RECOMMENDED BUDGET 2012-2013 - Sonoma County

County of Sonoma, California
RECOMMENDED BUDGET 2012-2013

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CALIFORNIA
REPUBLIC
SONOMA
COUNTY
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 2012-2013
and
Statistical Report
2011-2012
2010-2011
2009-2010
Sonoma County Board of Supervisors
Supervisor Valerie Brown
Supervisor David Rabbitt
Supervisor Shirlee Zane, Chair
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:
Taylor Mountain
Sonoma County, California
Photo Courtesy of Sonoma County Regional Parks

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

GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
Sononta County
California
For the Fiscal Year
July 1, 2011
Beginning
President
Executive Director

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COUNTY OF SONOMA
RECOMMENDED BUDGET
2012 - 2013
TABLE OF CONTENTS
Budget Overview
Page
No.
Development Services
Page
No.
County Administrator’s Transmittal Letter iii Permit & Resource Management 127
A Guide to Reading the Budget 1 Community Development Commission 133
Financial Policies for Budget Development 3 Fire and Emergency Services 143
Directory of Elective & Appointive Offices 9 Transportation and Public Works 149
County Organization Chart 10 Water Agency 157
Supervisorial Districts 11 Economic Development Department 165
County Overview and Demographics 12 Regional Parks 169
Financial Summaries
Other County Services
Introduction & Changes to Fund Balances 21 Sonoma County Agricultural Preservation 179
County Budget Financing Sources and 22 & Open Space District
Uses Summary Agricultural Commissioner-Sealer 185
County Operating Budget U.C. Cooperative Extension 191
Recommended Budget By Function-All Funds 23 Library 195
County Funding Sources - Total Budget 24 Fairgrounds 201
General Fund Financing Sources 25 Advertising 205
General Fund Appropriations 26
Capital Projects
Administrative Support & Fiscal Services
Capital Projects 211
Board of Supervisors/County Administrator 29
County Counsel 33 State Financial Schedules
Human Resources 37
General Services 41 Introduction 227
Information Systems 45 Budget Summary-All Funds (1) 229
Non-Departmental 51 Budget Summary-Governmental Funds (2) 230
Auditor-Controller-Treasurer-Tax Collector 55 Fund Balances-Governmental Funds (3) 231
County Clerk-Recorder-Assessor 61 Reserves/Designations-Governmental Funds (4) 232
Summary of Additional Financing Sources- 236
Justice Services Governmental Funds (5)
Detail of Additional Financing Sources- 238
Court Support Services & Grand Jury 69 Governmental Funds (6)
Probation 73 Summary of Financing Uses-Governmental Funds (7) 250
District Attorney 79 Detail of Financing Uses-Governmental Funds (8) 252
Public Defender 85 Budget Summary-Non Enterprise 260
Sheriff 89 Special Districts/Agencies (12)
Fund Balances/Reserves/Designations & 261
Health & Human Services Non-Enterprise Spec. Dist./Agencies (13)
Detail of Fund Balances- Spec. Dist./Agencies (14) 262
Health Services 99
Human Services 105 Cross Reference of County Services to 265
IHSS Public Authority 115 State Function Categories
Child Support Services 119 Position Listing
Community Hospital Enterprise Closeout 123 Position Allocation 267
Salary Schedule 303
Index 313
i

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

I. BUDGET FINANCIAL OVERVIEW
The Sonoma County economy, like that of the rest of the country, has seen an unprecedented recession
driven to a large extent, by the fall in the real estate and stock markets, severe credit tightening, lack of
consumer confidence, and high unemployment. Recent reports on a recovering housing market and lower
unemployment numbers indicate the local economy is recovering. The State Budget and worldwide
economy continue to be areas of concern. While this budget is balanced the County’s resources are
projected to grow slowly and fixed costs will increase, particularly in the General Fund. This budget
makes the last service adjustments to address a structural deficit, estimated earlier this year at about $10
million in the County General Fund, and begins to focus on areas of investment that support the Board’s
strategic goals. In the years ahead, we must continue to reduce costs and maximize revenues in order to
continue this level of service sustainably for the future.
The following table summarizes total expenditures in the Recommended Budget. We have included
current year estimated expenditures as a point of reference. County General Fund expenditures decrease
$3 million while Special Revenue Funds and Enterprise Funds account for the $56 million increase over
all from FY 11-12. The $31million increase in the Special Revenue Funds is largely due to the first full
year of the 2011 realignment from the state of responsibilities for certain criminal justice offenders and
Human Services programs and the Charles M. Schulz-Sonoma County Airport improvements generate the
$26 million increase in the Enterprise funds.
Budget Expenditure Summary
FY 11-12 FY 11-12 FY 12-13 Change Adopted Percent
Fund Adopted Estimated Recommended to Recommended Change
County General Funds $387,137,394 $369,934,122 $383,939,176 ($3,198,218) -0.8%
(most departments and includes replacement funds)
Special Revenue Funds 428,077,829 381,462,715 459,086,222 31,008,393 7.2%
(Health & Human Services, Roads, etc.)
Debt Service Funds 3,521,400 3,546,401 11,727,974 8,206,574 233.0%
Subtotal County Operating 818,736,623 754,943,238 854,753,372 36,016,749 4.4%
County Capital Projects 33,951,283 12,216,523 31,939,841 (2,011,442) -5.9%
Subtotal County Funds 852,687,906 767,159,761 886,693,213 34,005,307 4.0%
Less Internal Transfers (84,068,082) (71,570,388) (86,331,371) (2,263,289) 2.7%
Total County Funds 768,619,824 695,589,373 800,361,842 31,742,018 4.1%
Enterprise Funds 107,158,338 97,581,282 133,916,336 26,757,998 25.0%
(Refuse, Airport, etc.)
Internal Service Funds 58,824,646 48,003,323 65,728,276 6,903,630 11.7%
(Risk – Self Insurance)
Special Districts 285,004,423 215,261,842 275,987,286 (9,017,137) -3.2%
(Water Agency, Open Space, etc.)
Total Requirements $1,219,607,231 $1,056,435,820 $1,275,993,740 56,386,509 4.6%
County of Sonoma
FY 2012-2013 Recommended Budget
iv
County Overview

Total Financing Summary
The following table shows the changes in revenues and other financing sources from the Adopted FY 11-
12 Budget to the Recommended FY 12-13 Budget by type.
FY 11-12 FY 11-12 FY 12-13 Change Adopted Percent
Type Adopted Estimated Recommended to Recommended Change
Taxes $287,710,140 $285,474,860 $287,478,030 ($232,110) -0.1%
Licenses/Permits/Franchises 16,804,451 16,696,461 18,970,016 2,165,565 12.9%
Fines/Forfeitures/Penalties 14,780,835 16,374,197 12,768,902 (2,011,933) -13.6%
Rents and Interest 23,021,086 26,713,937 24,505,522 1,484,436 6.5%
Intergovernmental Revenues 457,092,990 387,592,924 471,307,202 14,214,212 3.1%
Charges for Services 127,604,679 132,153,804 132,579,871 4,975,192 3.9%
Miscellaneous Revenues 80,595,221 75,973,478 104,685,543 24,090,322 29.9%
Operating Transfers 56,893,541 63,040,174 73,740,505 16,846,964 29.6%
Use of Fund Balances 155,104,288 52,415,985 149,958,149 (5,146,139) -3.3%
Total Financing 1,219,607,231 1,056,435,820 1,275,993,740 56,386,509 4.6%
Notable changes in revenues and financing sources include:
Federal Aviation Administration grant funds ($24 million) for the Airport account for the largest single
increased funding source. The increases in Intergovernmental Revenues are due to state realignment in
public safety and Human Services. Fines/Forfeitures/Penalties are down largely to supplemental property
tax administration reductions and the increase in Licenses/Permits/Franchises revenues is due to the
Refuse Franchise Fees which are going to support road maintenance.
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.
County of Sonoma
FY 2012-2013 Recommended Budget
v
County Overview

Total Budget - Funding Sources
$1.28 Billion
Other
Financing
Sources
Miscellaneous
Revenues
Charges for
Services
Use of Fund
Balance/Net
Assets
Taxes
Intergovernmntal
Revenues
Fiscal Year 12-13
Licenses/
Permits/
Franchises
Fines/
Forfeitures/
Penalties
Use of Money/
Property
Total County Budget
The largest source of County
finances is intergovernmental
revenues at
$471million, increasing $14
million from FY 11-12.
These funds are primarily
from the state and federal
government.
The second largest source,
taxes, at $287 million, is
mostly property tax related
and also includes sales taxes
and transient occupancy
taxes as well.
More information on each of
these charts appears in the
financial summaries section
of the budget.
Total Budget - All Funds
$1.28 Billion
Justice Services
Administrative
& Fiscal
Servcies
Development
Services
Other County
Services
Fiscal Year 12-13
Capital
Projects
Health &
Human
Services
The chart on the left displays
the total budget by type of
service the County provides.
These services are grouped
into categories referred to in
our budget as functional
groups. Information on each
department’s budget is
presented within sections of
this document per functional
group.
The Development Services
functional group is the largest
portion of the total budget at
$467 million (37%). The
largest budgets within this
group are the Sonoma County
Water Agency and the
Department of Transportation
and Public Works at over $200
million each.
County of Sonoma
FY 2012-2013 Recommended Budget
vi
County Overview

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.
General Fund - Funding Sources
$384 Million
Other
Charges for
Services
Fiscal Year 12-13
Taxes ($196 million, 51% of total fund
revenues) provide the majority of this
discretionary funding. Most state and
federal dollars, charges for services,
and fee revenues can only be spent for
specified purposes. In addition, over
$50 million of discretionary funds must
also be committed to certain
expenditures either as a match in order
to receive other funds from the state or
as a matter of law.
State/
Federal
Use of Prior
Year Fund
Balance
Taxes
The funding uses chart shows the
recommended expenditures in the
County General Fund by functional
group of services.
Criminal Justice Services ($192
million, 50% of the total) accounts for
the biggest portion of expenditures and
includes budgets for the Sheriff ($119
million), Probation ($35 million),
District Attorney, and Public Defender
as well as required County
contributions to the State Court System.
General Fund - Funding Uses
$384 Million
Other
Capital
Projects
Fiscal Year 12-13
Health &
Human
Services
Development
Services
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).
Justice Services
Administration
& Fiscal
Services
County of Sonoma
FY 2012-2013 Recommended Budget
vii
County Overview

Budget Policies:
The Budget is balanced using existing financial policies of the Board. These policies are provided in more
description in the County Overview. Importantly, the budget was developed without the use of one-time
funds to support on-going costs and maintains discretionary reserves and one-time funds at target levels.
The budget also relies on departments pursuing full cost recovery and new revenue opportunities to the
extent possible. Below is a table which outlines the County’s current reserves. More information on these
can be seen in Schedules 3 and 4 of the State Financial Schedules Section of this document.
Discretionary Funds
Target (15% General Fund Revenues) $51,366,972
Total Discretionary (Unassigned General Fund) 33,737,951
Current % 9.9%
Estimated Tax Loss Reserve Fund (Teeter) Balance $22,000,000
(Less 2% of levy reserve requirement) -$14,000,000
Estimated Available $8,000,000
Tobacco Securitization (primarily for capital projects) $9,300,000
Contingencies (in budget to start, 4/5 th vote to use during year) $2,500,000
Staff Position Information
The table below illustrates the change since FY 09-10 in full-time equivalent (FTE) positions by
department. Total positions increase 57.1 FTE from the FY 11-12 Adopted Budget to a total of 3709.7
FTE primarily as a result of increases in positions primarily in Health and Human Services and Criminal
Justice. Total allocated positions had dropped by 627 FTE or 14.7% below FY 07-08 levels. During FY
11-12, Health and Human Services added positions driven by caseload increases and Criminal Justice
departments added staff to address the increased responsibilities from the Public Safety Realignment from
the state. The Recommended Budget reduces allocations by 24 FTE from the currently approved positions
as the budget was compiled in order to remain within available resources.
Department
FY 09-10
Adopted
FY 10-11
Adopted
FY 11-12
Adopted
FY 11-12
Currently
Allocated
FY 12-13
Recommend
Change
from
FY 11-12
Adopted
Change
from
FY 11-12
Currently
Allocated
BOS/CAO 32.3 32.1 27.6 29.55 30.55 3.0 1.0
County Counsel 37.3 37.3 36.1 36.05 36.05 0.0 0.0
Human Resources 61.3 55.5 46.5 46.50 48.50 2.0 2.0
Information Systems 132.0 119.5 105.5 106.50 106.50 1.0 0.0
General Services 123.6 117.0 112.2 111.10 111.60 -0.6 0.5
Clerk-Recorder-Assessor 112.3 105.3 104.7 104.73 106.73 2.0 2.0
ACTTC 106.8 100.8 91.0 91.00 94.00 3.0 3.0
Permit & Resource Mgmt 140.0 120.5 101.0 102.00 102.00 1.0 0.0
Economic Develop Board 3.5 3.5 4.5 7.00 7.00 2.5 0.0
Regional Parks 93.1 92.6 81.6 82.70 77.50 -4.1 -5.2
Transport & Public Works 208.5 185.8 184.6 184.77 185.77 1.2 1.0
Sheriff/Adult Detention 694.7 646.6 607.0 613.50 610.50 3.5 -3.0
District Attorney 125.6 120.6 111.8 111.75 108.75 -3.0 -3.0
County of Sonoma
FY 2012-2013 Recommended Budget
viii
County Overview

Department
FY 09-10
Adopted
FY 10-11
Adopted
FY 11-12
Adopted
FY 11-12
Currently
Allocated
FY 12-13
Recommend
Change
from
FY 11-12
Adopted
Change
from
FY 11-12
Currently
Allocated
Probation 305.9 288.4 264.6 275.10 258.10 -6.5 -17.0
Public Defender 54.0 51.0 47.0 47.00 49.00 2.0 2.0
Human Services 631.6 661.6 656.3 682.10 686.10 29.8 4.0
Health Services 506.6 424.9 468.4 506.50 507.49 39.1 1.0
Child Support Services 128.5 114.5 107.5 102.50 101.50 -6.0 -1.0
Agricultural Commissioner 64.8 63.3 33.5 33.35 30.23 -3.3 -3.1
UC Cooperative Extension 8.3 6.0 4.7 4.65 4.65 0.0 0.0
Fire & Emergency Services 20.5 18.0 19.6 20.60 21.85 2.3 1.3
Ag Pres/Open Space District 24.0 26.4 26.5 24.92 24.75 -1.8 -0.2
Water Agency 211.0 197.0 195.5 193.50 194.50 -1.0 1.0
Community Development 41.0 41.0 43.0 44.00 34.00 -9.0 -10.0
Fairgrounds 36.8 37.8 33.8 33.75 33.75 0.0 0.0
Library 138.3 138.3 138.3 138.33 138.33 0.0 0.0
TOTALS (FTE) 4042.3 3805.3 3652.6 3733.45 3709.70 57.1 -23.8
Departments and Agencies have proactively been managing the filling of vacancies, to minimize layoffs.
The hiring freeze authorized by the Board has supported this effort. As a result, a significant number of
employees whose positions were eliminated have been able to find other jobs within the County
organization. As of this writing, an estimated 16 employees may be laid off as a result of the
Recommended Budget. Staff is working to minimize this number as much as possible and will have an
updated estimate for the budget hearings.
II. SERVICE IMPACTS IN THE FY 12-13 RECOMMENDED BUDGET
The FY 12-13 Recommended Budget maintains core services but due to costs rising faster than available
resources some reductions are necessary to achieve a balanced budget. Provision of some services may be
delayed or reduced and in some cases services are reconfigured or provided in a different way. Each
departments’ narrative qualitatively and, where possible, quantitatively describes the services maintained
and those reduced. Some of these reductions included in the Recommended Budget will be addressed in
the Supplemental Budgetary Adjustments. Following is a summary of reductions and service impacts by
functional group.
Administrative and Fiscal Services
The Administrative and Fiscal Services departments are absorbing reductions as much as possible while
striving to maintain FY 11-12 service levels. Each department continues to seek innovation, technology,
and new service delivery models to maintain quality services; nevertheless, there will be reductions in
project coordination, customer service, staff training, legal support, and financial services.
In FY 12-13, the diminished capacity will be evident as legal resources for General Fund departments is
lowered by over 10% resulting in reduced ability to direct, coordinate and oversee legal services for
department and agency activities. Additionally, Strategic Plan guided Board initiatives will have fewer
resources, and Board led community engagement and legislative advocacy will be hampered as a result of
capacity reduction in the Administrative and Fiscal Services.
County of Sonoma
FY 2012-2013 Recommended Budget
ix
County Overview

