 


1826 

1 

1 

1 

PUBLIC HEALTH AIDE II 

1499 

8.2 

8.2 

8.2 

-------- -------- 

-------- 


EXTRA HELP 0.11 0.11 0.11 

PH-JUV PROB HEALTH SVCS 

FORENSIC PSYCHIATRIST 

8796 

0.24 

0.24 

0.24 


3601 

0.75 

0.75 

0.75 

STAFF NURSE II 

3520 

3.55 

3.55 

3.55 

MARRIAGE FAMILY THERAPIST 

3030 

2.5 

2.5 

2.5 

AODS COUNSELOR II 

2588 

0.1 

0.1 

0.1 

CLINIC CLERK 

1826 

1 

1 

1 

-------- 

-------- 

-------- 


EXTRA HELP 0.63 0.78 0.78 

PH-SPECIAL CLINICAL SERVICES 

FAM NURSE PRACT/PHYS ASSIST 

3916 

1.05 

1.05 

1.05 


3601 

0.25 

0.25 

0.25 

STAFF NURSE II 

3520 

0.15 

0.15 

0.15 


1826 

0.2 

0.2 

0.2 

-------- -------- 

-------- 



281 

Position Listing


13-14 13-14 13-14 



EXTRA HELP 0.4 0.4 0.4 

PH-EMS 

REG EMERG MED SERVICES MGR 4369 1 1 1 

EMERG MED SERVICES COORD 3272 2 3 3 

ADVANCED LIFE SUPPORT CORRD 3119 1 1 1 


-------- -------- -------- 


13-14 13-14 13-14 


PUBLIC HEALTH 

PH-CHILDRENS MEDICAL SERVICES 

PUBLIC HEALTH PHYSICIAN 7239 0.7 0.7 0.7 

FAMILY HEALTH SECTION MANAGER 4536 0.35 0.35 0.35 

CHIEF THERAPIST CTP 3870 1 1 1 





OCCUPATIONAL THERAPIST II CTP 3253 5 5 5 

PHYSICAL THERAPIST II CTP 3253 4.35 4.35 4.35 


SOCIAL SERVICE WORKER II 2408 3 3 3 



MEDICAL SECRETARY 1999 0.75 0.75 0.75 

PUBLIC HEALTH ASSISTANT 1861 3 3 3 



PUBLIC HEALTH AIDE II 1499 2.5 2.5 2.5 

-------- -------- -------- 


EXTRA HELP 0.1 0.1 0.1 

PH-CLINICAL LAB 

PUBLIC HEALTH LAB DIRECTOR 4650 1 1 1 

PUBLIC HEALTH MICROBIOLOGISTII 2976 2.25 2.25 2.25 


PH LAB TECHNICIAN II 1884 3 3 3 




282 

Position Listing


13-14 13-14 13-14 


-------- -------- -------- 


OVERTIME 0.06 0.06 0.06 

PH-PH PREPAREDNESS 


PUBLIC HEALTH MICROBIOLOGISTII 2976 1.5 1.5 1.5 


-------- -------- -------- 


EXTRA HELP 0.9 1.38 1.38 

MENTAL HEALTH 

MH-PROGRAM SUPPORT 

MENTAL HEALTH MEDICAL DIRECTOR 8554 0.45 0.45 0.45 

MENTAL HEALTH SERVICE DIRECTOR 6131 0.2 0.2 0.2 

PATIENT CARE ANALYST 4038 3.5 4.5 4.5 

ADMIN SERVICES OFFICER II 4010 0.5 0.5 0.5 


DEPARTMENT ANALYST 2952 0.75 0.75 0.75 


SECRETARY CONFIDENTIAL 2059 0.75 0.75 0.75 

MEDICAL RECORD CLERK III 2016 2 2 2 



13-14 13-14 13-14 


MENTAL HEALTH 

MH-PROGRAM SUPPORT 



-------- -------- -------- 


MH-ACUTE/FORENSIC SVCS 

FORENSIC PSYCHIATRIST 8796 1.33 1.33 1.33 

STAFF PSYCHIATRIST 7578 1.15 1.15 1.15 

ACUTE FORENSICS SECT MGR 4536 0.9 0.9 0.9 

CLIENT CARE MANAGER 4209 2 2 2 



283 

Position Listing


13-14 13-14 13-14 


FAM NURSE PRACT/PHYS ASSIST 


3916 

3601 

0.65 

1 

0.65 

1 

0.65 

1 

PSYCHIATRIC NURSE 3552 5 5 5 

MARRIAGE FAMILY THERAPIST SPEC 3260 1 1 1 

MARRIAGE FAMILY THERAPIST 3030 6.73 6.73 6.73 

LICENSED CLINICAL SOCIAL WKR 3030 10.4 10.4 10.4 

SENIOR CLIENT SUPPORT SPEC 2342 1.7 1.7 1.7 


LICENSED VOCATIONAL NURSE II 2238 2 2 2 

PSYCHIATRIC TECHNICIAN 2238 0.5 0.5 0.5 

ELIGIBILITY WORKER II 2083 1 1 1 



-------- -------- -------- 


EXTRA HELP 2.93 3 3 

OVERTIME 1.3 1.3 1.3 

MH-YOUTH & FAMILY SERVICES 


ADULT YOUTH FAMILY SVS SCT MGR 4369 1 1 1 




AODS COUNSELOR II 2588 1.75 1.75 1.75 

SENIOR CLIENT SUPPORT SPEC 2342 2 2 2 



-------- -------- -------- 


MH-MENTAL HEALTH SVCS ACT 

MENTAL HEALTH MEDICAL DIRECTOR 8554 0.45 0.45 0.45 



COMMUNITY MH SECT MANAGER 4369 1 1 1 

CLIENT CARE MANAGER 4209 0.8 0.8 0.8 

PATIENT CARE ANALYST 4038 1 1 1 


PSYCHIATRIC NURSE 3552 7.55 7.55 7.55 


LIC CLIN SOC WKR SPECIALIST 3260 2 2 2 



SENIOR CLIENT SUPPORT SPEC 2342 12 12 12 



284 

Position Listing


13-14 13-14 13-14 


13-14 13-14 13-14 


MENTAL HEALTH 

MH-MENTAL HEALTH SVCS ACT 


ELIGIBILITY WORKER III 2259 1 1 1 

ELIGIBILITY WORKER II 2083 2 2 2 


CLIENT SUPPORT SPECIALIST 1851 2 2 2 