Customer service to departments will be impacted as staff reductions limit person to person interface. 24-
hour standby support for information systems services will be reduced. Building maintenance and
facilities operations will require prioritization of requests to address fire/life safety and maintaining core
building systems. Reductions will mean a continued backlog of work in defense efforts for assessment
appeals, reassessment events, new permits, title transfers, mandatory audits, and the delay of the annual
closure of the assessment roll.
Justice Services
Public safety remains a very high priority for the County. Justice departments made reductions to submit
budgets within available resources. As a result, response to community requests for graffiti removal will
be reduced. Presentations on domestic violence, child and bicycle safety, drugs and alcohol, gang
education and vehicle abatement will be reduced. Reduction of staff within the Sheriff’s Office will
increase workloads, reduce coverage, and limit the ability for jail staff to liaison with Community Based
Organizations. These impacts are being mitigated through innovative schedule changes and the use of
extra help staff to fill vacancies caused by disability, sick, vacation, and training leaves.
The Supervised Own Recognizance adult detention alternative program is eliminated in this budget which
may result in an increase in the overall jail population. The County’s gender responsive commitment
program for girls, known as the Sierra Youth Center, is only funded through September 2012.
Reductions in prosecuting attorneys and investigators will increase time in the criminal justice process
and investigative support will diminish as reductions require specialized law enforcement units be
combined to maintain core investigative services.
Health and Human Services
Health and Human Services departments were generally able to absorb reductions and maintain service
levels. Some services may be delayed and workloads of current staff will continue to increase. The
volunteer coordinator position in the Animal Care and Control Division is eliminated and the department
will rely on a committed cadre of volunteers to coordinate activities and recruit other volunteers.
Development and Other Services
Reduced funding to Development and Other Services will have service impacts as well. Programs
designed to provide low income families with rental assistance and encourage local builders to develop
low income housing have been reduced or eliminated in some cases. The dissolution of the Sonoma
County Community Redevelopment Agency means a loss of $5.7 million in property tax increment
derived from three project areas annually for public infrastructure, rehabilitation of commercial business
and residential structures, financing for community parks and recreational facilities, tourism and
marketing assistance, community clean-up activities, new business development services funding, and
financing for the creation and preservation of affordable housing.
Local parks will no longer have optimum maintenance and landscaping services. Some maintenance will
be deferred, parks planning and acquisition activities will be limited.
Local agriculture will be impacted by reduced pesticide use enforcement leading to fewer regulatory
inspections as well as decreased opportunities for general surveillance and education. Farmers Market
Regulation will be reduced and Weights and Measures and University of California Cooperative
Extension staff will have decreased capacity.
County of Sonoma
FY 2012-2013 Recommended Budget
x
County Overview

III. STRATEGIC PLAN INITIATIVES AND INVESTMENTS
This year’s budget document continues the efforts begun last year to reflect the investments in the coming
year in the Board’s Strategic Plan and Priorities. The four Strategic Plan Goal Areas and the outcomes we
are trying to achieve in each of these areas are shown briefly below.
Goal - Safe, Healthy, and Caring Community
• Community members are safe in their homes and communities; are sheltered and 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.
Goal - Economic and Environmental Stewardship
• Protect, maintain and manage parks, public lands and open space systems that promote recreation,
health, agricultural viability and protect watersheds, promote biodiversity and contribute to 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.
Goal - 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;
• Local resources are sustainably managed;
• 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.
Goal - Civic Services and Engagement
• Increased access and greater citizen participation in County government;
• A community that understands and supports the services provided by the County;
• Increased or enhanced community based partnerships;
• A professionally managed County organization that is accessible, transparent, fiscally responsible
and accountable to the public.
All County departments undertake efforts in support to the Strategic Plan, and while some of these efforts
are quantifiable, others are more qualitative and/or difficult to determine the specific financial investment.
Further, some of the efforts arguably support multiple goal areas. Departments were asked to identify
expenditures included in this budget in support of the Board’s 2012 Priorities and other Priority Projects.
These are summarized below and described in more detail in the following text:
County of Sonoma
FY 2012-2013 Recommended Budget
xi
County Overview

Goals
Safe, Health &
Caring Community
Economic &
Environmental
Stewardship
Invest in the Future
Civic Services &
Engagement
Board’s 2012
Priorities
Other Priority Projects
Healthiest County by 2020
($1.8 Million)
Economic Development and
Jobs Creation
($74 Million)
Agricultural and Environmental Stewardship
($7.8 Million)
Energy & Water Sustainability
($4.2 Million)
Public Safety
Realignment
($3Million)
Upstream Investment
Implementation
($27 Million)
Health Action Initiatives
($1 Million)
Community Choice
Aggregation
($15 Million)
Water Supply Strategy
Implementation
($22Million)
Solid Waste Planning
($4Million)
Roads Infrastructure
Investment
($20 Million
State Involvement Plan
Mentoring and Youth
Initiative
($2.3 Million)
Strengthen Organizational Stability
(Balanced Budget, Pension Reform, Shared Services)
($1.2 Million)
Financial Information
System Replacement
($1.7 Million)
Charles Schulz Airport
Expansion
($27 Million)
Comprehensive Facilities
Plan
($50,000)
Leadership and Succession
Planning
($75,000)
Community Outreach
New Revenue Strategies
($38 Million)
The department narratives within the Recommended Budget detail the various projects, programs and
initiative expenditures that support these goals. To illustrate some of the largest investments in terms of
total expenditures, the department narratives show:
1) $74 million towards Economic Development and Job Creation in:
• Health Service’s - $51 million in funding directed to community based providers of
services.
• Community Development Commission - $14 million in redevelopment of the Roseland
Shopping Center ($4 million) and the Sonoma Valley Springs Redevelopment Area ($10
million).
• Fair and Expo - $5 million investment in the annual county fair for economic benefits
beyond the educational, cultural and agricultural tradition.
• Economic Development Board - $2.4 million in initiatives and programs.
• Agricultural Commissioner’s Weights and Measures - $709,000 to continue presence in
the marketplace to ensure fair business competition.
• Advertising Program - $580,000 to support promotions and local non-profits.
2) $38 million toward Community Outreach and New Revenue Strategies:
• Sheriff’s Office - $28 million in patrol staff and crime prevention.
• Child Support Services - $9.6 million funds staff directly involved in establishing
paternity.
• Legislative Advocacy and Voter Outreach Programs - $241,000.
• Human Resources - $137,000 supporting the Commissions on the Status of Women and
Human Rights as well as the County’s volunteer coordination program.
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3) $27 million supporting Upstream Investment Implementation:
• Community Development Commission – $26 million in financial assistance for
development and preservation of affordable housing.
• Human Services - $1 million supporting the Upstream Investment Policy initiative by
launching an interactive cost-benefit tool to identify expected local savings from
Upstream Portfolio programs; prioritizing evaluation technical assistance for the Cradle
to Career initiative, and expanding upstream principles in County activities.
4) $27 million to expand the Charles Schulz Airport and attract additional airlines and passenger
service.
5) $22 million for Water Supply Strategy Implementation to ensure an adequate water supply for
future generations and includes stewardship of the County’s watershed through compliance with
the “Biological Opinion.”
While this discussion demonstrates that the Recommended FY 12-13 budget invests a considerable
amount, $257.6 million or more than 20% of the Recommended Budget, in Strategic Plan Goal Areas,
aligning the entire budget is a longer process and, more importantly, most of the Goal Areas and Priorities
are not funded at the level required for full implementation and/or project completion. Funding for the
Strategic Plan initiatives is constrained as departments endeavor to maintain core services and limit the
service reductions required to balance the FY 12-13 budget. To fully implement these priorities to
completion and to realize the desired outcomes in the four Goal Areas, additional funding and resources
will be required this fiscal year and into the future.
Our County Department Heads understand and agree these strategic initiatives take precedence over the
short term demands of any one department or program. Working together, we have identified and
launched the implementation efforts of the Board’s and community’s strategic long term goals and these
efforts are changing us for the better. We have begun to focus our resources on those strategic areas
which best serve the community. This budget continues us on that needed course. We have community
wide critical projects which require investment: our roads, the badly frayed social safety net, our
environment and natural resources, and our economy. Our organization is transforming. As a team, we
will continue to move the organization forward keeping our focus and resources attuned to those highest
critical projects, programs and initiatives which best serve our community. Strategic Initiatives will yield
tangible results toward our desired outcomes through innovative and smart investments.
IV. STATE BUDGET POTENTIAL IMPACTS
Perhaps most looming of our fiscal challenges is what the state will do in order to address their fiscal
imbalance. Based upon their already existing deficit, and the likelihood that efforts to balance the federal
budget will increase demands at the state level, we can anticipate continued impacts from the state.
In January 2012, the Governor identified a projected $9.2 billion State Budget deficit, and as a result,
proposed solutions, some of which have a significant impact on the County. Locally the impact to County
is estimated at $2.7 million including reductions to the CalWORKs allocation, payments for child support
cases on public assistance, the D.A.’s Vertical Prosecution Program and the cost to reimburse the State
for housing juvenile offenders from our county. Most of the proposed cuts are in direct benefits to the
recipients of Health and Human Services, including In Home Supportive Services, subsidized child care,
and CalWORKs grants. The Governor indicated further spending reductions, mostly to education, if the
proposed tax increase does not pass in the November 2012 election.
On May 14 Governor Brown released the May Revision to his proposed FY 2012-13 State Budget. The
May Revise estimates a two-year budget gap of $15.7 billion, an increase of $6.5 billion more than
originally projected in January. The increased gap is primarily a result of lower than anticipated tax
collections by the State. The May Revise proposes $16.7 billion in budget solutions to close the gap and
provide for a $1 billion reserve. The solutions include $8.3 billion in spending reductions, $5.9 billion in
additional revenues, nearly all of which is attributed to the Governor’s proposal for a temporary tax
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increase which will not be considered by voters until November 2012. The May Revise specifies $6.1
Billion in spending cuts that will automatically take effect in January 2013 if voters do not approve the
proposed tax measure in November. These spending cuts primarily impact schools, colleges, and
universities. In addition to the assumed passage of new taxes, the May Revise includes $2.5 billion in
fund shifts, loan payments deferrals and internal borrowing from State Special Funds.
The May Revise includes proposals that could significantly impact vital safety net services, such as
CalWORKs, Child Care and Development, and In-Home Supportive Services. Most significantly, the
May Revise includes a larger reduction to IHSS than the January Budget – it proposes a 7 percent across
the board cut in authorized IHSS worker hours, effective August 2012, and the elimination of domestic
and related services for most IHSS participants living with others. The Recommended Budget does not
reflect the implementation of these proposals. Instead, adjustments will be brought to the Board when the
state has taken action.
Another area of significance to the County is a proposal to increase the State’s authority over the
dissolution of Redevelopment Agencies. The May Revise proposes to minimize the role and authority of
locally formed Oversight Committees and to shift power to the State Department of Finance with the goal
of expediting the liquidation of former Redevelopment Agency. The proposal assumes that as a result,
increased property taxes will be available to schools, thereby reducing the State’s Prop 98 obligations. It
is not yet clear what impact this would have on property tax revenues in the Recommended Budget.
Finally, the May Revise incorporates in the Public Safety Realignment allocation developed by a
Committee of County Administrators, in which Sonoma County actively participated. Budget bill trailer
language will detail allocations by county for AB 109 realignment activities and for separate allocations
for District Attorney’s and Public Defenders. The allocation formula will remain in place for 2012-13 and
2013-14. The Recommended Budget does not reflect the updated allocation and related expenditures
since there are several steps to complete to finalize local plans. Some of budgetary information will be
included in the supplemental adjustment package for the beginning of the budget hearings and additional
changes will be included in the consolidated budget adjustments during the coming year.
V. BUDGET PROCESS – NEXT STEPS
Moving forward into the Budget Hearings, the Board will have opportunities to discuss and direct how to
best enhance efforts to renew, invest in and re-invent our service models. The Board’s direction will
ensure the County keeps our promises to the residents of Sonoma County and all of our communities are
thriving, sustainable, and beautiful places for all.
This budget is being provided on June 11, 2012 in order for the public to review the document in advance
of the Budget Hearings. The hearings are scheduled to begin on June 25, 2012 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 determines at the conclusion of the hearings.
At the beginning of the public hearings, the Board will be presented with a supplemental package
containing additional information and recommendations as necessary to bring the budget picture as up to
date as possible for the hearings. At the conclusion of the public hearings, the Board will be asked to
adopt the budget as modified per the Board’s direction and the budget will serve as the operating plan for
Fiscal Year 12-13.
After the State of California adopts its budget and/or as needs arise after the close of the County’s Fiscal
2011-2012 books, staff will return with a collection of budget adjustments for the Board’s consideration.
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VI. ACKNOWLEDGEMENTS AND THANK YOU’S
I have the privilege to work with many exceptionally talented department and agency heads in reaching
consensus recommendations as we put this budget together. In addition, their staff spend months
compiling data and reviewing programs to submit and balance this budget in order to best reflect the
Board’s priorities and carry out our County’s Strategic Plan.
In particular, David Sundstrom, the Auditor Controller, and his staff, many of whom took on new roles
this year, provided great support in developing the budget document. Information Systems offered
technical assistance and systems support as we adjusted our internal practices and information interfaces
with the new Human Resources Management System and, as always, Reprographics shined in producing
the budget document itself with their customary high professionalism.
Most importantly, I wish to recognize the dedicated professionals working in my office who put this
document together. Those individuals include: Mike Gossman, Kathy Hamm, Jim Leddy, Joanna Lutman,
Lori Norton, Christina Rivera, Jennifer Rogers, Terri Saunders, Chris Thomas, and Christine Williams.
They all spend countless hours to make this document the best it can be. I offer my heartfelt thanks to
each and every one.
Finally, it is the employees of the Sonoma County organization, committed to superior public services,
who bring the budget to life by doing the work of the County day in and day out, and achieving positive
results for our community. Without them, the Recommended Budget is meaningless. I am proud of our
county family and am looking forward to working alongside them in the coming year.
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County of Sonoma
FY 2012-2013 Recommended Budget
County Overview

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

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

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

Minimum Fund Balance Policies
• Sonoma County will create and maintain a prudent level of financial resources to protect against the need to reduce
service levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted one-time expenditures. Funds
will be assigned and balances will be maintained to finance anticipated future one-time expenditure needs and to allow
time for the County to respond to major actions of the State of California that materially affect the County’s financial
position. Consistent with best practice recommendations from the Government Finance Officers Association of the
United States and Canada, the County will strive to maintain total General Fund discretionary reserves equal to 5%-
15% of annual General Fund operating revenues. This range will be further subdivided into “traffic light” increments
where 5-10% represents the red light signaling that no further use of reserves should be made except in dire
emergencies or where almost immediate replenishment is assured. Further, priority should be given to increase reserve
levels. The 10-15% increment of the range represents the yellow light signaling that caution should be exercised in the
use of reserves and only for one-time costs. In addition, consideration should be given to increase reserve levels should
resources become available. Above 15%, a green light is given, adequate reserve levels have been achieved. Additional
resources need not be set aside at this time for economic uncertainties but used to further other Board goals.
• Fund balance, created as a result of actual revenue and expenditure deviations from the budget, will be used to achieve
and maintain the County’s reserve goals and to balance the next year’s budget. Reliance upon fund balance for budget
balancing will be managed judiciously, taking into account its volatility and past actual activity.
• The Tax Loss Reserve Fund (TLRF) shall maintain as a restricted reserve an amount equal to 2% of the levy. The
County Administrator in conjunction with the Auditor-Controller-Treasurer-Tax Collector may recommend the use of
funds in excess of the established reserve to the Board of Supervisors for the purpose of balancing the budget.
• 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 a high priority for funding completion of the
Americans with Disabilities Act Transition projects. The second shall contain the portion of the proceeds that, once deallocated,
can be used for general government purposes. Given the one-time nature of these funds, the latter shall 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.
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
preservation, and other Board priorities. If used for road preservation, these funds are not intended to supplant ongoing
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 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 the surrounding or affected communities.
Fund Balance Classifications
• Effective beginning in FY 2011-12, the three fund balance classifications previously used for accounting and tracking
of reserved, designated and unreserved/undesignated balances will be replaced with five new categories: nonspendable,
restricted, committed, assigned and unassigned. These changes are based on the Government Accounting Standards
Board (GASB) statement #54, issued to improve the usefulness and understandability of governmental fund balance
information. The statement provides more clearly defined categories to make the nature and extent of the constraints
placed on a government’s fund balance more transparent. The statement only impacts governmental fund types
(General, Special Revenue, Capital Projects and Debt Service). The following more clearly defines the new fund
County of Sonoma
FY 2012-2013 Recommended Budget
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County Overview

alance classifications and examples of fund balance amounts that would generally be reported within these
classifications.
‣ Nonspendable Fund Balance – amounts that cannot be spent because they are either not in spendable form or
legally or contractually required to be maintained intact. Examples include Inventory, prepaid amounts, long-term
accounts receivable and any other amounts that are not expected to be converted to cash.
‣ Restricted Fund Balance – amounts are restricted by external parties (i.e. creditors, grantors, contributors or
laws/regulations of other governments) or restricted by law through constitutional provisions or enabling
legislation. The majority of the County’s Special Revenue Funds (i.e. Health & Human Services, Child Support
Services, Road Fund, etc.) and Debt Service Funds have restricted fund balances.
‣ Committed Fund Balance – amounts that can only be used for specific purposes pursuant to constraints imposed
by formal action of the government’s highest level of decision making authority. An example of committed fund
balance is the Board of Supervisors’ commitment to use 75% of Transient Occupancy Tax (TOT) revenues to
provide funding to promote county economic development and tourism.
‣ Assigned Fund Balance – amounts constrained by the government’s intent to be used for specific purposes that
are neither restricted nor committed. Assigned fund balance can also be used to eliminate the projected budgetary
deficit in the subsequent year’s budget. The intent can be expressed by a) the governing body itself or b) a body or
official to which the governing body has delegated the authority. General Fund carryover fund balance,
Accumulated Capital Outlay (ACO) funds and Capital Project Funds are examples of balances that can be
assigned for specific purposes.
‣ Unassigned Fund Balance – a residual classification for the general fund. The total fund balance less restricted,
committed or assigned equals unassigned fund balance. The general fund is the only fund that should report a
positive unassigned fund balance amount. A negative fund balance is possible in other governmental funds.
Examples of unassigned fund balance include the general reserve fund and other discretionary general fund
economic uncertainty funds.
Asset Inventory/Protection
• Sonoma County will regularly assess the condition of its assets that support delivery of County services (i.e. public
facilities, infrastructure, technology, vehicle fleet, etc.) and plan for their maintenance and eventual replacement.
• Assets with an initial cost of more than $5,000 to $100,000 will be capitalized as summarized in the table below:
Capital Asset Type Capitalization Threshold Depreciation/Amortization Period
Land All costs Non-Depreciable
Buildings $25,000 50 years
Building Improvements $25,000 50 years
Infrastructure $100,000 30-50 years
Software $100,000 7 years
Non-Amortizable Intangibles $5,000 Non-Amortizable
Machinery and Equipment $5,000 5 years
• Capital assets are recorded at historical cost or at estimated historical cost if actual historical cost is not available.
Capital assets used in operations will be depreciated or amortized using the straight-line method over the lesser of the
capital lease period or their estimated useful lives.
• The Board requires all departments to certify a detailed listing of all fixed asset inventory within their possession no
later than December 15 of every other year.
• Capital replacement funds will be used to accumulate financial resources for future replacement of assets (mainly
vehicles and equipment) that will be retired from service.
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County Overview