-------- -------- -------- 


MH-MHSA OTHER PROGRAMS 



ACUTE FORENSICS SECT MGR 4536 0.1 0.1 0.1 

CLIENT CARE MANAGER 4209 0.2 0.2 0.2 

PATIENT CARE ANALYST 4038 1.5 1.5 1.5 

ADMIN SERVICES OFFICER II 4010 0.5 0.5 0.5 


PSYCHIATRIC NURSE 3552 2.5 2.5 2.5 



LICENSED CLINICAL SOCIAL WKR 3030 1 1 1 

DEPARTMENT ANALYST 2952 1.25 1.25 1.25 

AODS COUNSELOR II 2588 1 1 1 

SENIOR CLIENT SUPPORT SPEC 2342 4.3 4.3 4.3 


SECRETARY CONFIDENTIAL 2059 0.25 0.25 0.25 


-------- -------- -------- 


EXTRA HELP 4.1 4.11 4.11 

BH - AODS - PROGRAM SUPPORT 

AODS SECTION MANAGER 4369 1 1 1 






-------- -------- -------- 



285 

Position Listing


13-14 13-14 13-14 



BH - AODS - TREATMENT & CASE MGMT 


HEALTH PROGRAM MANAGER 3601 0.3 0.3 0.3 

MARRIAGE FAMILY THERAPIST 3030 2 2 2 

LICENSED CLINICAL SOCIAL WKR 3030 1 1 1 

AODS SPECIALIST 2699 5 5 5 


AODS ASSISTANT II 1851 2 2 2 

-------- -------- -------- 


EXTRA HELP 0.84 1.66 1.66 

13-14 13-14 13-14 


MENTAL HEALTH 

BH - AODS - TREATMENT & CASE MGMT 

OVERTIME 0.06 0.03 0.03 

CMSP 

CMSP 

ASSISTANT DIRECTOR OF HEALTH S 6131 1 

DIRECTOR HLTH POLICY PLAN EVAL 4830 0.8 1 1 

PATIENT CARE ANALYST 4038 0.5 



BIOSTATISTICIAN 3187 4 4 4 

PROGRAM PLANNING ANALYST 3059 2.6 6 6 

SR HEALTH INFO SPECIALIST 2898 1 1 

PLANNER II 2809 0.5 0.5 0.5 

HEALTH INFO SPECIALIST II 2696 2.75 3.75 3.75 

NUTRITIONIST 2601 0.75 



-------- -------- -------- 


HEALTHY COMMUNITIES 

DIRECTOR HLTH POLICY PLAN EVAL 4830 0.2 



286 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

HEALTHY COMMUNITIES SECT MGR 

4369 

1 

1 

1 


3601 

3 

2 

2 

PROGRAM PLANNING ANALYST 

3059 

2.4 

HEALTH INFO SPECIALIST II 

2696 

9.5 

7.25 

7.25 


2333 

1.2 

0.5 

0.5 


1826 

1 

1.8 

1.8 

OFFICE ASSISTANT II 

1603 

1 

1 

-------- -------- 

-------- 


SPECIAL REVENUE FUNDS 

P&P-CHILDREN & FAMILIES FIRST 

FIRST 5 SONOMA SECTION MANAGER 

4369 

1 

1 

1 


3601 

1 

1 

1 

HEALTH INFO SPECIALIST II 

2696 

2.75 

2.75 

2.75 


2333 

1 

1 

1 


1826 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.56 0.56 0.56 

PH-FEE STABILIZATION FUND 

SUPV E H SPECIALIST 

3389 

1.31 

2.31 

2.31 

ENVIRON HEALTH SPECIALIST III 

3135 

2.83 

5.83 

5.83 

DAIRY INSPECTOR 

2998 

2 

2 

ENVIRON HEALTH SPECIALIST II 

2939 

1.78 

7.78 

7.78 

-------- -------- 

-------- 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

SPECIAL REVENUE FUNDS 

PH-FEE STABILIZATION FUND 




AODS-DUI PROGRAM 


3601 

1 

0.7 

0.7 

AODS SPECIALIST 

2699 

1 

1 

1 



287 

Position Listing


13-14 13-14 13-14 



AODS INTAKE INTERVIEWER 1851 2 2 2 




-------- -------- -------- 


EXTRA HELP 1.99 3.5 3.5 

OVERTIME 0.1 0.08 0.08 

DEPT OF CHILD SUPPORT SERVICES 

DCSS-CHILD SUPPORT ENFORCEMENT 

DIRECTOR OF CHILD SUPPORT SVC 6298 1 1 1 

CHILD SUPPORT ATTORNEY IV 5384 4 4 4 

ASST DIR CHILD SUPPORT SVS 4695 1 1 1 

HUMAN SERVICES SECTION MANAGER 4120 2 2 2 




SUPV CHILD SUPPORT OFFICER 2695 5 5 5 

EXECUTIVE LEGAL SECRETARY CONF 2447 1 1 1 

CHILD SUPPORT OFFICER III 2354 14.5 14.5 14.5 


CHILD SUPPORT FINANCIAL SUPV 2346 1 1 1 

CHILD SUPPORT OFFICER II 2193 32 32 32 


SR CHILD SUPPRT FINANCIAL WKR 2132 1 1 1 


CHILD SUPPRT FINANCIAL WRKR II 2013 8 7 7 




-------- -------- -------- 


AGRICULTURAL COMM 


AGRICULTURAL COMMR-SEALER 6331 1 1 1 

ASSISTANT AGRICULTURAL COMM 3999 1 1 1 

AG & VINEYARD CONSERV COORD 3738 1 

ADMIN SERVICES OFFICER I 3486 0.68 0.68 0.68 

CHIEF DEP AG COMMISSIONER 3476 1 1 1 

ENGINEERING TECHICIAN IV 3323 1 1 



288 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

DEPUTY AGRICULTURAL COMMISSION 2958 3 3 3 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