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

Other policies and methodologies that may be helpful for understanding the County’s budget:
Budgetary Amendments
After the budget is adopted it becomes necessary to amend the budget from time to time. Department heads have the
authority to amend budgets for changes within a category (e.g., Services & Supplies). County Administrator approval is
required for adjustments between categories (e.g., Services & Supplies to Fixed Assets) or between program budgets within
the department.
Budgetary amendments that change total revenues or appropriations for a department require Board of Supervisors approval.
These include: (1) the appropriation of revenues not included in the adopted budget, (2) reductions to estimated revenues
and related appropriations when it is determined that the revenues will not be received, (3) appropriation increases supported
by use of available fund balance or Appropriations for Contingencies, and (4) the transfer of monies or appropriations from
one fund or department to another.
The Accounting Basis Used in the Budget
The budget is developed on a modified accrual basis for governmental fund types (General Fund, Special Revenue Funds,
Debt Service Funds, and Capital Project Funds), adjusted for encumbrance accounting. Appropriations for encumbrances
are included and appropriations for expenditures against prior year encumbrances are excluded.
Under the modified accrual basis, obligations are generally budgeted as expenses when incurred, while revenues are
recognized when they become both measurable and available to finance current year obligations. Proprietary fund types
(e.g., Transit and Refuse) are budgeted on a full accrual basis. Not only are obligations recognized when incurred, but
revenues are also recognized when they are incurred or owed to the County.
The government-wide, proprietary and investment trust fund financial statements are reported using the economic resources
measurement focus and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded
when liabilities are incurred, regardless of what the related cash flows take place. Nonexchange transactions, in which the
County gives (or receives) value without directly receiving (or giving) equal value in exchange, include property and sales
taxes, grants, entitlements, and donations. On an accrual basis, revenues from property tax are recognized in the year for
which the taxes are levied. Revenues from sales tax are recognized when the underlying transactions take place. Revenues
from grants, entitlements, and donations are recognized in the fiscal year in which all eligibility requirements have been
satisfied.
For business-type activities and enterprise funds, the County has elected under GASB Statement No. 20, Accounting and
Financial Reporting for Proprietary Funds and Other Governmental Entities That Use Property Fund Accounting, to apply
applicable GASB pronouncements as well as any applicable pronouncements of the Financial Accounting Standards Board,
the Accounting Principles Board or any Accounting Research Bulletins issued on or before November 30, 1989, unless
those pronouncements conflict with or contradict GASB pronouncements.
Fund Types Used by the County
Governmental Fund Types:
• General Fund: The General Fund is the general operating fund of the County. All financial resources except for those
required to be accounted for in other funds are included in the General Fund.
• Special Revenue Funds: Special Revenue Funds account for the proceeds of specific revenue sources that are restricted
or committed to expenditure for specified purposes other than debt service or capital projects. Sonoma County Special
Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment, and various other
restricted and committed funds.
• Debt Service Funds: Debt Service Funds are used to account for financial resources that are restricted, committed, or
assigned to expenditure for principal and interest.
• Capital Projects Funds: Capital Projects Funds account for financial resources that are restricted, committed, or
assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other
capital assets (other than those in Proprietary Fund Types).
County of Sonoma
FY 2012-2013 Recommended Budget
7
County Overview

Proprietary Fund Types
• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to
private business enterprises, where the intent of the Board is that the costs (expenses, including depreciation) of
providing goods or services to the general public on a continuing basis are financed primarily through user charges or
(b) where the Board has decided that periodic determination of revenues earned, expenses incurred, and net income or
loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.
Internal Service Funds
• Internal Service Funds: Internal Service Funds (ISF) account for the financing of goods or services provided by one
department or agency to other departments or agencies of the County or other governmental units on a cost
reimbursement basis. A common use of these fund types is to account for the County’s self-insurance programs. The
following describes the funding and budgeting methodologies the County uses for some of the self-insurance programs.
The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish
charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary.
The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with
the intent of maintaining a year-end fund balance equivalent to anticipated costs necessary to close out each year’s activity.
Cash reserves above and below the 70% confidence levels for outstanding liabilities for individual insurance funds are
amortized on a rolling three-year basis, by decreasing or increasing rates by one-third of the difference, in accordance with
Board policy. The rolling three-year amortization policy was implemented to: 1) alleviate large fluctuations in rates caused
by changes in actuarial estimates or funding status; 2) facilitate long-term rate planning; and 3) provide consistent financial
policy for the internal service funds.
For budgeting purposes, claims expense for the workers’ compensation and liability funds are based on the actuary’s
estimated loss for the budget year at the 70% confidence level. In situations where this is not expected to provide sufficient
appropriations to cover actual cash payments, additional funds are budgeted under Excess Claims Expense. Claims expense
for the Health ISF is based on mid-year projections multiplied by the actuarially estimated claims expense trend (expected
percent increase or decrease).
At the time the budget is prepared, the total year-end outstanding liability for the budget year is not known. When this
information becomes available from the actuary during the budget year, the change in the total outstanding liability is posted
against the budgeted sub-object Accrued Benefit Adjustment in order to conform with accounting principles. This budgetary
figure is used merely to designate cash reserves to cover the outstanding liability and does not represent a cash revenue or
expenditure. The Accrued Benefit Adjustment for liability and workers’ compensation is budgeted at 10% of the total
liability. The accrued benefit adjustment for the County Health Plan is budgeted using the most recent 1-year trend and 10%
of the total liability. The total liability is based on the prior year estimate of total liability projected forward using the most
recent claims expense trend.
Within the ISF insurance funds, the budgetary information presented is not readily comparable on a year-to-year basis
because expenditures and use of cash reserves are related to past years’ claims experience, as well as the fiscal year for
which the budget is presented. Claims payments fluctuate depending on year of settlement, rather than occurrence of the
claim, so payments may be made in excess of a current year's expected claims costs. In addition, actuarial estimates of total
liability may vary substantially from year to year, depending on claims history, population changes, legislation, and other
factors.
County of Sonoma
FY 2012-2013 Recommended Budget
8
County Overview

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS
ELECTIVE OFFICERS
Auditor-Controller-Treasurer-Tax Collector ............................................... David E. Sundstrom (Appointed*)
Board of Supervisors ....................................................................................... Valerie Brown, District One
David Rabbitt, District Two
Shirlee Zane, District Three
Mike McGuire, District Four
Efren Carrillo, District Five
County Clerk-Recorder-Assessor .................................................................. Janice Atkinson
District Attorney .............................................................................................. Jill Ravitch
Sheriff-Coroner ............................................................................................... Steve Freitas
APPOINTIVE OFFICERS & DEPARTMENT HEADS
Agricultural Commissioner-Sealer of Weights & Measures ....................... 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 (Interim)
Information Systems Director ........................................................................ John Hartwig
Permit & Resource Management Director ................................................... Pete Parkinson
Chief Probation Officer .................................................................................. Robert Ochs
Public Defender ............................................................................................... Kathleen Pozzi (Interim)
Regional Parks Director ................................................................................. Caryl Hart
Sonoma County Library Director .................................................................. Sandra Cooper
Transportation & Public Works Director ..................................................... Philip Demery
U.C. Cooperative Extension Director ............................................................ Stephanie Larson
Water Agency General Manager ................................................................... Grant Davis
*Appointed to complete term open due to retirement.
County of Sonoma
FY 2012-2013 Recommended Budget
9
County Overview

GRAND
JURY
Board of
Retirement
ECONOMIC
DEVELOPMENT
DIRECTOR
University of
California
County of Sonoma
FY 2012-2013 Recommended Budget
COUNTY OF SONOMA
CHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS
E L E C T O R A T E
BOARD OF
SUPERVISORS*
(Five Supervisors)
COUNTY
ADMINISTRATOR
(CLERK OF THE BOARD)
Local Agency
Formation
Commission
LAFCO
Exec. Officer
STATE
JUDICIAL
COUNCIL
AUDITOR-CONTROLLER
TREASURER-TAX COLLECTOR
COUNTY CLERK-
RECORDER-ASSESSOR
DISTRICT
ATTORNEY
SHERIFF -
CORONER
SUPERIOR
COURT JUDGES
INFORMATION
SYSTEMS
DIRECTOR
GENERAL
SERVICES
DIRECTOR
DIRECTOR FIRE &
EMERGENCY
SERVICES
PUBLIC
DEFENDER
CHIEF
PROBATION
OFFICER
COURT
EXECUTIVE
OFFICER
10
DIRECTOR
HUMAN
SERVICES
DIRECTOR
HEALTH
SERVICES
DIRECTOR
CHILD SUPPORT
SERVICES
COMMUNITY
DEVELOPMENT
DIRECTOR*
DIRECTOR OF
TRANSPORTATION
& PUBLIC WORKS
GENERAL MGR.
SONOMA COUNTY
WATER AGENCY*
DIR. OF PERMIT
& RESOURCE
MANAGEMENT
IHSS PUBLIC
AUTHORITY
MANAGER*
Legend
Civil Service
Commission
HUMAN
RESOURCES
DIRECTOR
COUNTY
COUNSEL
DIRECTOR
REGIONAL
PARKS
GENERAL MGR.
AGRICULTURE PRES.
& OPEN SPACE*
AGRICULTURAL
COMMISSIONER-
SEALER
UC COOPERATIVE
EXTENSION
DIRECTOR
ELECTED
APPOINTED
Commission or Board with
Separate Appointing Authority
Administrative Coordination
Library
Joint Powers Agency
Commission
LIBRARY
DIRECTOR
COUNTY
FAIR
MANAGER
Fair
Board
RETIREMENT
ADMINISTRATOR
Administrative Reporting Relationships
County Overview
*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 .

Sonoma County, California
Board of Supervisors
Valerie Brown
First District
Efren Carrillo
Fifth District
David Rabbitt
Second District
Shirlee Zane
Third District
Mike McGuire
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 at http://supervisors.sonoma-county.org/
Supervisors’ Chambers
Sonoma County Administration Building
575 Administration Drive, Room 102A
Santa Rosa, CA 95403
Phone (707) 565-2241
County of Sonoma
FY 2012-2013 Recommended Budget
11
County Overview

County Overview
Sonoma County, California, is a special place.
Its environments range from the surf-pounded cliffs of the coast to the golden Mayacamas Mountains, from
the cool stillness of redwood forests to the muddy marshes that feed San Francisco Bay. From the vineyards of
the Alexander Valley to high-tech Telecom Valley, the economy is strong and equally diverse.
This informational brochure offers an overview on the County of Sonoma, including population
characteristics, environment, and the various services and facilities provided to citizens.
Governance
County government functions as a local government body to
serve the needs of its residents. As geographical and political
subdivisions of the state, counties serve a dual role, providing
municipal services in unincorporated areas and acting as
administrative agents for state and federal government programs
and services. As a general-law county, Sonoma County is bound
by state law as to the number and duties of county elected
officials. Districts that are approximately equal in population
elect members of the Board of Supervisors. Boundaries are
adjusted every ten years following the federal census.
Colgan Creek Bikeway
The Board of Supervisors establishes policies and sets priorities for all activities
within its jurisdiction. In addition, they oversee the functions and activities of the
many branches of county government that provide county-wide service including
health and welfare programs, elections, and public protection programs. The Board
of Supervisors also acts as the governing body that provides municipal services to
the unincorporated areas of the county such as fire protection and law enforcement,
land use regulations, road maintenance, parks, and lighting and water utilities.
The Board of Supervisors appoints the County Administrator, who assists the Board
in managing, directing, and coordinating the operations of all county departments.
The Administrator is responsible for managing and Coordinating the County's
Emergency Services Function. The County Administrator also prepares the county
budget, makes recommendations to the Board to promote economy and efficiency
in county government operations, and promotes adherence to the County’s Strategic
Plan.
The Board of
Supervisors
The County
Administrator
Wholer Bridge
County of Sonoma
FY 2012-2013 Recommended Budget
12
County Overview

Population
Population Growth Sonoma County has continued a modest growth rate, reaching an estimated 493,285
residents by 2010. 1 Since 2000, the population has increased by 36,386 residents, or
8%. A majority of these residents, 69%, live within the boundaries of Sonoma
County’s nine cities. The City of Santa Rosa has led this growth in total population
gain, adding 15,841 residents, or 10.7%, to attain its current population of 163,436.
The county’s population grew by 8.0
percent over the past ten years (2000-
2010), which was slower than the state’s
rate of 14.6 percent. The projection to
2030 anticipates continued slower growth
than that in the rest of the state with the
county growing by 20.3 percent from
2010 over the next 20 years, compared
with 27.4 percent in the state.
1 Source: California Dept. of Finance
County of Sonoma
FY 2012-2013 Recommended Budget
13
County Overview

Cities Sq. Miles 2010 Population % of County
Cloverdale 2.45 8,636 1.8%
Cotati 1.86 7,476 1.5%
Healdsburg 3.87 11,931 2.4%
Petaluma 13.66 58,401 11.8%
Rohnert Park 6.45 43,398 8.8%
Santa Rosa 40.63 163,436 33.1%
Sebastopol 1.86 7,943 1.6%
Sonoma 2.60 10,078 2.0%
Windsor 6.67 26,955 5.5%
Incorporated Total 80.05 338,254 68.6%
Unincorporated 1499.95 155,031 31.4%
County Total 1580.00 493,285 100.0%*
Source: U.S. Census, California Department of Finance
County of Sonoma
FY 2012-2013 Recommended Budget
14
County Overview

Community
Crime rates measure the violent and
property crime rates for Sonoma
County from 2004 to 2009. This is
measured by the number of crimes
committed per 100,000 people. Crimes
classified as violent include homicide,
forcible rape, robbery, and aggravated
assault. Crimes classified as property
crimes include burglary, motor vehicle
theft, and larceny, or theft over $400.
Both crime categories are steadily
decreasing over the past five years.
Source: Moody's Analytics Economic Outlook for Sonoma County (June 2011)
Education Completed
(25+years)
Less than 9 th grade
9 th -12 th grade, no diploma
High school diploma/GED
Some college, no degree
Associates degree
Bachelor’s degree
Graduate or professional degree
Total
% of Total (2010)
7.2%
6.6%
21.0%
25.2%
8.5%
20.4%
11.1%
100.0%
The percentage of Sonoma County
residents over the age of 25 with college
degrees has risen over the past five years.
According to the US Census, more than
32% of Sonoma County residents over 25
years of age possessed a bachelor’s degree
or higher education in 2009.
Source: U.S. Census Bureau 2006-2010 American Community Survey 5-Year Estimates
Historical Turnout of Registered Voters
Year Registered Voters Total Ballots Cast
Registered Voters that
Voted
1998 234,559 162,310 69.2%
2000 248,179 198,562 80.0%
2002 232,808 149,663 64.0%
2004 248,997 222,538 89.4%
2006 234,891 177,328 75.5%
2008 248,122 231,817 93.4%
2010 248,527 186,920 75.2%
Source: Sonoma County Registrar of Voters (All yearly data obtained from most recent November election results)
County of Sonoma
FY 2012-2013 Recommended Budget
15
County Overview

Economics and Employment
Percent Below Poverty Line
Sonoma Co. California
2004 8.1% 13.3%
2005 9.1% 13.3%
2006 9.9% 13.1%
2007 8.9% 12.4%
2008 10.4% 13.3%
2009 9.3% 14.2%
2010 13.1% 16.3%
The percent of Sonoma County’s population that lives
below the poverty line has continued to remain well
below California’s average. Recent data provided by
the US Census reveals that the percent of Sonoma
County residents who live below the poverty line
increased in 2010, following the general statewide
trend. Official poverty calculations assume that a
family earning a given income is equally well-off
anywhere in the country.
Source: US Census
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
2009 $43,027 $41,353
2010 $44,186 $42,578
Source: US Dept of Commerce - Bureau of Economic Analysis
According to the U.S. Department of Commerce,
Bureau of Economic Analysis, the per capita income
in Sonoma County as of 2010 was $44,186, or 3.7%
over California’s average per capita income of
$42,578. Sonoma County’s per capita income ranks
fifteen out of California’s 58 counties.
Real average salaries are forecast to rise an average of
1.2 percent per year from 2011 to 2016, compared with
0.9 percent per year in California. 2
Real per capita incomes increase at a rate of 0.1 percent
in 2011. Between 2011 and 2016 per capita incomes are
forecast to increase 2.8 percent per year. 2
Projections from the State of California’s California Department of Transportation Economic Analysis Branch
expect employment to expand by 2.1% in 2011. Between 2011 and 2016, the annual growth rate is expected to
average 2.9% annually. The Sonoma County labor market will demand an increasingly skilled and educated
workforce as the economy emerges from recession. While Sonoma County educational performance ranks
favorably against comparable regions in some metrics, educational trends show that there is still room for
improvements.
2 CA Dept. of Transportation Projections
County of Sonoma
FY 2012-2013 Recommended Budget
16
County Overview

Between 2008 and 2010,
Sonoma County employment
declined in every sector except
for educational and health
services, professional and
business services and leisure and
hospitality. However, the annual
employment from grew in most
sectors, excluding
manufacturing, construction, and
retail trade sectors, from 2000 to
2009.
The health care and social
assistance, manufacturing, and
retail trade sectors represent a
greater percentage of
employment in Sonoma County
than the California average.
Professional business services,
wholesale trade, and
administrative, support, and
waste employment sectors are a
smaller percentage of
employment in Sonoma County
than the California average.
Source: 2011 Workforce and Education Report
Agriculture and
Tourism
Agriculture and tourism are two major drivers of the Sonoma County economy.
Agricultural production reached $594 million in 2010, with the two largest
categories being wine grapes ($390 million) and milk & livestock and poultry
products ($141.51 million). Total grape tonnage decreased 9.8% in 2010 to
191,876 tons. 3 The long-term outlook for the wine industry is positive as
demographic trends suggest the consumer market will remain strong. Severe
weather in 2010, which significantly reduced the grape yield, is a key positive
price driver for wineries. Growing price stability will allow a recovery to finally
begin to take hold in the wine industry. 3
3 Sonoma County Crop Report 2010
Sonoma County Economic Development Board, Wine Industry Insider 2011
County of Sonoma
FY 2012-2013 Recommended Budget
17
County Overview