AGRICULTURAL COMM 



2952 

1 

1 

1 

SR AG BIOLOGIST\STANDARD SPEC 

2689 

3 

3 

3 

AG BIOLOGIST\STANDARD SPEC III 

2559 

7 

7.75 

7 

EXECUTIVE SECRETARY 

2247 

1 

1 

1 

WILDLIFE SPECIALIST 

2047 

1 

1 

1 



1 

1 

1 

RECEPTIONIST 

1826 

1 

1 

1 


1826 

0.75 

0.75 

0.75 


1603 

0.8 

0.8 

0.8 

-------- -------- 

-------- 


EXTRA HELP 6.56 9.83 9.83 


SEALER WEIGHTS & MEASURES 

CHIEF DEPUTY SEALER 

3476 

1 

1 

1 

SR AG BIOLOGIST\STANDARD SPEC 

2689 

1 

1 

1 

AG BIOLOGIST\STANDARD SPEC III 

2559 

4 

4 

4 

-------- -------- 

-------- 


U C COOPERATIVE EXT 

U C COOPERATIVE EXT 


2952 

1 

1 

1 

PUBLIC INFORMATION SPECIALIST 

2332 

1 

1 

1 

SENIOR AG PROGRAM ASSISTANT 

1967 

2.75 

2.75 

2.75 


1826 

0.5 

0.5 

0.5 

-------- -------- 

-------- 



DEPT OF EMERGENCY SERVICES 



289 

Position Listing


13-14 13-14 13-14 


EMERGENCY MANAGEMENT 

EMERGENCY SERVICES COORDINATOR 4140 1 1 1 


DEPUTY EMER SVS COOR 2952 2 2 2 

-------- -------- -------- 


EXTRA HELP 1.47 0.9 0.9 

OVERTIME 0.03 0.06 0.06 

HAZARDOUS MATERIALS FUND 

FIRE SERVICES OFFICER 4557 1 1 1 

FIRE INSPECTOR II 3546 4 4 4 


-------- -------- -------- 

13-14 13-14 13-14 


DEPT OF EMERGENCY SERVICES 

HAZARDOUS MATERIALS FUND 



OVERTIME 0.16 0.16 0.16 

SCEIP 

SCEIP PROGRAM FUND 

EXTRA HELP 2.6 2.6 2.6 

OVERTIME 0.06 0.06 0.06 

REFUSE DISPOSAL ENT 

INTEGRATED WASTE 

SENIOR ENGINEER 4375 1 1 1 

INTEG WSTE OPS DIV MGR PROJ 4350 1 1 1 

WASTE MANAGEMENT AGCY EXEC DIR 4350 1 1 1 


PROFESSIONAL GEOLOGIST 3972 1 1 1 

LANDFILL FACILITIES SPECIALIST 3337 1 1 1 



290 

Position Listing


13-14 13-14 13-14 


CODE ENFORCEMENT INSPECTOR II 3059 1 1 1 


BUILDING MECHANIC II 2804 1 1 1 

WASTE MANAGEMENT SPECIALIST II 2802 3 3 3 

DISPOSAL SUPERVISOR 2780 2 2 2 


DISPOSAL WORKER II 2348 6 6 6 


DISPOSAL WORKER I 2033 15.02 15.02 15.02 


-------- -------- -------- 


EXTRA HELP 0.78 0.78 0.78 

OVERTIME 1.92 1.92 1.92 

SPUD PT MARINA ENT 

SPUD PT MARINA ENT 

MARINA SUPERVISOR 3187 1 1 1 


BUILDING MECHANIC II 2804 1 

SENIOR MARINA ATTENDANT 2171 1 1 1 

MARINA ATTENDANT 2029 1 1 1 

-------- -------- -------- 


EXTRA HELP 2.1 2.1 2.1 

OVERTIME 0.07 0.07 0.07 

13-14 13-14 13-14 


AIRPORT ENTERPRISE 

AIRPORT ENTERPRISE 

AIRPORT MANAGER 4795 1 1 1 

ASSISTANT AIRPORT MANAGER 3782 1 1 1 

RIGHT OF WAY AGENT II 3126 1 1 1 

AIRPORT OPERATIONS SUPERVISOR 2595 1 1 1 

MARKETING SPECIALIST 2474 1 1 1 


AIRPORT OPERATIONS SPECIALIST 2230 6 6 6 



-------- -------- -------- 




291 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

EXTRA HELP 0.58 0.58 0.58 

OVERTIME 0.12 0.12 0.12 

SO CO AREA TRANSIT SVCS 

TRANSIT-GEN ADMIN-ART 4 

TRANSIT SYSTEMS MANAGER 

4563 

1 

1 

1 

TRANSIT SPECIALIST II 

3132 

3 

3 

3 

OFFICE SUPPORT SUPERVISOR 

2163 

1 

1 

1 


1826 

1 

1 

1 


1603 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.13 0.13 0.13 

OVERTIME 0.07 0.07 0.07 

MASON'S MARINA 

MASON'S MARINA 


SELF FUNDED INS PROG-ISF 

SELF FUNDED INS PROG-ADMIN 

RISK MANAGER 

4580 

1 

1 

1 

EQUAL EMPLOY OPPORTUNITY MGR 

4294 

1 

1 

1 

RISK MANAGEMENT ANALYST III 

3983 

5 

5 

5 

RISK MANAGEMENT ANALYST II 

3462 

7 

7 

7 

ACCOUNTANT III 

3326 

1 

1 

1 


2952 

1 

1 

ADMINISTRATIVE AIDE CONFIDEN 

2333 

1 

1 

1 

ACCOUNT CLERK III CONFID 

2073 

1 

1 

1 

SECRETARY CONFIDENTIAL 

2059 

1 

1 

1 

SENIOR OFFICE ASSISTANT-C 

1881 

6.5 

6.5 

6.5 

-------- -------- 

-------- 



13-14 13-14 13-14 



292 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 


CSA #40 FIRE SERVICES 

CSA #40 FIRE SERVICES 

DIRECTOR FIRE/EMERGENCY PROGRA 

6585 

1 

1 

1 

FIRE MARSHALL 

5257 

1 

1 

1 

SENIOR FIRE INSPECTOR 

3900 

1 

1 

1 

FIRE INSPECTOR II 

3546 

1 

ADMIN SERVICES OFFICER I 

3486 

1 

1 

1 


2333 

1.75 

1.75 

1.75 


1826 

1 

1 

1 


1826 

1 

1 

1 

MATERIALS HANDLER 

1737 

1.6 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 2.53 2.76 2.76 

OVERTIME 0.64 0.87 0.87 

FIRE PREVENTION DIVISION 

FIRE MARSHALL 

5257 

1 

1 

1 

SENIOR FIRE INSPECTOR 

3900 

1 

1 

FIRE INSPECTOR II 

3546 

1 

2 

2 

-------- -------- 

-------- 


EXTRA HELP 0.75 1.04 1.04 

OVERTIME 0.18 0.18 0.18 

NSC AIR POLL CONTROL 

NO AIR POLLUTION CONTROL 

AIR QUALITY MANAGER 

4571 

1 

1 

1 

AIR QUALITY ENGINEER 

3894 

1 

1 

1 

AIR QUALITY SPECIALIST III 

3009 

3 

3 

3 


1826 

1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.14 0.14 0.14 

OVERTIME 0.03 0.03 0.03 



293 

Position Listing


13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 

IHSS PUBLIC AUTHORITY 

IHSS PUBLIC AUTHORITY 

IHSS PUBLIC AUTHORITY MGR 4731 1 

1 

1 

-------- -------- 

-------- 


EXTRA HELP 0.4 0.4 0.4 

SC AG PRES/OPEN SPACE DIST 


OSD GENERAL MANAGER 6361 1 1 1 

13-14 

13-14 

13-14 


BASE 

REQ'D 

RECOM 



OSD PROGRAM MANAGER 

4091 

3 

3 

3 

OSD ADMIN & FISCAL SRVCS MGR 

3823 

1 