The tourism industry is generates $1.2 billion annually
driven by the diversity of natural beauty and
recreation opportunities in the county. Air traffic
through Charles M. Schultz-Sonoma County Airport
(STS) grew 1.5% from 2009 to 2010. More than 7
million visitors come to the county each year, which
generates close to 17,000 jobs from visitor spending.
Occupancy rates in Sonoma County hotels 49.6% in
February, up by 6 % points from a year before 4
Tourism marketing is supported by a non-profit
agency formed in 2005, the Sonoma County Tourism
Bureau (SCTB).
The SCTB has implemented the Sonoma County's Certified Tourism Ambassador training, which is part of a
national program and the second California community to adopt the program, following Anaheim. The program
informs hospitality representatives including taxi drivers, gas station attendants, and airport staff about local
attractions and resources to help travelers enjoy their stay in Sonoma County.
The Environment and Other Resources
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Water Deliveries
Volume in Acre-Feet by Fiscal Year
Source: Water Agency (imbedded Excel spreadsheet)
Water usage has declined
since its peak in 2006. In
2009 water demands were
substantially low due to a
call for mandatory
reductions in water use, a
struggling economy and a
cool summer. There has
been a slight rebound in
water use but the trend
remains below historic
demands.
Air in the Bay Area is substantially cleaner than it was 50 years ago. The Northern Sonoma County Air Pollution
Control District (NSCAPCD) includes all of the coast of Sonoma, and areas north of the City of Windsor on
California Highway 101, as well as the areas generally north of the Russian River valley. This includes all of the
Known Geothermal Resource Area (KGRA) in Sonoma County – the largest direct-steam geothermal power
generation installation in the world. Air monitoring stations are located in Cloverdale, Healdsburg, and
Guerneville, as well as having stations operated cooperatively with Lake County in the KGRA. The southern
portion of the County (including the monitoring stations in the cities of Santa Rosa and Sonoma) lies within the
Bay Area Air Quality Management District (BAAMQM).
The Northern Sonoma County Air Pollution Control District (NSCAPCD), managed by county’s Board of
Directors, currently attains all of the federal and state ambient air quality standards. In 2011, the District provided
funding for public-access electric vehicle charging stations part of the Sonoma County Electric Trail.
4 Sonoma County Annual Tourism Report 2011
County of Sonoma
FY 2012-2013 Recommended Budget
18
County Overview

Air Quality Levels, 2011 (by Days)
Good (BAAQMD)
Good (NSCAPD)
Unhealthy
Source: CA Air Pollution Control Officers Association
326
365
None
According to the California Air Pollution Control
Officers Association April 2012 Report there was
no unhealthy days in the county during 2011, and
no Ozone Exceedances (75 ppb standard). Air
quality in Sonoma County was classified to be of
“Good” quality for most of the 2011 year.
Ranking third lowest in nonresidential
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 the 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.
In August, Sonoma County set a new record for installation of solar photovoltaic systems with 92 new systems
completed, a 318% increase in system installations from August 2009. Unique incentive programs (e.g. the
Sonoma County Energy Independence Program) have created a favorable environment for the installation of
renewable energy.
County of Sonoma
FY 2012-2013 Recommended Budget
19
County Overview

Land Use
Sonoma County encompasses over one million acres of land and water, rich in scenic beauty
with an array of parks, recreational facilities, campsites and lakes. Open space and
agricultural land accounts for a great majority of Sonoma County acreage. The county has
approximately 123,070 acres of surface water area, of which 8,580 are bay waters.
Type of Use
% of Total Acres
Commercial & Industrial 5.05%
Residential 25.84%
Agricultural* 60.96%
Government 8.00%
Recreation 0.02%
Other 0.13%
*Includes active and inactive agricultural lands, agricultural preserves, and open space contracts.
Source: Sonoma County Assessor’s Office
Roadways in
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 (for City Data): CalTrans (2010 Public Road Data)
Source (for Bridge Data): CalTrans (Local Agency Bridges)
Source (for County Data): 05/15/12 Board of Supervisors Mileage Certification
Sonoma County Regional Parks
Number of Parks/Trails 52
Developed Acreage 777
Undeveloped Acreage 57,203
Trails (miles) 175
Park Users (Annual) 5,603,743
Vet/Community Buildings. 8
Veterans/Community Bldgs
Attendance 312,570
Source: Sonoma County
Regional Parks Webpage and
Dept. Staff
Crane Creek Regional Park (near the City of Rohnert Park)
County of Sonoma
FY 2012-2013 Recommended Budget
20
County Overview

FINANCIAL SUMMARIES
This section contains a number of different summary level presentations of the total Recommended Budget information. It
shows the use of fund balance for each of the major fund groups (such as the General Fund or Special Revenue Funds), total
financing sources by type (such as taxes or monies from other governments), total financing uses by groups of functions or
services (such as Administration and Fiscal Services or Justice Services), and total financing uses by types of expenditures
(such as salaries and benefits or fixed assets).
In addition, this section looks in a little more detail at the revenues and expenditures for the county's General Fund budget.
For more information on individual departmental budgets, see the following sections of this budget document which are
grouped according to similar functions or types of services.
For financial summaries presented in the required State of California schedule format, see the section labeled "State
Financial Schedules" toward the end of the document.
CHANGES IN FUND BALANCES
Total Recommended Estimated
Estimated Available Total Recommended Financing Uses Available Fund
Fund Balance/Retained Financing Sources (Expenditures & Balance/Retained
Earnings (Revenues & Use of Contributions to Reserves Earnings
Description June 30, 2012 Fund Balances*) or Designations) June 30, 2013
General Funds 98,932,058 362,118,540 383,939,176 77,111,422
Special Revenue Funds 164,129,017 411,256,559 459,086,222 116,299,354
Debt Service Funds 20,247,440 12,223,441 11,727,974 20,742,907
Subtotal - County Operating 283,308,515 785,598,540 854,753,372 214,153,683
Capital Projects 1,870,675 30,069,166 31,939,841 0
Subtotal County Funds 285,179,190 815,667,706 886,693,213 214,153,683
Less: Operating Transfers 0 (86,331,371) (86,331,371) 0
Total County Funds 285,179,190 729,336,335 800,361,842 214,153,683
Enterprise Funds 12,082,442 122,722,722 133,916,336 888,828
Internal Service Funds 70,768,810 49,965,748 65,728,276 55,006,282
Special Districts 194,532,769 229,141,630 275,987,286 147,687,113
Grand Total 562,563,211 1,131,166,435 1,275,993,740 417,735,906
*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.
County of Sonoma
FY 2012-2013 Recommended Budget
21
Financial Summaries

COUNTY OF SONOMA
COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY
FY 2010-11 THROUGH FY 2012-13
Actual Adopted Recommended
Description 2010-11 2011-12 2012-13
Financing Sources:
Taxes 280,136,454 287,710,140 287,478,030
Licenses/Permits/Franchises 17,244,864 16,804,451 18,970,016
Fines/Forfeitures/Penalties 21,330,530 14,780,835 12,768,902
Use of Money/Property 29,675,672 23,021,086 24,505,522
Intergovernmental Revenues 426,309,047 457,092,990 471,307,202
Charges for Services 178,392,429 127,604,679 132,579,871
Miscellaneous Revenues 71,419,588 80,595,221 104,685,543
Other Financing Sources 127,050,748 56,893,541 73,740,505
Use of Fund Balance/Net Assets 21,582,402 155,104,288 149,958,149
Total Financing Sources 1,173,141,734 1,219,607,231 1,275,993,740
Uses of Financing by Function:
Administrative & Fiscal Services 188,078,685 153,051,346 172,275,914
Justice Services 207,725,727 208,858,789 216,038,815
Health & Human Services 300,120,075 305,336,951 313,221,449
Development Services 340,269,772 429,518,596 467,409,698
Other County Services 39,759,227 87,788,937 69,984,490
Capital Projects 22,604,744 33,431,283 31,932,530
Increase to Fund Balance/Net Assets 74,583,504 1,621,329 5,130,844
Total Financing Uses 1,173,141,734 1,219,607,231 1,275,993,740
Uses of Financing by Type:
Salaries & Benefits* 471,604,987 471,474,177 489,764,508
Services & Supplies 401,091,792 441,184,476 507,815,879
Other Charges 303,857,324 317,309,240 299,056,997
Fixed Assets 58,726,212 114,974,869 152,990,968
Operating Transfers 55,256,937 68,435,823 75,452,630
Reimbursements (191,979,022) (198,969,569) (257,534,729)
Appropriations for Contingencies 0 3,576,886 3,316,643
Increase to Fund Balance/Net Assets 74,583,504 1,621,329 5,130,844
Total Financing Uses 1,173,141,734 1,219,607,231 1,275,993,740
*Total Permanent Positions (FTE) 3,805 3,657 3,710
County of Sonoma
FY 2012-2013 Recommended Budget
22
Financial Summaries

County of Sonoma
FY 2012-2013 Recommended Budget - All Funds
$1.28 Billion
These Functions correspond to the groups of departmental budgets located in
the tabbed sections of this document. This total includes all budgets
recommended by the County Administrator.
Administrative &
Fiscal Services
14%
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Development
Services
37%
*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 6.4% of the total.
The next few pages provide a closer look at the county General Fund only. The
General Fund accounts for a little under a third of the total budget recommended
by the County Administrator.
County of Sonoma
FY 2012-2013 Recommended Budget
23
Financial Summaries

County of Sonoma
FY 2012-2013 Funding Sources
Miscellaneous
Revenues
8%
Other Financing
Sources
6%
Use of Fund
Balance/Net Assets
12%
Taxes
23% Licenses/Permits/
Franchises
1%
Fines/
Forfeitures/
Penalties
1%
Charges for
Services
10%
Use of Money/
Property
2%
Intergovernmental
Revenues
37%
Total Budget $1.28 Billion
County of Sonoma
FY 2012-2013 Recommended Budget
24
Financial Summaries

County of Sonoma
FY 2012-2013 General Fund Financing Sources
(In Millions)
Charges for Services
11%
Other*
10%
Taxes
51%
State/Federal
22%
Use of Prior Year*
Fund Balance
6%
Total Recommended Budget 382.6 Million
(Excludes General Reserve Fund and
Accumulated Capital Outlay (ACO) Funds)
*Other - Includes Licenses/Permits/Franchises ($12 million),
Fines/Forfeitures/Penalties ($9 million),
Use of Money/Property ($6 million), Miscellaneous Revenues ($6 million),
and Other Financing Sources ($5 million).
*Use of Prior Year Fund Balance - Includes $11 million carryover fund
balance and $11 million in assigned balances such as Information
Systems Replacement and rebudgets of Tobacco Settlement Funding for
projects approved in prior years.
County of Sonoma
FY 2012-2013 Recommended Budget
25
Financial Summaries

County of Sonoma
FY 2012-2013 General Fund Appropriations
(In Millions)
Justice Services
50%
Other*
3%
Capital Projects
1% Health & Human
Services
12%
Development
Services
8%
Administration &
Fiscal Services
26%*
Total Recommended Budget $382.6 Million
(Excludes General Reserve Fund and
Accumulated Capital Outlay (ACO) Funds)
*Other - Includes General Government Transfers ($5.5 million), Other County
Services ($5.3 million), and Increases to Fund Balance ($10,000)
*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 21%.
County of Sonoma
FY 2012-2013 Recommended Budget
26
Financial Summaries

ADMINISTRATIVE SUPPORT
& FISCAL SERVICES
Administrative Support and Fiscal Services contains the
following departmental budgets:
Board of Supervisors/County Administrator
County Counsel
Human Resources
General Services
Information Systems
Non-Departmental
Auditor-Controller/Treasurer-Tax Collector
County Clerk-Recorder-Assessor
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
27
Administrative Support & Fiscal Services

County of Sonoma
FY 2012-2013 Recommended Budget
28
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
MISSION STATEMENT
The Board of Supervisors is committed to enriching the quality of life in
Sonoma County through superior public service.
The County Administrator’s Office serves the public by collaboratively
leading and supporting the county organization, in partnership with the
community, to enact the Board of Supervisors’ goals.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $6,108,624
Total Revenues $2,286,630
Total Net Cost $3,821,994
Total Staff 30.55
% Funded by Local Discretionary Funds 63%
The Board of Supervisors is the elected legislative and executive body of
Sonoma County, with each Supervisor representing one of five distinct
Supervisorial Districts. The Board also acts as the governing body for certain special districts, including the 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 Board is responsible for adopting the annual budget, establishing policies, enacting ordinances, supervising departments, and
providing constituent services and assistance in addressing local concerns. In addition, each Supervisor represents the county on various
local, regional, state, and national boards and committees including the California Association of Counties (CSAC) and the National
Association of Counties (NACo). Board decision making is guided by the adopted County Strategic Plan with four main focus areas:
Economic and Environmental Stewardship, Safe Healthy and Caring Communities, Investing in the Future, and Civic Services and
Engagement.
Funding Sources
$1,896,630
$390,000
Funding Uses
$3,061,769
$390,000
$3,821,994
$2,656,855
County General Fund
Charges for Services &
Other Miscellaneous
LAFCO Reimbursement
CAO Administration
LAFCO Services
Board of Supervisors/
Clerk/ Assessment Appeals
The Clerk of the Board provides administrative
support to the Board of Supervisors and maintains the
official records of all Board of Supervisors’ actions
and proceedings. The Clerk also supports the
Assessment Appeals Board (AAB) which acts as the
county Board of Equalization, pursuant to the
California Administrative Code, and hears all appeals
regarding the valuation of property determined by the
Sonoma County Assessor.
The County Administrator’s Office acts as the agent
of the Board of Supervisors in managing, directing,
and coordinating the operation of all departments
over which the Board of Supervisors exercises
control. Major activities of the office include:
preparing the county budget; ensuring
implementation of County policy; acting as the Clerk
to the Board of Supervisors; assisting with
performance evaluation of appointed department
heads; implementing the county’s legislative
platform, and overseeing the county’s legislative
advocacy program; developing and monitoring the
County’s Non-Departmental budget units; preparing
studies and analyses including fiscal and
programmatic performance assessments of County
departments and programs; overseeing preparation of
the county's Capital Improvement Program;
providing public information and outreach to the
community; developing and implementing the
County Strategic Plan; and providing staff services to
the Local Agency Formation Commission (LAFCO),
an independent agency established by state law.
County of Sonoma
FY 2012-2013 Recommended Budget
29
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
FY 11-12 ACCOMPLISHMENTS
The Board and County Administrator’s Office made
significant progress on the adopted 2011-2012 Board Work
Plan, including:
• 1) Pension Reform: The Board adopted a comprehensive
plan for Pension Reform and took action to begin
implementation.
• 2) Ensuring a Balanced Budget: The Board closed a $42
million deficit to balance the budget which invests in
upstream programs; preserves funding for domestic
violence services, public safety, and emergency search and
rescue; provides funding for over 200 miles of critical
county roads; invests in energy and cost savings programs;
and preserves services for the unemployed, Veteran’s
Services, and health care for the disadvantaged.
• 3) Economic Development and Jobs Initiative: The Board
adopted a robust plan and began implementing the effort to
stimulate the local economy and produce local private
sector jobs.
• 4) Sustainable Energy and Water policy: The Board
adopted the feasibility review for the establishment of
Sonoma Clean Power, a community choice aggregation
system that could provide clean reliable energy for county
residents.
• 5) Shared Services: The County Administrator’s Office,
working with the city managers of Sonoma County,
developed a Shared Services process and began expanding
opportunities for cost savings, including Cal Card and Fleet
management.
• The Board completed a 3rd party Management and
Benchmark Review of the county’s contract relationship
with the Sonoma County Tourism Bureau (SCTB), which
led to enhanced promotion services for the county’s
hospitality industry providers.
• Updated the Advertising and Promotions Policy and
initiated a process to accept new grantees into the program,
providing increased funding opportunities for local artistic
and cultural organizations.
• Facilitated County Redesign Effort resulting in improved
alignment between departmental budgets and Strategic Plan
initiatives.
• The County Administrators Office participated in the
development of the Community Corrections Partnership
Realignment plan and budget development.
• Clerk of the Board improved efficiency and customer
service: Increased number of regular Assessment Appeals
Board (AAB) meetings by 150% to address the increase in
applications; upgraded existing database and redesigned the
AAB website to improve user interface and highlight
critical data; and implemented Board of Supervisors paperless
agenda packets, eliminating excess paper copies and
reducing printing costs by 44%.
County of Sonoma
FY 2012-2013 Recommended Budget
30
FY 12-13 OBJECTIVES
• Collaborate with Transportation and Public Works and
community stakeholders to develop a detailed Sonoma
County Roads Plan.
• Implement Economic Development and Jobs Plan with the
following components: Improve Regulatory Compliance
Assistance, Business Development and Outreach Services,
employer-driven Workforce Development Strategy,
Business Cluster Development, Financial Resources
Program, Facilitate Broadband Deployment, Coordinated
Economic Development Resources.
• Continue the pursuit of the Community Choice Aggregation
program (Sonoma Clean Power), further efforts around
water pipeline/aqueduct projects, and ensure achievement
of climate protection goals.
• Ensure Sonoma County has access to the state and federal
decision making process by maintaining key leadership
positions in the California State Association of Counties,
and the National Assoc. of Counties in the area of health
and human services, transportation and land use, and
services for the elderly.
• Continue the efforts to bring greater fiscal stability by
increasing budget information for policy makers; continue
Pension Reform efforts; further pursue Shared Services
opportunities, and; invest in professional development and
educational opportunities through effective succession
planning.
• The County Administrators Office will collaborate with the
Auditor-Controller and the Information Systems Dept. to
complete the Discovery Phase and begin the
Implementation Phase of the Finance and Budget System
replacement project.
• Work to ensure that funding for vital services is preserved
as a result of state Health and Human Services
Realignment.
• The Clerk of the Board will purchase and migrate to
Megabyte Database System to automate the assessment
appeals process and implement online application filing;
increase the number of regular Assessment Appeals Board
meetings scheduled per year from ten to twenty; and
manage resources to increase support for the Assessment
Appeals Board.
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Board of Supervisors/Clerk of the Board
Expenditures 2,813,555 3,061,769 8.8
Revenues & Reimbursements 594,549 842,763 41.7
Net Cost 2,219,006 2,219,006 0.0
County Administrator
Expenditures 2,670,367 3,046,855 14.1
Revenues & Reimbursements 1,067,379 1,443,867 35.3
Net Cost 1,602,988 1,602,988 0.0
Total Expenditures 5,483,922 6,108,624 11.4
Total Revenues & Reimbursements
1,661,928 2,286,630 37.6
Total Net Cost
3,821,994 3,821,994 0.0
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 27.55 29.55 30.55 1.00 3.4
RECOMMENDED BUDGET
The recommended budget includes total expenditure increases of $625,000 from the adopted FY 11-12 budget. The change is the result
of increased salary and benefit costs for existing staff and the addition of term limited staff in the office of the Clerk of the Board to
address Assessment Appeals backlog, and in the County Administrators Office for the Finance and Budget System project. Total
revenues increase by $300,000 mostly as a result of increased revenue from non-General Fund entities such as the Sonoma County
Water Agency for services provided by the Board and County Administrator staff, and a projected increase in Assessment Appeal fees
collected.
Recommended position change of 1.0 FTE Principal Analyst position in order to provide dedicated resources to the Finance and Budget
System project funded by the Enterprise Resource Planning (ERP) System Administration Internal Service Fund. Also included in
recommended position changes is the deletion of 1.0 Secretary and addition of 1.0 Administrative Aide to appropriately align the
position allocation with job duties.
Core Services Maintained
• The Board will continue to serve county residents and advocate on behalf of the County at the regional, state, and federal level.
• County Administrator will continue to support the Board by managing, directing, and coordinating the operations of the departments
over which the Board has control.
• The Clerk of the Board will continue to provide administrative support to the Assessment Appeals Board, and to comply with
mandated legal noticing and record keeping requirements in support of the Board of Supervisors.
Strategic Plan Focus
The recommended budget for the Board of Supervisors and the County Administrator supports the focus areas of the County Strategic
Plan and implementing the Board’s FY 12-13 Work Plan.
• Safe, Healthy and Caring Communities – The Board of Supervisors and County Administrator Office’s efforts to maintain and
enhance the foundations of safe, healthy and caring communities is supported by this budget, including supporting the Health Action
County of Sonoma
FY 2012-2013 Recommended Budget
31
Administrative Support & Fiscal Services

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR
Veronica A. Ferguson, County Administrator
2020 Goal of being healthiest County in the State within eight years, and prioritizing public safety and service to our most vulnerable
populations.
• Environmental and Economic Stewardship – The recommended budget funds the CAO’s ability to produce and provide to the Board a
recommended balanced county budget for FY 12-13 aligned with available resources. In addition, the recommended budget provides
the resources to support the ongoing Board direction around the energy and water sustainability efforts, the feasibility study of a
Community Choice Aggregation, and the advocacy efforts needed to protect state or federal resources for county services.
• Invest in the Future – Board goals to prioritize critical road and lighting infrastructure, strengthen organizational stability, create local
jobs and economic strength, and improve budget reporting and transparency are all dependent on comprehensive analysis, and access
to vital information. The FY 12-13 budget appropriates $290,000 in support of these strategic goals. In order to provide the Board and
the public reliable, accurate and transparent budget data the county must replace its outdated Finance and Budget System. The FY 12-
13 budget appropriates $140,000 to provide dedicated staff to work with the Auditor-Controller-Treasurer-Tax Collector and the
Information System Department to move forward on the replacement of the existing 30-year old finance and budget system.
• Civic Services and Community Engagement – The Board is the primary body for effective legislative advocacy, board based and issue
specific community engagement. The Board and County Administrator continue to pursue improvements to increase accessibility and
transparency to the way in which information is provided to the public. The recommended budget commits $234,000 to fund
Community and Government Affairs activities such as issuing press releases regarding major Board initiatives, coordinating advocacy
on the county’s behalf at the state and federal level, creating the Annual Report, and representing the county at community events.
County of Sonoma
FY 2012-2013 Recommended Budget
32
Administrative Support & Fiscal Services

MISSION STATEMENT
The Sonoma County Counsel’s office is committed to providing the
highest quality legal representation and advice, in a timely and
responsive manner, to assist the County, its governing Board of
Supervisors, and other office clients, to promote the public interest,
achieve programmatic and strategic goals, and protect financial
resources.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
COUNTY COUNSEL
Bruce Goldstein, County Counsel
Total Expenditures $7,131,658
Total Revenues $5,423,422
Total Net Cost $1,708,236
Total Staff 36.05
% Funded by Local Discretionary Funds 22%
The Sonoma County Counsel is the primary provider of legal services to
County departments, over 25 special districts, as well as to the Board of Supervisors, Grand Jury, Agricultural Preservation and Open
Space District, Sonoma Marin Area Rail Transit District, Sonoma County Water Agency, Local Agency Formation Commission, and the
Sonoma County Transportation Authority. The County Counsel’s office provides legal staff to many county commissions, and its
attorneys, regularly provide counsel to the Board of Supervisors, Planning Commission, and Board of Zoning Adjustments at public
meetings and hearings. In addition to providing daily advice on issues such as contract compliance, employment conditions, and land use
planning, County Counsel attorneys
regularly appear in court on behalf of
Funding Sources
$1,594,236
$2,493,444
$14,966
$150,000
$2,891,411
Charges for Services
Miscellaneous Revenue
Other Financing Sources
Cost Reimbursement
Net Cost - General Fund
Contribution
County departments on such matters as
juvenile dependency cases, code
enforcement actions, bail recovery, and
mental health competency hearings. County
Counsel either directly handles or
coordinates outside counsel in the defense
of all claims filed against the County, and
proactively works with departments to
minimize risk and assist in policy
development and implementation. County
Counsel is also responsible for claims
approval and management of criminal
defense conflict counsel contracts.
Funding Uses
$330,953
$301,229
$1,720,309
Admin Support & Fiscal
Services
Justice Services
Health & Human Services
Development Services
$396,692
Other County Services
$2,503,720
Outside Legal Services
$1,726,205
County of Sonoma
FY 2012-2013 Recommended Budget
33
Administrative Support & Fiscal Services

COUNTY COUNSEL
Bruce Goldstein, County Counsel
FY 11-12 ACCOMPLISHMENTS
• Provided legal assistance to the Board of Supervisors in its
consideration and defense of several major land use
projects including safety improvements at the Sonoma
County Airport, Mark West Quarry, Stony Point Quarry
and the Calpine Geothermal Power Plants Project, and
Sutter Hospital.
• Provided legal assistance to the Board of Supervisors on
new regulations and initiatives, including the No Smoking
ordinance, regulatory options for medical marijuana, and
local preference policies.
• Successfully obtained a preliminary injunction requiring
the Federal Housing Finance Agency to begin rulemaking
proceedings on Property Assessed Clean Energy (PACE)
programs; and implementing a $5 million grant from the
California Energy Commission.
• Provided legal advice and assistance to the Sonoma
County Water Agency on the Estuary Management Project
required by the Biological Opinion, implementation of the
California Statewide Groundwater Elevation Monitoring
program, and the "Community Choice Aggregation"
program feasibility analysis.
• Established a CROWN (climate, renewable energy, open
space, water and nature resources) fellowship program for
law students or graduates to work on innovative projects in
the areas of climate mitigation, renewable energy
generation, fisheries restoration and water supply.
• Successfully litigated the 2004 Geysers Fire case
concerning damage to Sonoma County Agricultural
Preservation and Open Space District conservation
easements, resulting in $7.9 million recovery for Open
Space District and its property owner partners.
• Provided significant legal assistance to the Board and
County departments in identifying and attempting to
mitigate the adverse off-site environmental impacts of
tribal development projects proposed by the Federated
Indians of Graton Rancheria, Dry Creek Band of Pomo
Indians, Cloverdale Rancheria of Pomo Indians, and
Lytton Band of Pomo Indians.
• Represented the Human Services Department in all phases
of juvenile dependency cases, making over 2,000
appearances and successfully representing the Department
in 12 appeals/writs at the First District Court of Appeals in
2011, including a favourable published opinion.
• Provided legal support to the County in the negotiation of
the sale of County property to the state for the proposed
construction of a new 173,500 square foot criminal
courthouse.
FY 12-13 OBJECTIVES
• Provide legal assistance to the Permit and Resource
Management Department, Board of Zoning Adjustments,
Planning Commission, and Board of Supervisors on
upcoming major land use projects, including the
Preservation Ranch Project, Carneros River Ranch Fill
Project, and Cornell Winery Project.
• Provide legal support and coordination to the County’s
continued efforts to identify a long term regional solid
waste disposal and diversion strategy to meet the region’s
goals and address unfunded landfill liabilities.
• Continue legal support of the Sonoma County Energy
Independence Program, including assisting in resolving
litigation with the Federal Housing Finance
Administration.
• Provide legal analysis to the Permit and Resource
Management Department, Planning Commission, and
Board of Supervisors in the development of enhanced
penalties for unauthorized growing of marijuana on public
and private lands and possible grow regulations.
• Provide legal assistance to the Transportation and Public
Works Department to identify funding options for road
infrastructure investment.
• Implement an improved litigation management program, in
coordination with Human Resources - Risk Management,
in order to identify prevention opportunities, and reduce
overall litigation costs and risk exposure.
• Coordinate negotiations and provide legal and advocacy
support to protect the County from improper trust
acquisitions, insure that impacts of tribal development
projects are fully mitigated and that fee to trust reform is
adopted.
• Provide continued legal support to the Water Agency in
exploring and possibly implementing a “Community
Choice Aggregation” program a "Sustainable Energy
Utility" program, and its implementing of the Biological
Opinion.
County of Sonoma
FY 2012-2013 Recommended Budget
34
Administrative Support & Fiscal Services

COUNTY COUNSEL
Bruce Goldstein, County Counsel
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
County Counsel
Total Expenditures 6,979,109 7,131,658 2.2
Total Revenues & Reimbursements 5,270,873 5,423,422 2.9
Total Net Cost 1,708,236 1,708,236 0.0
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 36.05 36.05 36.05 0.00 0.00
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $7.1 million, an increase of $153,000 (2.2%) from the adopted FY 11-12
budget. The change is due to increased salary and benefit costs for existing staff of $157,000. These costs were offset by revenues which
increased by $152,500 (2.9%). The revenue increase was due primarily to an hourly rate increase for legal services.
There are no changes to positions for FY 12-13.
Core Services Maintained
The Office of County Counsel (“Office”) budget provides for statutorily mandated legal services for General Fund clients, and will
continue to include the following:
• Serve as primary legal adviser to the Board of Supervisors and serve as counsel at all Board of Supervisors’ meetings;
• Oppose all claims and accounts against the County that are unjust and illegal;
• Defend or prosecute all civil actions and proceedings in which the County or any of its officers is concerned or is a party in his or her
official capacity;
• Represent the Human Services Department in juvenile dependency cases;
• Represent the Health Services Department Mental Health Division in Lanterman-Petris-Short conservatorship and other proceedings;
• Provide legal representation to the Grand Jury; and
• Prepare impartial analysis of County and special district ballot measures.
• In FY 11-12, the Board added a one-time enhancement of $114,000 to County Counsel’s net cost to support PRMD’s code
enforcement. In FY 12-13 the Office will to continue to provide representation in code enforcement actions, funded by PRMD
deferred revenue collections.
In addition to mandated services, the Office has historically worked proactively with client departments to minimize risk, address
emerging legal issues, and achieve policy objectives. Based on the proposed FY 12-13 budget, attorney hours have been shifted from
General Fund to revenue clients. Services supported by revenue will increase slightly due to the shift in attorney hours. Some of the
Office's larger revenue clients include the Sonoma County Water Agency, the Agricultural Preservation and Open Space District,
Transportation and Public Works, and the Sonoma-Marin Area Rail Transit District (SMART). Services to revenue clients run the gamut
of contract negotiation, real estate transactions, environmental analysis, and litigation. The Office remains committed to meeting its
mandated functions and the highest priority needs of all its clients including essential contract review, legal analysis, and advice
response.
County of Sonoma
FY 2012-2013 Recommended Budget
35
Administrative Support & Fiscal Services

COUNTY COUNSEL
Bruce Goldstein, County Counsel
Services Eliminated or Reduced
The proposed County Counsel budget anticipates the Office will absorb increased expenditure costs which will result in a reduction of
legal support to General Fund clients by 10.6% as compared to FY 11-12. The cut is due to absorbing a 2% cost increase for total budget
which is primarily addressed through increasing revenues in other areas at the expense of General Fund services. Under the proposed
budget, the dedicated attorney service hours drop to 6,752 hours (approximately 4.5 attorneys) to meet all mandated and discretionary
General Fund legal needs, this is down from 7,551 in FY 11-12. As summarized above, the proposed FY 12-13 General Fund
contribution represents 22.5% of the Office’s budget compared to 63% General Fund support in FY 00-01.
Due to the reduction of 285 other General Fund service hours, the following County Counsel services will be significantly curtailed or
eliminated to the extent the services exceed a General Fund client’s allocation of legal service hours:
o
o
o
Legal support to major special projects;
Representation on non-termination employment discipline matters;
Legal support to labor negotiations.
Strategic Plan Focus
• County Counsel is involved in virtually every significant project undertaken by departments and agencies to advance the County
Strategic Plan, as well as the Board’s 2012 Work Plan.
• The Office will continue to play a robust role in promoting Economic and Environmental Stewardship in support of the efforts of the
Open Space District, the Water Agency, the Regional Climate Protection Agency and SMART. Such initiatives include implementing
greenhouse gas emission reduction programs; supporting public transportation development, including the SMART project
($534,000); providing support on regional solid waste disposal solutions ($178,000); and providing legal services on the County’s
energy independence program ($172,438).
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
36
Administrative Support & Fiscal Services

HUMAN RESOURCES
Wendy Macy, Director
MISSION STATEMENT
Provide comprehensive Human Resources leadership and guidance by
recruiting, developing and retaining an outstanding workforce that provides
quality public services to the citizens of Sonoma County.
Budget at a Glance:
Total Expenditures $64,824,777
Total Revenues $45,935,176
DEPARTMENTAL DESCRIPTION
Total Net Cost $18,889,601
The Human Resources Department provides a wide variety of human
Total Staff 48.50
resources and risk management services for the County. The department
% Funded by Local Discretionary Funds 4.5%
provides staff support to the Civil Service Commission, the Commission on
the Status of Women, and the Commission on Human Rights. Human
Resources services include: recruitment and examinations including executive level recruitments, classification and compensation
services, and administration; administration of layoffs and the Civil Service Rules; employee performance management; Human
Resources Management System (HRMS); position allocation administration; temporary workforce staffing; management of occupational
health services; overall responsibility for the County’s compliance with local, state, and federal laws governing Equal Employment
Opportunity (EEO), non-discrimination, and compliance with the Americans with Disabilities Act (ADA) programs; and employee
orientation, employee recognition, volunteer, and internship programs. Human Resources staff negotiates and administers Memoranda of
Understanding, the Salary Resolution, and advises departments on employee/labor relations issues. The department continues to provide
mandated Sexual Harassment Prevention training and is developing an abbreviated Human Resources “core” training program, which
will be designed and delivered in-house by existing Human Resources managers and staff.
Funding Sources
$14,922,928
$2,866,313
$313,458
$7,506,316
Funding Uses
$12,323,998
$3,913,977
$533,922
$252,195
$658,315
$37,895,950
$1,874,745
Premiums
Reimbursements (All)
Interest & Training Tuition
General Fund Contribution
Use of Fund Balance
Recruitment & Classification
EEO/ADA
Training & Commissions
Employee Relations
Property Insurance
Health Insurance
Human Resources’ Risk Management
Division manages and administers all
purchased and self-insurance programs
covering County operations including;
general liability, employee and retiree health
and welfare benefits, workers’
compensation, long-term disability, medical
malpractice, educational assistance, and
fringe benefit programs. The division is also
responsible for procurement and
management of all miscellaneous insurance
programs to protect County assets from loss,
including property, earthquake, airport and
marina liability, employee faithful
performance bond, watercraft, etc. Division
staff is responsible for administration of the
County’s programs for medical leaves of
absence, including transitional duty,
Americans with Disabilities Act employment
accommodations, and medical review
management. The Division provides
consultation and support to County
departments on the County’s Safety
Management Program which includes all
occupational safety and loss prevention
efforts in compliance with state regulations.
$13,049,075
$28,371,823
Workers' Compensation
Liability
County of Sonoma
FY 2012-2013 Recommended Budget
37
Administrative Support & Fiscal Services