1 

1 

OSD COMMUNITY RELATIONS MGR 

3661 

1 

1 

1 

OSD LAND ACQUISITION SPECIALIS 

3641 

2 

2 

2 

OSD STEWARD COORDINATOR 

3416 

1 

1 

1 

OSD ASSOCIATE PLANNER 

2974 

5.5 

5.5 

5.5 

OSD CONSERVATION GIS ANALYST 

2550 

1 

1 

1 

OSD ASSISTANT PLANNER 

2529 

1 

1 

1 

OSD ACQUISITION ASSISTANT 

2412 

1 

1 

1 


2333 

1.5 

2 

2 

PUBLIC INFORMATION SPECIALIST 

2332 

1 

1 

1 

OSD EXECUTIVE SECRETARY 

2314 

1 

1 

1 

OSD TECHNICIAN 

2231 

2 

2 

2 

ACCOUNTING TECHNICIAN 

2132 

1 

1 

1 

OSD RECEPTIONIST 

1881 

1 

1 

1 

-------- -------- 

-------- 

PERMANENT POSITIONS 25 25.5 25.5 

EXTRA HELP 2.74 3.04 3.04 

OVERTIME 0.12 0.12 0.12 

SCWA - ADMIN/GENERAL 

SCWA - GENERAL FUND 

GENERAL MANAGER/CHIEF ENGINEER 

8428 

1 

1 

1 

WATER AGENCY ASST GENERAL MGR 

6747 

2 

2 

2 



294 

Position Listing


13-14 13-14 13-14 


WATER AGENCY CHIEF ENGINEER 6498 1 1 1 

DEPUTY CHIEF ENGINEER 5915 1 1 1 

WATER AGENCY DIV MNGR ENV RESO 5544 1 1 1 

WATER AGENCY DIV MNGR ADM SERV 5460 1 1 1 

WATER AGENCY PRINCIPAL ENGINR 5002 6 6 6 

ENGINEERING PROGRAM MANAGER 4822 1 1 1 

ENVIRONMENTAL RESOURCES COORD 4822 2 2 2 

WATER AGENCY COORDINATOR 4822 9 9 9 

WATER AGENCY GOVRN AFFAIR CORD 4818 1 1 1 

WATER AGENCY ENGINEER IV 4543 14 17 17 

WATER AGENCY HYDROGEOLOGIST IV 4543 1 2 2 

WA PRINCIPAL PROGRAM SPEC 4190 4 4 4 

TECHNICAL WRITING MANAGER 4190 1 1 1 

PRINCIPAL ENVIRONMENTAL SPEC 4190 4 4 4 

WATER AGENCY LAND SURVEYOR 4185 1 1 1 


RISK MANAGEMENT ANALYST III 3983 1 1 1 

WATER AGNCY SR NETWORK ANALYST 3926 1 1 1 

WATER AGENCY CAD/GIS COORDINAT 3823 1 1 1 

W A PUBLIC INFORMATION OFFICER 3661 3 3 3 

WA NETWORK ANALYST 3568 1 1 1 

SUPERVISING RIGHT OF WAY AGENT 3533 1 1 


RISK MANAGEMENT ANALYST II 3462 1 1 1 

ENVIRO COMPLIANCE INSPECTOR 3354 2 2 2 

WATER AGENCY CHEMIST 3354 4 4 4 

ELECTRICIAN/INSTRMNTATION TECH 3340 7 7 7 

WATER AGENCY LEAD MECHANIC 3337 6 6 6 

ENGINEERING TECHICIAN IV 3323 1 1 1 

WATER AGENCY SENIOR PLANT OPER 3320 16 16 16 

PROGRAMMER ANALYST 3204 4 4 4 

SENIOR ENVIROMENTAL SPECIALIST 3195 9.75 9.75 9.75 

RIGHT OF WAY AGENT II 3126 1 1 1 

TECHNICAL WRITING SPECIALIST 3050 7.75 7.75 7.75 

WATER AGENCY MECHANIC 3020 18 18 18 

ENVIROMENTAL SPECIALIST 2972 2 2 2 

13-14 13-14 13-14 


SCWA - ADMIN/GENERAL 

SCWA - GENERAL FUND 

WA PROGRAMS SPECIALIST 2953 6 6 6 


SR GEOGRAPHIC INFO TECH 2951 1 1 1 

VEGETATION CONTROL ADVISOR 2821 1 1 


ASSISTANT PROJECT SPECIALIST 2802 1 1 1 

WATER AGENCY LEAD MAINTENANCE 2777 4 4 4 



HEAVY EQUIPMENT MECHANIC II 2696 2 2 2 

WATER AGENCY MAINT WORKER III 2524 7 7 7 



295 

Position Listing


13-14 13-14 13-14 


AUTOMOTIVE MECHANIC 2461 1 1 1 



EXECUTIVE SECRETARY 2247 1 1 1 

MATERIALS EQUIPMENT SPECIALIST 2202 1 1 1 


WATER AGENCY MAINT WORKER II 2178 5 6 6 






--------- --------- -------- 


EXTRA HELP 48.41 42.72 42.72 

OVERTIME 9.96 6.56 6.56 

GENERAL ADMINISTRATIVE 

CDC GENERAL ADMIN 

EXEC DIRECTOR SOCO CDC 6439 1 1 1 

COMMUNITY DEVELOPMENT MANAGER 4692 1 1 1 

LEASED HOUSING MANAGER 4692 1 1 1 

REDEVELOPMENT MANAGER 4692 1 1 1 

CONTROLLER-CDC 4324 1 1 1 


COMMUNITY DEVELOP ASSOCIATE 3330 3 3 3 

HOUSING REHABILITATION SPECIAL 2842 3 3 3 

SUPERVISING COMMUNITY DEV SPEC 2812 2 2 2 


SR COMMUNITY DEVELOP SPEC 2652 2 2 2 

EMPLOYMENT HOUSING COUNSELOR 2408 1 1 1 


COMMUNITY DEVELOP SPEC II 2209 7 7 7 






--------- --------- -------- 




296 

Position Listing


13-14 13-14 13-14 


LIBRARY 

Director 7251 1.00 1.00 1.00 

Administrative Svcs Manager 4029 1.00 1.00 1.00 

Librarian IV +2% 4029 2.00 2.00 2.00 

Librarian IV 3950 3.00 3.00 3.00 

Facilities Manager 3837 1.00 1.00 1.00 

Human Resources Manager 3837 1.00 1.00 1.00 

Central Branch Manager 3521 1.00 1.00 1.00 

Branch Manager 3353 10.00 10.00 10.00 

Librarian III + 2.5% (IT Team Co-Lead) 3197 1.00 1.00 1.00 

Librarian III 3119 4.00 4.00 4.00 

Sr Info Technology Specialist 3119 1.00 1.00 1.00 

Tech Supp Spec II + 5% (IT Team Co-Lead) 2941 1.00 1.00 1.00 

Building Mechanic II + 5% - Lead 2878 1.00 1.00 1.00 

Librarian I/II - BiLing 2797 2.50 2.50 2.50 

Librarian II + 2.5% 2764 1.00 1.00 1.00 

Building Mechanic II 2741 1.00 1.00 1.00 

Librarian I/II 2697 27.83 27.83 27.83 

Business Analyst 2635 1.00 1.00 1.00 

Technical Support Specialist I 2386 1.50 1.50 1.50 

Graphic Artist 2380 1.00 1.00 1.00 

Accounting Assistant 2343 2.00 2.00 2.00 

Administrative Aide 2343 2.50 2.50 2.50 

Supervising Library Technician 2292 5.00 5.00 5.00 

Account Clerk III 2182 1.00 1.00 1.00 

Library Associate 2070 5.41 5.41 5.41 

Library Technician III - BiLing 1859 2.50 2.50 2.50 

Account Clerk II 1822 1.00 1.00 1.00 

Delivery Person 1822 2.00 2.00 2.00 

Library Services Specialist 1822 1.00 1.00 1.00 

Library Technician III 1759 38.57 38.57 38.57 

Library Technician II - BiLing 1577 0.75 0.75 0.75 

Library Technician II 1477 12.86 12.86 12.86 

TOTAL FTE 138.42 138.42 138.42 

FAIRGROUNDS (2012) (2013) (2013) 