HUMAN RESOURCES
Wendy Macy, Director
FY 11-12 ACCOMPLISHMENTS
• Supported the Ad Hoc Committee on Pension Reform and
facilitated the joint labor management Retirement Program
Cost Committee, which discussed pension and benefit
options.
• In collaboration with other departments, managed over $6
million in Americans with Disabilities Act remediation
projects at the County complex focusing on improving
access and path of travel.
• Updated Civil Services Rules to maximize operational
efficiencies, and implemented the County-wide Extra Help
Policy, Personnel File Policy, and Military Leave Policy.
Updated the Temporary Transitional Duty and Disability
and Reasonable Accommodation Policies. Established Exit
Interview and Offer Letter Guidelines to assist departments
to maintain best employment practices.
• Implemented monthly departmental Human Resources-
Liaison group forums focusing on Core Supervisory and
Management Training designed to develop Human
Resources knowledge at the department level and reduce
risk associated with improper employment practices.
• Completed a successful first year of Healthy Habits
wellness program encouraging employees to lead healthier
lives. This program supports the Board of Supervisor’s
goal of being the healthiest county in California by 2020.
• Completed implementation of the following modules in the
new Human Resources Management System: Training and
Development, Safety and Health; and Labor Relations, as
well as OrgPublisher, an organizational chart tool.
Developed and enhanced HRMS reports and processes. In
collaboration with Information Systems and County
Administrator’s Office, implemented new alignment
between the new system and Budget System.
• Collaborated with departments to meet objectives, goals,
and expectations of the County’s Safety Management
Program. Provided expanded workplace safety resource
materials through SharePoint and the upgraded Human
Resoures website.
• Provided training on updated contract insurance
requirements; developed a resource matrix of all
departments and affiliated agencies to ensure appropriate
insurance coverage; and completed assessment and
prioritization of appropriate coverage and other risk
mitigation options for earth quake hazard exposure of
County buildings.
FY 12-13 OBJECTIVES
• Negotiate successor Memorandums of Understanding with
all 11 employee organizations.
• Support County goals for pension reform through data
gathering and analysis, sharing of information with all
employees, collaboration with employee organization
representatives, and contract negotiations.
• Scope and develop project plan for the County’s
Leadership Development and Succession Planning
programs and support countywide core training for
managers and supervisors.
• Collaborate with General Services Purchasing Division on
the County’s integrated contract management initiative to
incorporate centralized contract insurance management,
and enhance online insurance toolkit to include automated
insurance certificate generation.
• Continue developing and refining HRMS functionality to
support efficient, effective processing, tracking, and
reporting of data and eliminate remaining duplicative
Human Resources systems.
• Develop an online County complex map identifying
accessible parking and electric vehicle charging stations,
and work to ensure all content published to County web
sites is compliant with current accessibility standards.
• Develop blue print for a County Enterprise Risk
Management strategic plan based on evaluation of Risk
Management’s role within County organization through
user group meetings.
County of Sonoma
FY 2012-2013 Recommended Budget
38
Administrative Support & Fiscal Services

HUMAN RESOURCES
Wendy Macy, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Human Resources-General Fund
Expenditures 5,555,578 5,496,471 (1.1)
Revenues & Reimbursements
1,238,614 1,201,525 (3.0)
Net Cost
4,316,964 4,294,946 (0.5)
ADA-Other General Fund
Expenditures 400,000 400,000 0.0
Revenues & Reimbursements 400,000 400,000 0.0
Net Cost 0 0 N/A
Risk Management-Internal Services
Expenditures 55,739,705 58,928,306 5.7
Revenues & Reimbursements 38,939,321 44,333,651 13.9
Net Cost 16,800,384 14,594,655 (13.1)
Total Expenditures 61,695,283 64,824,777 5.1
Total Revenues & Reimbursements 40,577,935 45,935,176 13.2
Total Net Cost 21,117,348 18,889,601 (10.5)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 46.50 46.50 48.50 2.00 4.3
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Recruitments Completed 279 335 315
Job Applications Received 15,805 20,770 19,530
Classification Studies: New/Revised Class Specs 27 36 20
Clasification Studies: Positions Reviewed 29 5 5
Memorandums of Understanding (Contract Negotiations) 9 1 11
Training Participants 6,500 1,260 1,900
Public Meetings and Events (Womens/Human Rights) 58 45 45
Health Plan Enrollees 6,141 6,250 6,250
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $64.8 million, a $3.2 million increase from FY 11-12. $75,000 of the increase
is due to higher property insurance premiums in the General Fund Insurance Index, and $3.1 million due to higher claims expense
budgeted in the County Health Plan based on recent actuarial projections. There is a $300,000 increase in expenditures budgeted in the
General Liability Self-Insurance program due to salary and benefit increases, and an increase in premiums for excess limits insurance.
This is offset by decreases in Benefits Administration and in claims expense and excess limits premiums in the Workers’ Compensation
self insurance index, and reductions to contract services. Recommended expenditures are supported by $45.9 million in revenues and
internal reimbursements for services provided to other departments and agencies and County General Fund support of $4.3 million, a
reduction of $97,000 from FY 11-12 due to savings in professional service contracts.
County of Sonoma
FY 2012-2013 Recommended Budget
39
Administrative Support & Fiscal Services

HUMAN RESOURCES
Wendy Macy, Director
Recommended position changes include the addition of 2.0 FTE Human Resources Analysts. The Human Resources Analyst in the Risk
Management Division, EEO/ADA Unit is a reinstatement of a position eliminated during FY 11-12 budget to provide professional level
administrative services in support of the County’s Title II ADA goals. This position is fully funded by de-allocated Tobacco funds to
implement the County’s ADA Transition Plan. The Human Resources Analyst in the Training and Commissions Unit will lead the effort
to revise and coordinate Human Resources Core training programs, currently being administered and tracked in each department,
decreasing the probability that core training may be missed. This position is 75% funded by contributions from the Workers’
Compensation and General Liability self-insurance programs.
Core Services Maintained
The Human Resources Department will continue to maintain the following core services, with the goal of improving and streamlining
the policies and procedures that govern the services provided:
• Services designed to prevent future litigation, unsafe or unlawful employment conditions, and higher risk personnel management
practices. Using the most efficient methods, Human Resources is committed to providing assistance and input in reshaping the
County’s workforce to best provide public services.
• Support for negotiations including strategy development, data collection and analysis, proposals, costing, scheduling, and responses to
information requests. All eleven bargaining groups will be in negotiations in FY 12-13 with the first five groups beginning in late FY
11-12. Labor Relations will also continue to process grievance and Unfair Labor Practice submissions, and meet and confer with
bargaining unit representatives on changes in employment conditions.
• Recruitment and Classification services at all levels of the organization, including department head recruitments. Human Resources
will also continue to provide classification reviews, organizational analysis related to reorganizations, salary administration, layoff
administration and assistance, and support to departments on discipline issues.
• Leadership Development and mandatory training. The department will continue efforts to revise “Core” supervisory and management
training addressing best practices specific to County of Sonoma policies and procedures, including: Recruitment, Performance
Management and Disciplinary Process, Leave Administration and Disability Management, Labor Relations, Occupational Safety,
EEO policies, and Sexual Harassment Prevention, and administration and analysis of the Staff Development Benefit program.
• Compliance with local, state and federal laws governing EEO, non-discrimination, and ADA programs.
• Management and administration of all purchased and self-insurance programs.
• Administration of the Volunteer Program, Jefferson Awards, Employee Recognition Programs, and Public Service Recognition Week.
Human Resources will coordinate volunteer needs, planning and hosting recognition events, marketing volunteer opportunities, and
monitoring use of volunteers.
• Coordination of the Disaster Service Worker Staffing program, supporting each County employee’s role as a designated disaster
worker.
• Support for Commission on the Status of Women and Human Rights Commission. Human Resources will assist with meeting
scheduling, agenda development, taking and transcribing meeting minutes, and provide purchasing support.
Strategic Plan Focus
• Economic & Environmental Stewardship – Human Resources will continue efforts in supporting pension reform initiatives.
• Investing in the Future – Human Resources programs and efforts will commit $109,000 to the County’s Strategic Plan focus area of
Investing in the Future by modifying existing policies and procedures where necessary so the County can deliver public services in
the most cost-effective way, and continue to assist departments with reorganization reviews, and providing insight and assistance as
the County streamlines, consolidates, and realigns its workforce.
• Human Resources will begin work on a workforce development/succession plan in support of the Board’s FY 12-13 goal of
continuing to foster and develop our most valuable resource, our employees. $75,000 is committed to this effort.
• Civic Service and Engagement – Human Resources will continue to staff existing programs such as the Volunteer Coordination
Program and supporting the Commission on the Status of Women and Commission on Human Rights. $136,700 is committed to this
effort in FY 12-13.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
40
Administrative Support & Fiscal Services

GENERAL SERVICES
Jose Obregon, Director
MISSION STATEMENT
The mission of the General Services Department is to efficiently plan, provide,
and manage quality facilities, vehicle and equipment procurement, and energy
and sustainability services to support Sonoma County departments and
agencies in the accomplishment of their goals.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $35,928,969
Total Revenues $19,848,496
Total Net Cost $16,080,473
Total Staff 111.60
The General Services Department provides a variety of internal service
functions that support departmental activity in county government, including:
% Funded by Local Discretionary Funds 43.1%
major and small construction improvements to county facilities; building,
equipment, and janitorial maintenance; leasing, acquisition and sale of real property, and facility debt service; architecture and capital
project planning; central purchasing; acquisition, maintenance, and management of fleet equipment; and management of facilities’
energy usage.
The department is working with Regional Parks on the potential transfer of lead responsibility for the Veteran’s buildings in order to use
General Services expertise in facilities management and avoid redundancies.
Funding Sources
$307,776
$(486,662) $654,471
$15,810,241
$1,898,296
Funding Uses
$9,316,180
$1,146,803
$1,534,315
$16,208,095
$1,159,014
$2,648,353
$1,222,291
$1,192,564
$8,870,752
Use of Money/Property
Intergovernmental Revenue
Charges for Services
Miscellaneous Revenue
SCEIP/PG&E Partnership
Internal Reimbursements
General Fund Contribution
Use of Fund Balance
Administration
Capital Projects Management
Small Construction &
Maintenance Projects
Purchasing
Energy & Utilities
Real Property Management
Facilities Operations
Additionally, General Services is a partner
with the Auditor-Controller-Tax Collector,
the Sonoma County Water Agency, County
Counsel, other local government agencies,
utilities, community groups, consultants,
business owners, and individuals and
manages the operations of the customer
service center serving the Sonoma County
Energy Independence Program (SCEIP).
The department also manages four special
funds: Fleet Accumulated Capital Outlay
funded with a portion of vehicle usage rates
charged to county programs for vehicle
replacement, capital investment, and
equipment improvements that benefit the
county’s fleet; County Center facilities
established to accumulate funds from lease
savings for future major repairs or
replacements of certain facilities; Parking
enforcement financed by revenue collected
from parking citations at the County Center,
which pays for enforcement contract
services; and the Bodega Bay Tidelands
established to meet the statutory requirement
that all Bodega Bay Tidelands lease
revenues generated be used for development
and maintenance of the Tidelands.
$6,861,027
Fleet Operations
$5,052,552
County of Sonoma
FY 2012-2013 Recommended Budget
41
Administrative Support & Fiscal Services

GENERAL SERVICES
Jose Obregon, Director
FY 11-12 ACCOMPLISHMENTS
• Completed second year and started third year barrier
removal projects identified in the updated American with
Disabilities Act Transition Plan for County Facilities.
• Continued coordination with the Administration Office of
the Courts to construct a new Criminal Courthouse at the
County Administration Center and completed
infrastructure improvements necessary for the proposed
court site.
• Substantially completed three portions of the County
Comprehensive Facility Plan including the Service
Delivery, Real Estate and Finance Visions.
• Completed construction of the Family Justice Center
Sonoma County.
• Implemented a local preference for services policy to aid
the local economy.
• Replicated the Sonoma County Energy Independence
Program for the California Energy Commission as a
model for other Property Assessed Clean Energy
programs across the country to increase marketing,
education and outreach. Implemented energy audits for
both residential and commercial participants in the
program.
• Completed the shared services project for the Sebastopol
Library Renovation, implemented the City of Rohnert
Park procurement card program and executed a contract
with California Highway Patrol to provide fleet
maintenance.
• Collaborated with Regional Parks to transition Veterans
Halls to third party management entities that will allow
for continued access by veterans and the community, and
will reduce the operational deficit for these buildings.
FY 12-13 OBJECTIVES
• Coordinate with the Administrative Office of the Courts
to construct a new Criminal Courthouse at the County
Administration Center.
• Initiate Comprehensive County Facilities Implementation
Plan; clarify entitlements, develop draft Request for
Proposal for surplus land redevelopment.
• Develop the Main Adult Detention Facility interim
improvement planning and design to position for needed
housing expansion.
• Complete radio tower replacements at Seaview, Mt.
Jackson and Siri and begin design on multiple locations
for the new Bay-WEB emergency communications
system for transmission sites with Sonoma, Marin, Napa
and Mendocino counties.
• Explore additional opportunities to develop and provide
comprehensive and affordable services to interested local
government agencies.
• Coordinate efforts with Regional Parks to assume
oversight of the Veterans Buildings.
• Complete Architecture, Facilities Operations and Real
Estate divisions consolidation plan and implement initial
phase of General Service’s department reorganization
transition plan.
County of Sonoma
FY 2012-2013 Recommended Budget
42
Administrative Support & Fiscal Services

GENERAL SERVICES
Jose Obregon, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Fund
Expenditures 33,559,540 32,740,864 (2.4)
Revenues & Reimbursements
16,992,405 16,173,729 (4.8)
Net Cost
16,567,135 16,567,135 0.0
Other General Fund
Expenditures 3,861,688 2,887,241 (25.2)
Revenues & Reimbursements
3,955,396 3,629,209 (8.2)
Net Cost
(93,708) (741,968) 691.8
Special Fund
Expenditures 408,553 300,864 (26.4)
Revenues & Reimbursements
51,558 45,558 (11.6)
Net Cost
356,995 255,306 (28.5)
Total Expenditures 37,829,781 35,928,969 (5.0)
Total Revenues & Reimbursements
20,999,359 19,848,496 (5.5)
Total Net Cost
16,830,422 16,080,473 (4.5)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 112.20 111.10 111.60 0.50 0.5
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Architecture
Number of Projects 185 209 170
Funding Available 61,824,948 41,456,837 20,372,074
Purchasing
Requisitions/Purchase Orders 975 885 920
Request for Proposals 15 32 40
Professional Services Contracts 457 500 550
Real Estate
Total Real Estate Transactions 106 101 122
Facilities Operations
Maintenance (hours) 68,000 52,591 47,600
Maint. Responsibility (square feet) 1,857,788 1,974,339 1,974,339
Number of Small Construction Projects 331 350 300
County of Sonoma
FY 2012-2013 Recommended Budget
43
Administrative Support & Fiscal Services

RECOMMENDED BUDGET
Recommended Budget
GENERAL SERVICES
Jose Obregon, Director
The recommended budget includes total expenditures decrease of $1.9 million (5%) from the adopted FY 11-12 budget. The total
expenditure decrease is primarily due to the reduction in grant funded energy efficiency projects, lower budgeted utility costs, and fewer
vehicle replacements in FY 12-13. Total revenues are decreasing by $1.2 million (5.5%) from the adopted FY 11-12 budget. The
decrease is mostly attributable to Energy revenue decreases driven by a reduction to operating transfers from the Comprehensive Energy
Project fund, and the expiration of American Recovery and Reinvestment Act grant funding for energy efficiency projects in December
2012.
Position Changes
The recommended budget includes the net addition of 0.5 FTE. As part of an overall redesign effort the department is consolidating
Architect, Facilities Operations and Real Estate into a single division and is adding 1.0 FTE Deputy Director to oversee the division,
while deleting 1.0 FTE vacant Facilities Manager and 1.0 FTE vacant Department Analyst; adding 1.0 FTE Business Development
Manager and deleting 1.0 FTE Assistant Purchasing Agent to provide cohesive, integrated strategic support of shared services and
business development needs; and adding 1.0 FTE Administrative Services Officer II and deleting 1.0 FTE Administrative Services
Officer I to better align with the job duties and responsibilities to manage a centralized administrative support unit. There is no net cost
increase associated with these position changes.
Additionally, the following position changes are recommended with no net cost increase: extending the expiration date of 1.0 FTE
Administrative Services Officer Time Limited, and reallocating 1.0 FTE Administrative Services Officer to Department Program
Manager to align with job duties and responsibilities in Energy and Sustainability; reallocating 2.0 FTE Office Assistant II to Senior
Office Assistant to better align skill sets with job duties in Facility Operations and Fleet; and adding 0.5 FTE Office Assistant in
Facilities.
Core Services Maintained
The General Services department receives total General Fund support of $16.6 million, which includes $5.8 million in facility and
energy debt payments. The remaining $10.8 in General Fund support will be dedicated to maintaining the county facilities and fleet
assets, providing procurement and contract services, leased facility real estate assistance, and energy and sustainability services to
support departments and agencies in the accomplishment of their goals.
Strategic Plan Focus
• Economic and Environmental Stewardship: To ensure that resources are sustainably managed, General Services has implemented 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.
• Economic and Environmental Stewardship: In FY 12-13, fuel-efficient vehicles will be 26.6% of the total automotive fleet and 78.5%
of the total eligible fuel-efficient sedans. Fleet Operations is working with the Metropolitan Transportation Commission to deploy 25
public access electric vehicle chargers around the County totaling $275,000. Additionally, two programs, the Sonoma County Energy
Watch ($508,000), and Sonoma County’s Energy Independence Program ($1,721,881), 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 planning phase of the Comprehensive County Facilities Plan (C.C.F.P.) is concluding. The draft C.C.F.P.
recommends strategies for internal service efficiencies, partnering, co-locations with internal and other entities, mobility,
community/customer access to services and sustainability. The C.C.F.P. provides a road map for achieving the Strategic 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 12-13, $50,000 has been budgeted for this
effort.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
44
Administrative Support & Fiscal Services