Fair Manager 5516 1.00 1.00 1.00 

Deputy Fair Manager 4038 1.00 1.00 1.00 

Fair Financial Services Officer (.50 filled) 3823 1.00 1.00 1.00 

Accounting Technician 2132 2.00 2.00 2.00 

Secretary 1999 1.00 1.00 1.00 

Premium Exhibit Coord. 3409 1.00 1.00 1.00 

FG Premium Exhibit Asst (.75 filled/.25 unfilled) 1999 1.00 1.00 1.00 

Mktg/Promotion Coord. 3315 1.00 1.00 1.00 

Interim Event Coord. 3315 1.00 1.00 1.00 

Senior Office Assistant 1826 1.00 1.00 1.00 

FG Building Supt. 3581 1.00 1.00 1.00 

Bldg. Mechanic II 2696 1.00 1.00 1.00 

Auto Mechanic 2366 1.00 1.00 1.00 

Bldg. Mechanic I 2382 1.00 2.00 2.00 

Painter 2375 1.00 0.00 0.00 

Storekeeper 1815 1.00 1.00 1.00 

Sr. FG Maint. Worker 2077 5.00 5.00 5.00 

FG Maint. Worker 1711 11.00 9.00 9.00 

Sr Simulcast Attendant 2008 1.00 1.00 1.00 

Simulcast Attendant 1826 0.75 0.75 0.75 

Janitor (unfilled) 1579 1.00 1.00 1.00 

FG Golf Manager 2766 1.00 0.00 0.00 

TOTAL FTE 36.75 33.75 33.75 



297 

Position Listing



298 

Position Listing

SALARY SCHEDULE 2013/2014 

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

456 9,517 11,563 1579 32,956 40,052 1748 36,483 44,330 

847 17,678 21,476 1594 33,269 40,448 1751 36,545 44,435 

863 18,012 21,894 1603 33,457 40,657 1753 36,587 44,497 

1041 21,727 26,402 1604 33,477 40,678 1766 36,859 44,790 

1082 22,583 27,467 1606 33,519 40,741 1771 36,963 44,957 

1200 25,045 30,430 1616 33,728 41,012 1774 37,026 45,019 

1221 25,484 30,973 1627 33,957 41,262 1775 37,046 45,040 

1245 25,985 31,578 1629 33,999 41,325 1800 37,568 45,666 

1254 26,172 31,829 1632 34,062 41,429 1801 37,589 45,687 

1329 27,738 33,707 1640 34,229 41,596 1810 37,777 45,938 

1350 28,176 34,250 1651 34,458 41,909 1815 37,881 46,042 

1357 28,322 34,437 1656 34,563 42,014 1826 38,111 46,334 

1363 28,447 34,584 1658 34,604 42,055 1827 38,132 46,355 

1390 29,011 35,293 1664 34,730 42,202 1828 38,153 46,376 

1398 29,178 35,460 1667 34,792 42,306 1829 38,173 46,397 

1400 29,220 35,523 1684 35,147 42,702 1831 38,215 46,459 

1420 29,637 36,024 1687 35,210 42,807 1839 38,382 46,647 

1438 30,013 36,483 1688 35,231 42,828 1844 38,486 46,793 

1448 30,222 36,733 1693 35,335 42,953 1846 38,528 46,835 

1475 30,785 37,401 1696 35,398 43,036 1847 38,549 46,856 

1478 30,848 37,526 1700 35,481 43,120 1851 38,633 46,960 

1481 30,910 37,589 1705 35,585 43,266 1854 38,695 47,023 

1485 30,994 37,673 1711 35,711 43,412 1858 38,779 47,148 

1494 31,182 37,881 1715 35,794 43,516 1861 38,841 47,232 

1499 31,286 38,048 1719 35,878 43,621 1864 38,904 47,294 

1513 31,578 38,382 1727 36,045 43,809 1881 39,259 47,732 

1542 32,183 39,113 1730 36,107 43,892 1882 39,280 47,753 

1543 32,204 39,134 1732 36,149 43,955 1883 39,300 47,774 

1550 32,350 39,321 1737 36,253 44,080 1884 39,321 47,795 

1565 32,663 39,697 1747 36,462 44,310 1886 39,363 47,837 



299 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

1912 39,906 48,505 2033 42,431 51,594 2149 44,852 54,495 

1913 39,927 48,526 2041 42,598 51,781 2151 44,894 54,599 

1915 39,968 48,609 2046 42,702 51,886 2156 44,998 54,703 

1924 40,156 48,797 2047 42,723 51,907 2159 45,061 54,766 

1931 40,302 48,985 2050 42,786 52,032 2161 45,103 54,808 

1936 40,407 49,131 2052 42,828 52,074 2162 45,124 54,850 

1939 40,469 49,193 2059 42,974 52,241 2163 45,144 54,870 

1940 40,490 49,214 2066 43,120 52,408 2164 45,165 54,891 

1941 40,511 49,235 2068 43,162 52,470 2168 45,249 55,016 

1950 40,699 49,486 2073 43,266 52,595 2171 45,311 55,100 

1954 40,782 49,590 2075 43,308 52,637 2175 45,395 55,183 

1959 40,887 49,694 2077 43,349 52,700 2178 45,457 55,246 

1962 40,949 49,778 2078 43,370 52,721 2184 45,583 55,392 

1967 41,054 49,882 2082 43,454 52,825 2193 45,771 55,643 

1971 41,137 50,028 2083 43,475 52,846 2196 45,833 55,705 

1978 41,283 50,195 2087 43,558 52,950 2200 45,917 55,810 

1979 41,304 50,216 2092 43,663 53,075 2202 45,958 55,851 

1981 41,346 50,258 2093 43,683 53,096 2207 46,063 55,997 

1999 41,722 50,717 2095 43,725 53,159 2209 46,104 56,039 

2000 41,742 50,738 2096 43,746 53,180 2214 46,209 56,164 

2002 41,784 50,780 2098 43,788 53,222 2216 46,251 56,206 

2006 41,868 50,884 2107 43,976 53,451 2221 46,355 56,352 

2007 41,889 50,905 2108 43,996 53,472 2224 46,418 56,436 

2008 41,909 50,926 2112 44,080 53,576 2226 46,459 56,477 

2013 42,014 51,093 2118 44,205 53,743 2228 46,501 56,519 

2014 42,035 51,114 2122 44,289 53,827 2230 46,543 56,582 

2016 42,076 51,155 2132 44,497 54,098 2231 46,564 56,603 

2027 42,306 51,406 2138 44,623 54,244 2238 46,710 56,791 

2028 42,327 51,427 2145 44,769 54,411 2244 46,835 56,937 

2029 42,348 51,468 2146 44,790 54,432 2247 46,898 56,999 



300 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

2250 46,960 57,083 2376 49,590 60,297 2493 52,032 63,240 

2254 47,044 57,166 2379 49,653 60,360 2495 52,074 63,302 

2257 47,106 57,271 2380 49,673 60,380 2496 52,095 63,344 

2258 47,127 57,312 2382 49,715 60,422 2498 52,136 63,386 

2259 47,148 57,333 2390 49,882 60,652 2500 52,178 63,428 

2263 47,232 57,417 2397 50,028 60,819 2501 52,199 63,448 

2274 47,461 57,688 2408 50,258 61,069 2502 52,220 63,469 

2283 47,649 57,918 2411 50,320 61,194 2507 52,324 63,595 

2285 47,691 57,959 2412 50,341 61,215 2510 52,387 63,678 

2291 47,816 58,126 2425 50,613 61,507 2517 52,533 63,866 

2300 48,004 58,356 2428 50,675 61,591 2524 52,679 64,033 

2304 48,087 58,439 2429 50,696 61,633 2529 52,783 64,137 

2314 48,296 58,732 2432 50,759 61,716 2547 53,159 64,596 

2316 48,338 58,773 2437 50,863 61,820 2549 53,201 64,680 

2318 48,379 58,815 2446 51,051 62,050 2550 53,222 64,722 

2324 48,505 58,961 2447 51,072 62,071 2552 53,263 64,763 

2331 48,651 59,149 2448 51,093 62,113 2554 53,305 64,805 

2332 48,672 59,170 2449 51,114 62,134 2556 53,347 64,847 

2333 48,693 59,212 2450 51,134 62,175 2559 53,409 64,909 

2338 48,797 59,316 2451 51,155 62,196 2561 53,451 64,951 

2339 48,818 59,337 2461 51,364 62,426 2567 53,576 65,139 

2342 48,880 59,420 2462 51,385 62,468 2569 53,618 65,181 

2346 48,964 59,504 2468 51,510 62,614 2570 53,639 65,223 

2347 48,985 59,525 2470 51,552 62,676 2572 53,681 65,264 

2348 49,006 59,546 2474 51,635 62,760 2588 54,015 65,661 

2349 49,026 59,566 2477 51,698 62,843 2593 54,119 65,786 

2352 49,089 59,692 2480 51,761 62,927 2595 54,161 65,828 

2354 49,131 59,733 2482 51,802 62,968 2601 54,286 65,995 

2373 49,527 60,213 2483 51,823 62,989 2603 54,328 66,057 

2375 49,569 60,276 2489 51,948 63,135 2604 54,349 66,078 



301 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

2621 54,703 66,517 2779 58,001 70,503 2939 61,340 74,552 

2623 54,745 66,558 2780 58,022 70,524 2950 61,570 74,865 

2635 54,996 66,850 2783 58,085 70,586 2951 61,591 74,886 

2638 55,058 66,934 2790 58,231 70,816 2952 61,612 74,907 

2646 55,225 67,122 2791 58,252 70,837 2953 61,633 74,928 

2652 55,350 67,289 2793 58,293 70,879 2958 61,737 75,032 

2660 55,517 67,497 2802 58,481 71,066 2962 61,820 75,136 

2665 55,622 67,602 2804 58,523 71,129 2966 61,904 75,262 

2674 55,810 67,831 2809 58,627 71,254 2970 61,987 75,366 

2682 55,977 68,040 2812 58,690 71,359 2972 62,029 75,408 

2683 55,997 68,061 2821 58,878 71,567 2974 62,071 75,449 

2689 56,123 68,207 2828 59,024 71,734 2976 62,113 75,491 

2690 56,144 68,249 2840 59,274 72,047 2979 62,175 75,554 

2694 56,227 68,353 2842 59,316 72,110 2982 62,238 75,658 

2695 56,248 68,395 2844 59,358 72,152 2991 62,426 75,888 

2696 56,269 68,416 2851 59,504 72,340 2998 62,572 76,055 

2699 56,331 68,478 2866 59,817 72,694 3004 62,697 76,222 

2700 56,352 68,499 2870 59,900 72,820 3008 62,781 76,305 

2702 56,394 68,541 2875 60,005 72,945 3009 62,801 76,326 

2710 56,561 68,750 2879 60,088 73,049 3014 62,906 76,451 

2725 56,874 69,125 2880 60,109 73,070 3016 62,948 76,514 

2733 57,041 69,355 2893 60,380 73,425 3017 62,968 76,535 

2747 57,333 69,668 2896 60,443 73,488 3020 63,031 76,639 

2757 57,542 69,960 2898 60,485 73,529 3030 63,240 76,869 

2766 57,730 70,148 2903 60,589 73,634 3034 63,323 76,973 

2768 57,771 70,211 2911 60,756 73,884 3036 63,365 77,015 

2770 57,813 70,273 2916 60,860 73,988 3043 63,511 77,203 

2775 57,918 70,419 2921 60,965 74,093 3050 63,657 77,390 

2777 57,959 70,461 2922 60,986 74,114 3058 63,824 77,599 

2778 57,980 70,482 2923 61,007 74,135 3059 63,845 77,620 



302 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

3060 63,866 77,641 3204 66,871 81,272 3354 70,002 85,092 

3068 64,033 77,829 3206 66,913 81,335 3361 70,148 85,259 

3071 64,095 77,912 3213 67,059 81,523 3386 70,670 85,906 

3072 64,116 77,933 3219 67,184 81,648 3387 70,691 85,927 

3082 64,325 78,184 3220 67,205 81,690 3389 70,733 85,968 

3083 64,346 78,204 3224 67,289 81,794 3394 70,837 86,094 

3091 64,513 78,413 3225 67,310 81,815 3401 70,983 86,302 

3100 64,701 78,643 3226 67,330 81,836 3414 71,254 86,615 

3108 64,868 78,831 3242 67,664 82,253 3416 71,296 86,657 

3110 64,909 78,893 3253 67,894 82,525 3417 71,317 86,678 

3111 64,930 78,935 3254 67,915 82,546 3429 71,567 86,970 

3114 64,993 79,018 3260 68,040 82,713 3441 71,818 87,304 

3115 65,014 79,039 3268 68,207 82,900 3462 72,256 87,826 

3119 65,097 79,144 3270 68,249 82,963 3464 72,298 87,889 

3126 65,243 79,290 3272 68,291 83,005 3468 72,381 87,972 

3130 65,327 79,415 3278 68,416 83,172 3470 72,423 88,035 

3132 65,369 79,457 3287 68,604 83,380 3471 72,444 88,056 

3135 65,431 79,561 3300 68,875 83,714 3473 72,486 88,097 

3148 65,703 79,853 3303 68,938 83,777 3474 72,507 88,139 

3150 65,744 79,916 3304 68,958 83,798 3476 72,548 88,202 

3151 65,765 79,937 3307 69,021 83,881 3481 72,653 88,327 

3154 65,828 80,041 3309 69,063 83,944 3486 72,757 88,431 

3158 65,911 80,125 3315 69,188 84,111 3487 72,778 88,452 

3169 66,141 80,375 3320 69,292 84,215 3494 72,924 88,640 

3172 66,203 80,500 3323 69,355 84,278 3502 73,091 88,849 

3183 66,433 80,730 3326 69,418 84,382 3511 73,279 89,078 

3186 66,496 80,813 3330 69,501 84,507 3520 73,467 89,308 

3187 66,517 80,834 3337 69,647 84,654 3528 73,634 89,475 

3195 66,683 81,064 3340 69,710 84,716 3531 73,696 89,579 

3201 66,809 81,189 3349 69,898 84,967 3533 73,738 89,663 



303 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

3546 74,009 89,934 3734 77,933 94,734 3883 81,043 98,512 

3549 74,072 90,017 3735 77,954 94,755 3888 81,147 98,616 

3552 74,135 90,143 3737 77,996 94,797 3894 81,272 98,783 

3553 74,155 90,164 3738 78,017 94,818 3900 81,398 98,950 

3555 74,197 90,205 3748 78,225 95,089 3902 81,439 98,992 

3561 74,322 90,331 3752 78,309 95,194 3907 81,544 99,096 

3568 74,468 90,518 3756 78,392 95,277 3912 81,648 99,243 

3575 74,615 90,706 3762 78,517 95,444 3916 81,732 99,368 

3587 74,865 90,998 3782 78,935 95,966 3917 81,752 99,389 

3591 74,948 91,124 3783 78,956 95,987 3926 81,940 99,577 

3598 75,095 91,270 3784 78,977 96,008 3930 82,024 99,723 

3601 75,157 91,353 3788 79,060 96,091 3946 82,358 100,098 

3621 75,575 91,875 3797 79,248 96,321 3952 82,483 100,286 

3625 75,658 91,959 3800 79,311 96,425 3966 82,775 100,620 

3629 75,742 92,063 3812 79,561 96,717 3972 82,900 100,787 

3634 75,846 92,188 3815 79,624 96,780 3978 83,026 100,912 

3639 75,950 92,334 3819 79,707 96,905 3979 83,047 100,933 

3640 75,971 92,355 3820 79,728 96,926 3983 83,130 101,058 