INFORMATION SYSTEMS
John Hartwig, Director
MISSION STATEMENT
The Information Systems Department vision 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.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $37,983,218
Total Revenues $33,268,269
Total Net Cost $4,714,949
Total Staff 106.5
The Information Systems Department is responsible for providing leadership,
support and coordination of technological efforts in most County departments
% Funded by Local Discretionary Funds 1.4%
with four program divisions focusing on product value and service delivery.
At the enterprise level, this means effectively bridging public safety, health and human services, land management, transportation, parks,
recreation and administrative programs with a consistent, affordable and sustainable technology foundation.
• Technical Services provides the technology infrastructure for the County. Data centers, networks / telecommunications, server farms,
storage systems, workstation structures, and personal productivity tools combine to facilitate and secure access to and processing of
information critical to departmental operations and public service. The division’s service desk provides a single-point to help
orchestrate timely and responsive incident response and work request fulfillment for all technical needs.
• Systems and Programming creates and maintains business solutions that run on the County’s technology infrastructure. Computer
programs and applications serve both specific functions and support cross-department integration of information and business
processes. Work teams develop, support and maintain integrated justice systems, geographical information systems, administrative
systems, and web content management systems.
• Business Services helps pull
Funding Sources
everything together by providing
service coordination, security
$4,198,119
$516,831
programs, process improvement
initiatives, and to deliver records,
County General Fund
print, and copy services integral to
information management. Customer
Charges for Services
centric communications and advocacy
efforts help clarify and simplify
service delivery processes across all
Replacement Funds
divisions. Leveraging shared services
in the form of reprographics and
records management functions help
deliver product value through the full
life-cycle of information… creation,
$32,268,268
processing, storage and archival
regardless of media.
Funding Uses
• Administrative Services maintains
$1,014,467
financial and internal administrative
Fiscal & Admin. Services
functions for all divisions. Activities
$3,182,891
support operational and project
Justice Services
budgeting, procurement and expense
management, fair and equitable costs
$3,972,273
$11,818,543
Health & Human Services recovery, and financial reporting all
leads to accountable and sound
business management principles.
Development Services
Other Government
Services
$11,713,926
County of Sonoma
FY 2012-2013 Recommended Budget
45
Administrative Support & Fiscal Services

INFORMATION SYSTEMS
John Hartwig, Director
FY 11-12 ACCOMPLISHMENTS
• Recycled over 300 computers through donation to the
Sonoma County Office of Education for classroom use;
donated used equipment and computers to the Family
Justice Center saving $43,000.
• Converted 40% of servers to virtual machines, avoiding
over $640,000 in capital expenditures, and reduced server
energy use by more than 6%.
• Developed processes to eliminate thousands of printed
pages of reports by publishing to the web.
• Realigned operating division staff to utilize single-point
service delivery approaches with less staff.
• Consolidated facility operations by relocating staff to
County owned facilities, saving lease costs and creating
operational efficiencies.
• Introduced role of Business Representative to serve as
customer advocate and coordination resource.
• Improved clarity by introducing a service catalogue and
change control methods to minimize risks.
• Implemented a base Electronic Document Management
System, improving productivity and enhancing
transparency through self-service capabilities.
• Began implementation of the Web Content Management
System which will help the County to achieve a unified
web presence and reduce costs.
• Renegotiated the Records facility long-term lease, saving
over $10,000 annually.
• In collaboration with the Auditor and the County
Administrator, selected a vendor to implement the
County’s next Financial Management System.
• Answered over 18,000 phone calls at the Service Desk,
fulfilled over 350 requests for Virtual Private Network
(VPN) access, and replaced over 700 computers through
the Desktop Modernization Program (DMP).
FY 12-13 OBJECTIVES
• Facilitate a consensus vision for technology planning to
guide the development of a comprehensive technology
plan.
• Improve long term service delivery management tied to
best practice standards and procedures, clear deliverables
and equitable costing, and increasing trust of County
customers.
• Move forward on the replacement of the existing financial
management system by conducting a comprehensive
needs assessment and map out a detailed plan on
replacement with a new, modern system.
• Launch additional electronic document management
system projects with several departments to reduce use of
paper, increase staff productivity, and reduce litigation
exposure.
• Implement Web Content Management System to improve
timeliness and quality of information available, increase
publishing efficiency, and ensure ADA compliance of
County web sites.
• Update the Geographic Information System (GIS)
strategic plan to ensure that the goals and objectives meet
with stakeholder expectations and expand regional shared
service partners.
• Expand the mobility options with wireless network
capability to cover additional locations meeting the
anticipated rise in utilization of mobile devices. This
could also include coverage outside of County buildings.
• Upgrade internet routers to provide higher capacity,
redundancy, and speed necessary to maintain
performance.
• Plan for next generation voice, video and data
convergence and begin pilot site implementation of new
technologies to address replacement of critical telephone
equipment.
County of Sonoma
FY 2012-2013 Recommended Budget
46
Administrative Support & Fiscal Services

INFORMATION SYSTEMS
John Hartwig, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Information Systems-General Fund
Expenditures 33,292,551 32,783,321 (1.5)
Revenues & Reimbursements
32,775,720 32,266,490 (1.6)
Net Cost
516,831 516,831 -
Information Systems-Other Funds
Expenditures 7,242,871 5,199,897 (28.2)
Revenues & Reimbursements
1,339,985 1,001,779 (25.2)
Net Cost
5,902,886 4,198,118 (28.9)
Total Expenditures 40,535,422 37,983,218 (6.3)
Total Revenues & Reimbursements
34,115,705 33,268,269 (2.5)
Total Net Cost
6,419,717 4,714,949 (26.6)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 105.50 106.50 106.50 0.00 -
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Records
Transfers/Retrievals of Storage Boxes 21,969 27,144 27,200
US Mail Pieces 3,158,776 2,819,994 2,800,000
Percent Revenue from Other Gov't 42.0% 40.8% 40.8%
Courier Envelopes Delivered 385,847 336,970 335,000
Reprographics
Printed Pieces 10,172,880 10,000,000 10,000,000
Copies 4,205,094 4,000,000 4,000,000
Percent Revenue from Other Gov't 38.9% 40.1% 40.1%
Personal Computing Support
Personal Computers Supported 3,176 3,147 3,150
Network Users 3,562 3,550 3,669
Telephone
Number of Telephones 4,750 4,650 4,960
Voicemail Boxes 3,350 3,500 3,525
Pagers & Cell Phones 1,400 1,200 1,240
County of Sonoma
FY 2012-2013 Recommended Budget
47
Administrative Support & Fiscal Services