3641 75,992 92,376 3821 79,749 96,947 3985 83,172 101,100 

3656 76,305 92,772 3823 79,791 96,988 3993 83,339 101,309 

3660 76,389 92,856 3826 79,853 97,051 3999 83,464 101,434 

3661 76,409 92,877 3828 79,895 97,114 4000 83,485 101,497 

3688 76,973 93,545 3831 79,958 97,197 4005 83,589 101,601 

3697 77,161 93,795 3832 79,978 97,218 4007 83,631 101,643 

3700 77,223 93,858 3833 79,999 97,239 4010 83,694 101,747 

3705 77,328 93,983 3843 80,208 97,489 4011 83,714 101,768 

3710 77,432 94,150 3868 80,730 98,116 4023 83,965 102,060 

3720 77,641 94,359 3870 80,772 98,178 4027 84,048 102,144 

3730 77,850 94,651 3872 80,813 98,220 4038 84,278 102,457 

3731 77,870 94,672 3882 81,022 98,491 4068 84,904 103,187 



304 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY 

RANGE 

STEP 

A 

STEP 

I 

4073 85,008 103,354 4237 88,431 107,487 4516 94,254 114,562 

4076 85,071 103,417 4262 88,953 108,134 4522 94,380 114,708 

4083 85,217 103,563 4265 89,016 108,196 4524 94,421 114,771 

4091 85,384 103,813 4270 89,120 108,322 4536 94,672 115,084 

4098 85,530 103,959 4291 89,558 108,864 4543 94,818 115,251 

4105 85,676 104,147 4294 89,621 108,948 4557 95,110 115,606 

4111 85,802 104,314 4298 89,704 109,052 4563 95,235 115,773 

4112 85,822 104,335 4304 89,830 109,177 4564 95,256 115,793 

4115 85,885 104,398 4307 89,892 109,240 4567 95,319 115,856 

4120 85,989 104,502 4312 89,997 109,407 4571 95,402 115,981 

4125 86,094 104,648 4324 90,247 109,678 4572 95,423 116,002 

4130 86,198 104,794 4335 90,477 109,991 4580 95,590 116,169 

4140 86,407 105,024 4342 90,623 110,137 4582 95,632 116,253 

4154 86,699 105,379 4348 90,748 110,304 4585 95,694 116,315 

4156 86,741 105,441 4350 90,790 110,367 4606 96,133 116,858 

4159 86,803 105,504 4358 90,957 110,555 4608 96,174 116,900 

4164 86,908 105,650 4366 91,124 110,763 4634 96,717 117,547 

4168 86,991 105,734 4368 91,165 110,805 4650 97,051 117,964 

4179 87,221 106,005 4369 91,186 110,826 4651 97,072 117,985 

4185 87,346 106,172 4373 91,270 110,951 4672 97,510 118,528 

4187 87,388 106,214 4374 91,291 110,972 4678 97,635 118,695 

4189 87,429 106,255 4375 91,312 110,993 4691 97,907 119,028 

4190 87,450 106,318 4378 91,374 111,056 4692 97,928 119,049 

4199 87,638 106,506 4409 92,021 111,828 4695 97,990 119,133 

4200 87,659 106,568 4412 92,084 111,932 4696 98,011 119,154 

4209 87,847 106,777 4451 92,898 112,934 4708 98,262 119,446 

4210 87,868 106,819 4480 93,503 113,644 4722 98,554 119,780 

4218 88,035 107,007 4481 93,524 113,665 4731 98,742 120,030 

4221 88,097 107,090 4495 93,816 114,040 4744 99,013 120,364 

4232 88,327 107,361 4504 94,004 114,249 4759 99,326 120,719 



305 

Position Listing



SALARY STEP STEP 

SALARY STEP STEP SALARY STEP STEP 

RANGE A I 

RANGE A I RANGE A I 

4778 99,723 121,220 5257 109,720 133,367 6286 131,196 159,477 

4781 99,785 121,303 5300 110,617 134,452 6298 131,447 159,790 

4791 99,994 121,554 5384 112,371 136,602 6300 131,489 159,832 

4795 100,077 121,658 5399 112,684 136,978 6319 131,885 160,312 

4796 100,098 121,679 5433 113,393 137,854 6331 132,136 160,604 

4797 100,119 121,700 5437 113,477 137,938 6348 132,490 161,021 

4815 100,495 122,159 5460 113,957 138,522 6361 132,762 161,376 

4818 100,557 122,243 5469 114,145 138,731 6371 132,970 161,647 

4822 100,641 122,326 5510 115,000 139,795 6425 134,097 162,983 

4828 100,766 122,451 5514 115,084 139,900 6439 134,390 163,359 

4830 100,808 122,556 5516 115,126 139,941 6498 135,621 164,841 

4841 101,037 122,806 5544 115,710 140,651 6513 135,934 165,237 

4863 101,497 123,349 5565 116,148 141,173 6540 136,498 165,926 

4911 102,498 124,601 5622 117,338 142,613 6585 137,437 167,053 

4955 103,417 125,707 5624 117,380 142,676 6599 137,729 167,408 

4979 103,918 126,292 5690 118,757 144,366 6708 140,004 170,163 

4997 104,293 126,751 5761 120,239 146,140 6715 140,150 170,372 

5000 104,356 126,855 5787 120,782 146,808 6716 140,171 170,392 

5002 104,398 126,918 5807 121,199 147,309 6747 140,818 171,165 

5006 104,481 127,001 5886 122,848 149,313 6801 141,945 172,542 

5007 104,502 127,022 5904 123,224 149,772 6804 142,008 172,605 

5026 104,899 127,502 5915 123,453 150,064 6977 145,618 177,009 

5032 105,024 127,648 5918 123,516 150,147 7129 148,791 180,849 

5088 106,193 129,047 6047 126,208 153,382 7187 150,001 182,310 

5111 106,673 129,673 6060 126,479 153,737 7239 151,087 183,646 

5132 107,111 130,195 6061 126,500 153,758 7281 151,963 184,689 

5140 107,278 130,403 6131 127,961 155,553 7288 152,109 184,898 

5142 107,320 130,445 6177 128,921 156,722 7300 152,360 185,190 

5181 108,134 131,447 6218 129,777 157,745 7500 156,534 190,262 

5247 109,511 133,096 6229 130,007 158,016 7554 157,661 191,639 



306 

Position Listing



SALARY 

RANGE 

STEP 

A 

STEP 

I 

SALARY STEP STEP SALARY STEP STEP 

RANGE A I RANGE A I 

7578 

7604 

7627 

7775 

7776 

7887 

7905 

7985 

8042 

8090 

8137 

8428 

8500 

8554 

8572 

8665 

8692 

8796 

9197 

9670 

9857 

9997 

9999 

10000 

10609 

11260 

12260 

158,162 

158,705 

159,185 

162,274 

162,294 

164,611 

164,987 

166,657 

167,846 

168,848 

169,829 

175,902 

177,405 

178,532 

178,908 

180,849 

181,412 

183,583 

191,952 

201,825 

205,727 

208,649 

208,691 

208,712 

221,423 

235,010 

255,881 

192,265 

192,892 

193,455 

197,254 

197,275 

200,092 

200,551 

202,555 

203,995 

205,247 

206,437 

213,805 

215,641 

217,019 

217,478 

219,836 

220,504 

223,155 

233,319 

245,341 

250,079 

253,627 

253,669 

253,689 

269,134 

285,664 

311,043 



307 

Position Listing

Sonoma County Library JPA 2013-2014 

Effective June 16, 2013 - June 14, 2014 

ANNUAL SALARIES 

RANGE STEP 1 STEP 10 

Director 72.51 NA 150,821 

Administrative Services Division Manager 40.29 83,803 104,395 

Materials Management Division Manager 40.29 83,803 104,395 

Public Services Division Manager 40.29 83,803 104,395 

Librarian IV 39.50 82,160 102,378 

Facilities Manager 38.37 79,810 99,445 

Human Resources Manager 38.37 79,810 99,445 

Info Technology Manager 38.37 79,810 99,445 

Central Library Manager 35.21 73,237 91,250 

Branch Manager 33.53 69,742 86,902 

Librarian III - IT Co-Lead 31.97 66,498 82,846 

Librarian III 31.19 64,875 80,850 

Sr Info Technology Specialist 31.19 64,875 80,850 

Tech Supp Spec II - IT Team Co-Lead 29.41 61,173 76,190 

Building Mechanic II - Lead 28.78 59,862 74,589 

Technical Support Specialist II 28.01 58,261 72,571 

Librarian II - Bilingual 27.97 58,178 71,989 

Librarian II - Lead 27.64 57,491 71,614 

Building Mechanic II 27.41 57,013 71,032 

Librarian II 26.97 56,098 69,909 

Librarian I - Bilingual 26.71 55,557 68,723 

Business Analyst - Lead 26.35 54,808 68,286 

Librarian I 25.71 53,477 66,643 

Technical Support Specialist I 23.86 49,629 61,838 

Graphic Artist 23.80 49,504 61,672 

Accounting Assistant 23.43 48,734 60,715 

Administrative Aide 23.43 48,734 60,715 

Building Mechanic I 22.92 47,674 59,405 

Supervising Library Technician 22.92 47,674 59,405 

Account Clerk III 21.82 45,386 56,534 

Library Associate 20.70 43,056 53,664 

Library Technician III - Bilingual 18.59 38,667 47,653 

Account Clerk II 18.22 37,898 47,195 

Delivery Person 18.22 37,898 47,195 

Library Services Specialist 18.22 37,898 47,195 

Library Technician III 17.59 36,587 45,573 

Library Technician II - Bilingual 15.77 32,802 40,373 

Library Technician II 14.77 30,722 38,293 

Student Worker 10.74 22,339 NA 



308 

Position Listing




INDEX 

Page 

No. 

Page 

No. 

Advertising 

Agricultural Commissioner-Sealer 

Airport Enterprise 

(see Transportation & Public Works) 

Assessor (see Clerk/Recorder/Assessor) 

Auditor-Controller 





Contingencies 

(see Non-Departmental) 

County Administrator (see Board of 

Supervisors/County Administrator) 

County Administrator’s Transmittal Letter 

County Clerk/Recorder/Assessor 

County Operating Budget 

County Funding Sources - Total Budget 

County Recommended Approp.-Total Budget 

General Fund Financing Sources 

General Fund Appropriations 


Court Support Services & Grand Jury 

Cross Reference of County Services to 

State Function Categories 

Debt Services - Special Assessments 

(see Auditor-Controller-Treasurer-Tax Collector) 

Demographics-Sonoma County 

Detention (see Sheriff’s Department) 


Economic Development Department 

Elective & Appointive Officers 

Emergency Services (See Fire & Emerg. Services) 

Employee Benefits - Non Payroll 

(see Non Departmental) 


Fairgrounds 

Financial Policies for Budget Development 

Fire Services (see Fire & Emergency Services) 

Flood Control Districts (see Water Agency) 


Grand Jury (see Court Support Services) 

Guide to Reading the Budget 

187 

171 

139 

73 

69 

43 

193 

119 

129 

65 

43 

1 

73 

37 

38 

40 

39 

47 

81 

247 

69 

26 

97 

89 

153 

23 

135 

65 

1 

183 

14 

135 

145 

55 

81 

i 


Heavy Equipment 






Institutions (see Probation) 

Law Enforcement (see Sheriff) 

Lighting Districts - Other Small Districts 


Marinas (see Regional Parks) 

Mental Health (see Health Services) 


Northern Sonoma County Air Pollution 

Control District 


Organization Chart 

Other General Government 

(see Non-Departmental) 


Position Allocation (see Position Listing) 

Probation 


Public Health (See Health Services) 

Recorder 

(see Clerk/Recorder/Assessor) 

Redevelopment Agency (Successor Agency) 

(see Community Development Commission) 



(see Clerk/Recorder/Assessor) 

Roads 

(see Transportation & Public Works ) 

Salary Schedule (see Position Listing) 

Sanitation Districts & Zones 

(see Water Agency) 

Self-Insurance Fund - Risk Management 

(see Human Resources) 

Sheriff 

103 

139 

51 

109 

115 

59 

83 

97 

139 

157 

103 

65 

139 

24 

65 

125 

249 

83 

93 

103 

73 

129 

157 

73 

139 

299 

145 

51 

97 


FY 2013-2014 Recommended Budget 309 Index




INDEX 

Page 

No. 

Page 

No. 

Solid Waste (Refuse) 139 


Sonoma County Agricultural Preservation 165 

& Open Space District 

State Financial Schedules 

Budget Summary All Funds 211 

Budget Summary Govt Funds 212 

Fund Balance Govt Funds 213 

Reserves/Designations Govt Funds 214 

Summary of Financing Sources Govt Funds 218 

Detail of Financing Sources Govt Funds 220 

Summary Financing Uses by Function & Fund 232 

Detail Financing Uses 234 

Summary Non Enterprise Spec Dist/Agencies 242 

Fund Balance Non Enterprise Spec Dist/Agncy 243 

Detail Fund Balance Spec Dist/Agencies 244 

State Function Categories 247 

(Cross Reference to County Services) 

Successor Agency (Formerly Redevelopment Agenc 129 

(see Community Development Commission) 

Supervisorial Districts 25 

Transit Enterprise 139 

(see Transportation Public Works) 

Transportation and Public Works 139 

Treasurer-Tax Collector 69 

U.C. Cooperative Extension 175 

Unemployment Insurance - Self Insurance 69 

(see Auditor-Controller/Treasurer-Tax 

Collector) 

Water Agency 145 

Water Service Areas 139 

(see Transportation Public Works) 

Water Supply (see Water Agency) 145 

Water Transmission Systems 145 

(see Water Agency) 


FY 2013-2014 Recommended Budget 310 Index

2013-2014 Recommended Budget - County of Sonoma

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