RECOMMENDED BUDGET
INFORMATION SYSTEMS
John Hartwig, Director
The recommended budget reflects overall expenditures of $38 million, a $2.6 million or 7% decrease from FY 11-12. This is the result
of decreases in services and supplies expenditures and fixed asset replacement costs partially offset by an increase in salary and benefit
costs. Recommended expenditures are supported by $33.3 million in revenues and internal reimbursements for services provided to other
departments and agencies and direct County General Fund support of $500,000 to support the Records Management program needs.
$603,000 in new revenue is being realized from the Enterprise Resource Planning (ERP) System Administration Internal Service Fund,
to support positions dedicated to the Finance and Budget System project. The balance of expenditures is supported by transfers from
fund balance in support of strategic technology investment and infrastructure updating and replacement. Overall, this represents a
$780,000 reduction in charges to other departments from FY 11-12 due primarily to reduced courier service utilization, decreased
baseline revenue from the Courts, and changes in pass-through costs.
The recommended budget includes funding for five existing positions which had been held vacant to produce salary savings in FY 11-
12, and may have been deleted in FY 12-13 had funding not been identified. New project revenues associated with the Finance and
Budget System and the Enterprise Document Management Projects, and reductions in extra help utilization enable the filling of these
positions in FY 12-13 in support of strategic project efforts.
Core Services Maintained
The Information Systems Department will continue to focus on service excellence in operating, supporting, and maintaining core
infrastructures and related business services. Efforts will continue to consolidate and align functions to control costs and improve
operating efficiency.
• Service Desk and Technical Support functions will remain at current levels offering general support between 8:00 am and 5:00 pm
during normal business days. Critical services and emergency standby response will be maintained 24 hours a day, 365 days per year.
• Data centers, network infrastructure, servers and storage systems that are vital to County operations will continue to be updated and
maintained. This budget includes the appropriations necessary to allow incremental increases in capacity in order to maintain
performance levels.
• Application, web and geographical information programming and system services will be maintained at current levels. Delays in low
or medium priority project development can be anticipated as resource constraints require attention to production maintenance and
priority projects.
• Public safety and integrated justice systems operation and programming services level remain at current levels.
• Records and Reprographics services will be maintained. The Information Systems Department will be working with customers to
develop records storage plans and requirements consistent with increasing demands in electronic document scanning and indexing.
Services Eliminated or Reduced
The FY 12-13 budget reflects a significant reduction in maintenance and supply expenditures (-11%), reduction in capital equipment
replacement and project funding (-7%), and continued deferral of the collection of annualized capital replacement funds not directly
associated with departmental workstation replacements.
To best meet the needs of the majority of users with the limited resources available, the Information Systems Department will be
instituting the following service reductions.
o
o
o
o
o
Desktop support staff on 24-hour standby will be discontinued unless requested by a department. If requested, that
department will be invoiced directly for the cost of the standby plus any response costs.
Historically, printer repair and maintenance services have been contracted and absorbed in baseline services. Departments
have not incurred any direct cost associated with that service. Due to the wide disparity between printer counts and print
volumes, in FY 12-13, costs for repairs will be directly billed to the department that utilizes the service.
Budget constraints will restrict the ability to respond to emerging technology demands, special ad hoc projects, and to
maintain technical expertise on products with limited use. Departments that request assistance with non-standard products
or services beyond baseline levels will be direct billed for this assistance.
To manage coverage issues associated with staffing constraints, the Department will delay response on medium or lower
priority activities when demand for services exceeds available staff resources.
Standard industry life-cycle planning methods recommend that between 15 and 20 percent of asset value (approximately
$4.5 to $6 million at the current estimated value) should be anticipated annually to replace aging or obsolete technology
and to maintain the health and availability of the core technology assets. Given economic constraints over the past several
County of Sonoma
FY 2012-2013 Recommended Budget
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INFORMATION SYSTEMS
John Hartwig, Director
years the current model allocates only about $1 million for desktop replacement, and does not include the recovery of any
funds to replenish reserves to address core infrastructure replacement. To address deferral of collection of annualized
infrastructure replacement funds to maintain the performance and availability of core technologies, the Department will
work with the County Administrator’s Office to return to a sustainable funding system.
Strategic Plan Focus
The Information Systems Department’s mission and service portfolio directly supports departments in the delivery of meaningful
outcomes which support all strategic plan focus areas.
In addition to infrastructure and an extensive business application portfolio, three priority projects represent core foundational
application systems for delivering superior public service across all functional areas. These projects remain priorities to support and
facilitate transformation and business re-alignment initiatives:
‣ Electronic Document Management System Implementation - reduce reliance on paper-based systems for managing daily
operations and position information for accessibility, transparency and sharing in electronic formats. This project aligns with the
County’s strategic focus area of “Economic and Environmental Stewardship” by decreasing the use of paper, reducing waste, and
creating savings and efficiencies in the departments. Information Systems has included $520,000 in the proposed budget for this
project.
‣ Expand Web Presence and Branding – will implement an enterprise scale web content management system to increase and
improve accessibility, facilitate self-service transactions, and increase accountability to the public. This project aligns with the
County’s strategic focus area of “Civic Services and Engagement”. Information Systems has included $870,000 in this proposed
budget for this project.
‣ Financial Information System Replacement – will replace current financial systems with a single, more comprehensive
environment to manage operations and transform processes embedded in overly complex technologies within and between
departments, special districts, funds, and agencies. In FY 12-13, $603,000 is committed to this effort.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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County of Sonoma
FY 2012-2013 Recommended Budget
50
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DESCRIPTION
This budget includes expenditures and revenues which are not directly
associated with a specific department. Appropriations for employee benefits,
financial contributions to other agencies, departments, and programs,
contingencies, and revenues not associated with a specific department, such as
tax revenues, are accounted for in Non-Departmental, as are certain reserves
The Non Departmental recommended budget includes three funds: General
Government and Unallocated Revenues, Tribal Development Impact Mitigations
and Construction, Advertising and Other Special Revenue funds. These are
summarized below.
The General Government and Unallocated Revenues fund accounts for the
majority of non-departmental expenditures and revenues and includes five divisions:
NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
The Employee Benefits division funds tuition reimbursement, employee development, pre-employment and other medical expenses,
employee recognition programs, administrative, and other memoranda of understanding costs.
Funding Sources
$4,297,473 $3,500,000
$6,694,643
$2,361,013
$5,773,924
$26,430,000
$2,060,821
$8,662,795
$3,136,500
$3,500,000
$189,284,236
*From General, Internal Service, & Special Revenue Funds
Funding Uses
$31,133,489
$3,094,384
$7,997,010
$3,125,000
$2,500,000
$6,834,411
$7,801,902
$21,343,679
Property Tax
Tribal Develop. Mitigation
Funds
Sales/Use Taxes
Transient Occupancy Tax
(TOT)
Refuse Franchise Fees
Open Space Sales Tax
Interest
Internal Reimbursements*
Charges for Services
Federal/State/Local
Other
Employee Benefits
Debt Service
Roads
Capital Investment
Contingency Fund
Other General Govt. Exp.
Court/Criminal
Construction
Open Space Debt &
Purchases
Budget at a Glance:
Total Expenditures* $83,829,875
Total Revenues $255,701,405
Total Net Cost $(171,871,530)
Total Staff
Other General Government division includes
funding for judgment and damage claims,
litigation costs, contracts for services benefiting
multiple departments, evidentiary sexual assault
examinations, and transfers to other funds, such
as the annual General Fund transfer to the
Department of Transportation and Public
Works-Roads budget.
Appropriations for Contingencies are the
budgeted operating reserves of the County
General Fund.
Non-Proposition 4 Unallocated Revenues are
“general revenues” not assigned to a specific
operating department. These revenues help
finance the “net cost” of budgets in the general
fund and certain other funds. They include
federal revenues not earned by any particular
department, property tax administration fees,
and support service reimbursements.
Proposition 4 Unallocated Revenues include
“general revenues” which are subject to the
appropriations limit of the County. These are
tax, interest, and shared state revenues over
which the County has some discretion. These
revenues also provide the majority of the
financing for the “net cost” of General Fund
departments and certain other funds.
The Non-Departmental budget also includes
other funds, such as special revenue funds and
sub-funds of the General Fund. The major
Special Revenue funds include revenues and
operating transfers related to the Tobacco Endowment Fund, Open Space Special Tax Account (bond proceeds), Courthouse
Construction Fund, Criminal Justice Construction Fund, and the Advertising Fund.
* Total expenditures in the “Budget at a Glance” box represent only those expenditures that are appropriated in this budget unit and
described below e.g. Employee Benefits, Debt Service, etc. The negative “Net Cost” includes the County’s discretionary revenue that
fund the recommended net cost in the General Fund department budgets throughout the rest of this document.
n/a
% Funded by Local Discretionary Funds 31.6%
County of Sonoma
FY 2012-2013 Recommended Budget
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NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Government & Unallocated Revenue - General Fund
Expenditures 24,558,944 26,480,744 7.8
Revenues & Reimbursements
225,951,777 225,107,190 (0.4)
Net Cost
(201,392,833) (198,626,446) 1.4
Tribal Development Impact Mitigation & Tobacco
Endowment - Other General Funds
Expenditures 5,835,000 12,927,124 121.5
Revenues & Reimbursements 3,500,000 5,560,821 58.9
Net Cost 2,335,000 7,366,303 215.5
Construction/Advertising/Other - Special Revenue
Expenditures 53,435,999 44,422,007 (16.9)
Revenues & Reimbursements 23,540,975 25,033,394 6.3
Net Cost 29,895,024 19,388,613 (35.1)
Total Expenditures 83,829,943 83,829,875 (0.0)
Total Revenues & Reimbursement 252,992,752 255,701,405 1.1
Total Net Cost (169,162,809) (171,871,530) (1.6)
STAFFING SUMMARY
There is no staff allocated to the division.
RECOMMENDED BUDGET
General Fund
The recommended budget results in $198.6 million negative net cost, which reflects the discretionary revenue that funds the
recommended General Fund support for programs across the county.
Revenues
The FY 12-13 recommended unallocated General Fund revenues from all funding sources are expected to decrease by .4% over FY 11-
12. These revenues, together with anticipated current year-end fund balance, support the majority of discretionary spending in the
County General Fund. Significant revenue changes are discussed below.
• Property Taxes of $178 million are budgeted based on the Assessor’s April 2012 estimates of a less than 1% secured property value
increase, which represents no increase in secured property tax revenue from current year estimates. Unsecured property tax and
supplemental secured property tax are budgeted at $6 million, which is $200,000 less than the prior year.
• Sales Taxes are budgeted at $13.4 million, which represents a 3% or $440,000 increase from the prior year budget, based on current
year estimates and statewide sales tax projections of modest growth in consumer activity.
• Total interest earnings of $5.7 million are based on a 0.5 to 1.0% annual average rate. This represents $500,000 more than was
budgeted in FY 11-12. The projected interest revenue assumes modest interest premium from tax revenue anticipation notes.
• Revenues and reimbursements from departments for support services (referred to as A-87 costs) are budgeted at $6.7 million, which is
a $1.1 million decrease when compared to FY 11-12. This is mainly a result of reduced County operations costs due to several years
of budget reductions.
County of Sonoma
FY 2012-2013 Recommended Budget
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Expenditures
NON DEPARTMENTAL
Veronica A. Ferguson, County Administrator
Support provided by the above revenues generally takes the form of the net cost reported in each of the County General Fund
departments. In addition, the recommended budget includes specific expenditure allocations intended to benefit all County programs and
direct funding contributions to other departments. The$1.9 million recommended expenditure increases are the result of following
adjustments:
• The budget also includes $5.9 million in General Fund support for General Government Capital Projects ($2.5 M), upgrades to the
County’s radio communications systems ($1.4M), and the 4 th year funding of $2 million for the implementation of the updated
Americans with Disability Act (ADA) Self Evaluation and Transition Plan (SETP) approved by the Board of Supervisors on
December 8, 2009.. The total estimated cost of the removal of the identified barriers is between $20 and $25 million. A 12-year plan
has been established to remove these barriers. FY 12-13 appropriations are an increase of $170,000, based on a return to baseline
funding levels after a one-time reduction to Capital Projects budget in FY 11-12 to meet budget reduction goals.
• General Fund Appropriations for Contingencies is recommended at $2.5 million to meet unanticipated needs resulting from County
programs stepping down their service models to meet a reducing funding structure. This represents a decrease of $360,000 from the
FY11-12 adopted budget.
• Expenditures increase from FY 11-12 by approximately $1.9 million (8%) mostly due to increased contract costs for labor
negotiations, and increased interest expense associated with the Temporary Revenue Anticipation Note (TRAN) issued by the
Treasury to cover short term cash flow issues throughout the year. The interest expenditure is offset by the interest earned on the
TRAN, which is only issued if the interest earned exceeds the interest expense. Also, expenditure increases are partially offset by a
reduction to Professional Development appropriations of $480,000 based on increased appropriations in FY 11-12 after several years
of these benefits being unavailable to employees due to budget constraints.
• The recommended budget also includes the County’s contribution of $165, 000 to the Local Agency Formation Commission
(LAFCO).
Other General Fund – TRIBAL DEVELOPMENT IMPACT MITIGATION FUND
• The FY 12-13 amount includes a $3.5 million from Tribal Development Impact Mitigation Fund. These dollars pay for costs borne by
a variety of County General Fund departments to mitigate the off-reservation impacts associated with the River Rock Casino.
• The total $6.7 million contribution to the Road Fund increased by $2.2 million in FY 12-13, funded by Refuse Franchise Fees,
General Fund revenues which are collected as part of the negotiated agreement with county refuse collectors.
Special Revenue Funds
• Other General Government Special Revenue – This budget includes non-General Fund expenditures financed from specially
established sources for a dedicated purpose either dictated by the nature of the revenues and/or created by the Board of Supervisors.
Total recommended expenses reflect $9.7 million Tobacco Endowment funds designated in prior years for Capital Projects and ADA
SETP implementation that are being re-budgeted, $3.1 million financing for Criminal Justice programs capital investment; and $31
million in the Open Space Special Tax Account to transfer funds to the Open Space District for property purchases, and to the
County’s debt fund for annual debt service of the Open Space Series 2007 Measure F Sales Tax Bonds.
• Non-Proposition 4 Unallocated Revenues (Criminal Justice Construction) – This budget records parking penalties surcharge revenue
which are to be used for Criminal Justice Construction projects. The total budgeted revenues are $1.3 million which is a slight
decrease from the prior year, based on collection experience.
• Proposition 4 Unallocated Revenues (Advertising) – This budget records 75% of the transient occupancy tax (TOT) collected from
lodging facilities located in the county’s unincorporated area, which is projected at $6.6 million; representing no increase from current
year estimated collections based on recent tourism industry information. Detailed uses of these funds are included in the Advertising
Budget found elsewhere in this document. The remaining 25% of collected taxes is directly apportioned to the General Fund.
County of Sonoma
FY 2012-2013 Recommended Budget
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County of Sonoma
FY 2012-2013 Recommended Budget
54
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AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector
MISSION STATEMENT
Our mission 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.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $39,058,038
Total Revenues $33,425,871
Total Net Cost $5,632,167
Total Staff 94.00
% Funded by Local Discretionary Funds 16.2%
The Auditor-Controller-Treasurer-Tax Collector Department (ACTTC) is
distinguished by three areas. The following summarizes these functions under
the direction of the Auditor-Controller Treasurer-Tax Collector.
The Auditor-Controller is the chief financial officer of the County, exercising general supervision over the accounting of all
organizations under the control of the Board of Supervisors and all districts whose funds are kept in the County Treasury. The Auditor-
Controller provides various levels of accounting services to county departments and local government agencies. Additionally, the office
is responsible for the preparation of financial
statements, receipt and disbursement of
Funding Sources
Charges for Services
county funds, compilation of the county's
$7,988,754
$5,411,532
budgets, payroll processing, and financial
Special Assessments/Bonds audits.
$1,510,204
$1,921,333
$7,194,856
$3,798,852
Funding Uses
$7,194,856
$11,232,507
$1,514,000
$11,232,507
$3,921,193
$2,118,453
$1,337,002
$1,766,361
$3,540,735
$1,858,282
$775,797
$3,798,852
SCEIP
ERP System
Unemp-ISF/Other Revenues
Internal County
Reimbursements
General Fund Support
General Accounting
Fiscal Services
Audit Services
Payroll Services
Tax Collection/Accounting
Treasury
Revenue & Debt
SCEIP
Special Assessments/Bonds
ERP System
Unemployment-ISF
The Treasurer is responsible for the
safekeeping and investment of funds for the
county, school districts, and other local
agencies. The Treasurer is also responsible
for the administration of the County’s
deferred compensation program, the
collection of delinquent revenues, collection
and disbursement of assessments for the
Sonoma County Tourism Business
Improvement Area, collection of
unincorporated area Transient Occupancy
Taxes, collections of parking fines for many
governmental agencies, and the management
and facilitation of county issued debt and
bonds.
The Tax Collector-Auditor is responsible for
the collection and distribution of all property
taxes for school districts, special districts,
cities, redevelopment agencies, and County
government. The Tax Collector-Auditor
performs billing and collection of 1915 Act
special assessment bond debt used to fund
infrastructure improvements such as streets,
water distribution systems, sewer lines, and
other improvements.
The Sonoma County Energy Independence
Program (SCEIP) provides financing for
energy and water conservation
improvements to qualifying property owners through voluntary assessments on their property tax bills. The Auditor-Controller-
Treasurer-Tax Collector is the program administrator for the SCEIP Enterprise Fund (in conjunction with the General Services
Department, the Sonoma County Water Agency, County Counsel, and the County Administrator) and is authorized to enter into
contractual assessments on behalf of the County.
County of Sonoma
FY 2012-2013 Recommended Budget
55
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AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector
The Unemployment Self-Insurance Internal Service Fund (ISF) provides reimbursement to the state for unemployment claims filed by
Sonoma County employees. Payments from the fund are financed through charges to county departments. The ACTTC administers the
program with assistance from the Human Resources Department.
The Enterprise Resource Planning (ERP) System Administration Internal Service Fund provides funding for the administration of the
Kronos Timekeeping System, the Human Resources Management System, and the Finance and Budget System. Costs associated with
the administration of these global systems are allocated to departments who utilize the systems based on the number of FTE’s employed.
FY 11-12 ACCOMPLISHMENTS
• Identified and collected over $200,000 of delinquent
Transient Occupancy taxes and registered over 100
previously unregistered Vacation Rental by Owner
(VRBO) properties resulting in over $100,000 in new
Transient Occupancy tax collections.
• Increased efficiency and service delivery by completing
the Interactive Voice Response (IVR) phone system
upgrade and successfully downsizing, streamlining and
integrating the Central Collection Division into the Tax
Collection Division.
• Successfully issued the annual Tax Revenue Anticipation
Note in the amount of $130 million at an interest rate of
.19%, earning the County $500,000.
• Continued the implementation of the new HRMS System
by expanding the Kronos time and attendance system to
make additional tools available to departments,
successfully issue W-2's, and provide electronic pay stubs
to employees through the self-service portal.
• Completed the initial phase of a multi-year process to
implement the Redevelopment Dissolution Act.
• The FY 11-12 Final Budget, and the FY 10-11
Comprehensive Annual Financial Report were recognized
as exemplary by the Government Finance Officers
Association. Sonoma County is one of few counties in the
state to consistently receive this national award for both
documents.
FY 12-13 OBJECTIVES
• Improve efficiency within the department and increase
our ability to provide cost-effective services through a
department-wide reorganization.
• Begin implementation of a new financial system.
• Obtain the Government Finance Officers Association’s
outstanding achievement awards for the Comprehensive
Annual Financial Report and the Popular Annual
Financial Report, as well as the Distinguished
Presentation award for the County’s Final Budget.
• Establish an audit committee to guide audit planning and
a comprehensive, countywide risk analysis in order to
strengthen controls and improve oversight. Develop the
audit division work plan to include a combination of
revenue producing and internal audits utilizing Institute of
Internal Auditors’ standards.
• Expand fiscal service delivery to the Sonoma Marin Area
Rail Transit District.
• Gain efficiencies from the Human Resource Management
System and provide enhanced functionality to employees
and managers.
• Guide the County and support successor agencies through
a successful implementation of the Redevelopment
Dissolution Act.
• Implement e-billing of property tax secured bills to reduce
departmental overhead and provide superior customer
service.
• Issue the County’s annual Tax Revenue and Anticipation
Note to cover cash flow needs prior to the receipt of the
December 2012 tax installment, if investment conditions
are favorable to the County.
County of Sonoma
FY 2012-2013 Recommended Budget
56
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Fund
Expenditures 15,154,690 16,249,140 7.2
Revenues & Reimbursements 9,743,156 10,837,608 11.2
Net Cost 5,411,534 5,411,532 (0.0)
Debt Service-County
Expenditures 3,521,400 3,725,907 5.8
Revenues & Reimbursements 3,520,000 3,727,974 5.9
Net Cost 1,400 (2,067) (247.6)
Debt Service-Bonds
Expenditures 0 7,506,600 100.0
Revenues & Reimbursements 0 8,000,000 100.0
Net Cost 0 (493,400) 100.0
Enterprise(SCEIP)
Expenditures 5,465,607 3,798,852 (30.5)
Revenues & Reimbursements 3,399,786 3,513,750 3.4
Net Cost 2,065,821 285,102 (86.2)
Internal Service Fund (Unemployment Insurance)
Expenditures 1,614,000 1,514,000 (6.2)
Revenues & Reimbursements
1,489,000 1,083,000 (27.3)
Net Cost
125,000 431,000 244.8
Internal Service Fund (Enterprise Resource System Admin)
Expenditures 2,258,728 6,263,539 177.3
Revenues & Reimbursements 2,258,728 6,263,539 177.3
Net Cost 0 0 0.0
Total Expenditures 28,014,425 39,058,038 39.4
Total Revenues & Reimbursements
20,410,670 33,425,871 63.8
Total Net Cost
7,603,755 5,632,167 (25.9)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 90.00 91.00 94.00 3.00 3.3
County of Sonoma
FY 2012-2013 Recommended Budget
57
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators
Accounting Division
Accounting Transactions
Actual
195,541
Estimated
196,000
Recommended
196,000
(Documents and/or lines posted-claims, j.v.'s/deposits)
Audit Division
Revenue Audits - Mandated 42 40 40
Revenue Audits - Discretionary 17 21 17
Percent of audits performed by June 30 of the
year scheduled 90% 90% 90%
Fiscal Division
Accounts Receivable Bills Processed 15,592 15,642 15,700
Reports/Statements Prepared by Due Date 1,198 1,173 1,180
Percent year-end financial statements prepared
timely 100% 100% 100%
Payroll Division
Warrants and Advice Deposits Issued 103,120 101,000 101,000
Adjustments and Corrections Processed 2,800 2,500 2,500
Requests for Payroll Information 1,000 950 950
Property Tax Division
Direct Charges/Tax Bill Assessments 524,779 524,779 525,000
Tax Code Areas 927 934 934
Tax Roll Changes 8,316 9,743 9500
Refund warrant mailed to taxpayer within 9
working days of receipt of correction 100% 100% 100%
Spec Assessment Districts 32 34 36
Spec Assessment Parcels 5741 5727 6,000
Collections Accounts Opened 11,989 115,000 11,500
Letters/Statements 101,377 101,000 101,000
Revenue/Cash Collections for other departments 5,599,907 4,000,000 4,000,000
Tax Collection Division
Secured Tax Bills 176,118 176,444 177,000
Unsecured Tax Bills 21,306 20,523 20,500
Supplemental Bills 18,888 15,000 17,500
Revenue & Debt Division
Transient Occupancy 1,915 2,150 2,300
Parking Citations 13,991 13,200 13,500
Treasury Division
Warrents Processed 290,070 300,000 300,000
Checks Deposited 492,783 500,000 500,000
Deferred Comp Accounts 6,309 6,300 6,300
RECOMMENDED BUDGET
The recommended budget includes total expenditure increases of $10.1 million from the adopted FY 11-12 budget. This change is
primarily from $7.5 million in new appropriations for Agricultural Preservation & Open Space District Measure F Bonds, $200,000 for
voter approved Special Assessment Bonds and $140,000 in new staffing costs for Redevelopment Dissolution activities, partially offset
County of Sonoma
FY 2012-2013 Recommended Budget
58
Administrative Support & Fiscal Services

AUDITOR-CONTROLLER-TREASURER-TAX COLLECTOR
David E. Sundstrom, Auditor-Controller-Treasurer-Tax Collector
by a $1.7 million decrease in appropriations for the Sonoma County Energy Independence Program (SCEIP) previously financed by use
of fund balance. In addition, $3.9 million has been appropriated to the Enterprise Resource Planning (ERP) System Administration
Internal Service Fund for the Discovery Phase of the Finance and Budget System project, of which $931,000 is appropriated for ACTTC
costs related to the project.
Total Revenues increased by $11.9 million, reflecting $8 million in cash transfers from the Sonoma County Agricultural Preservation &
Open Space District to provide funding for the above mentioned Measure F bond payments and reserves, $3.9 million in funding for the
finance and budget system project, $300,000 increase in funding for SCEIP and Special Assessment projects, and $140,000 in new
Redevelopment Dissolution administration revenues, partially offset by a $400,000 decrease in contributions needed for unemployment
insurance payments.
Recommended positions increased by a net of 3.0 FTE from the FY 11-12 adopted budget. 1.0 FTE Accountant II was added in the
Property Tax Division (approved midyear in FY 11-12) to provide revenue funded support for the Redevelopment Dissolution activities.
Deleted positions include 1.0 FTE (vacant) limited term Accountant-Auditor in SCEIP, and 3.0 FTE (vacant) Account Clerks in the
Fiscal Division. To appropriately staff the Discovery Phase of the Finance and Budget System project, 1.0 FTE Senior Business Systems
Analyst was added to the recommended budget.
The recommended budget also includes the addition of 1.0 FTE term limited Supervising Accountant, 2.0 FTE Accountant Auditor II
(1.0 is term limited), 1.0 FTE term limited Department Analyst, and 1.0 FTE term limited Accounting Manager to appropriately staff the
Implementation Phase of the project. The effective date for these position allocations is October 1, 2012, pending Board approval of the
system vendor contract in early FY 12-13.
Core Services Maintained
• All mandatory services provided by the Auditor-Controller, including preparation of financial statements, receipt and disbursement of
county funds, compilation of the county’s budgets, payroll processing, and financial audits.
• Safekeeping and investment of funds in the County Treasury for the county, school districts, and other local agencies and
management and facilitation of county issued debt.
• Collection and distribution of all property taxes for school districts, special districts, cities, redevelopment successor agencies, and the
county and billing and collection of 1915 Act special assessments bond debt. Collections services provided for the Tourism Business
Improvement Area, unincorporated area collections of Transient Occupancy Taxes, and collections of parking fines for many
governmental agencies.
• Administration of the Sonoma County Energy Independence Program (SCEIP).
• Revenue funded accounting services provided to county departments and agencies. Special District Accounting Services charges for
Independent Special Districts are projected to remain at 70% of actual costs and Dependent Districts will remain at 100%. The overall
charges to Independent and Dependent districts will be close to the same as FY 11-12 charges.
Strategic Plan Focus
• Invest in the Future: The County's financial system, FAMIS, has been running on the County mainframe since its implementation in
1985. The County's budget system is another legacy program running on the mainframe, and both of these systems depend upon older
technology that is difficult and expensive to maintain. Furthermore, their archaic user-interface systems do not provide easy access to
data nor support best-practice integration with related processes such as procurement and grant management. In response, staff has
completed the initial procurement process for replacing the finance and budget systems, but due to current economic conditions and
resource constraints, no final vendor decision has been made. Moving forward, the ACTTC will assume a leadership role during the
replacement and the subsequent management of these systems. The FY 12-13 budget reflects $931,000 appropriated toward the
discovery phase of this monumental project.
• Economic and Environmental Stewardship: Over the past three years, the Sonoma County Energy Independence Program (SCEIP)
has created hundreds of jobs while helping more than 1,700 local property owners do their part to create a cleaner and greener
Sonoma County. SCEIP has funded $55 million worth of energy improvements that have created 7.8 megawatts of new, green energy
and prevented the release of several thousand tons of carbon gasses into our atmosphere.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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County of Sonoma
FY 2012-2013 Recommended Budget
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CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
MISSION STATEMENT
Fulfill the legally and locally mandated functions of the County Clerk-
Recorder-Assessor in an accurate, timely, professional, and courteous
manner.
Budget at a Glance:
Total Expenditures $16,133,699
Total Revenues $6,041,374
DEPARTMENTAL DESCRIPTION
Total Net Cost $10,092,325
The County Clerk-Recorder-Assessor department was established in 2001 Total Staff 106.73
when the elected offices of County Clerk/Public Administrator, Recorder,
and Assessor were combined. The County Clerk is responsible, under state
% Funded by Local Discretionary Funds 66.0%
law, for issuing marriage licenses, performing marriage ceremonies, filing
and maintaining fictitious business name statements, Conflict of Interest Statements for statutory filers and notary bonds, and processing
environmental documents. This division has also assumed the Recorder’s responsibility for filing and issuing certificates of birth, death,
and marriage.
The Registrar of Voters is responsible, under state law, for conducting all elections in Sonoma County (federal, state, county, city,
school, and special district) and administration of all other election-related functions.
The Recorder Division, under state law, is responsible for recording and maintaining public documents associated with land
transactions, including deeds, liens, and maps, in addition to documents associated with vital statistics including births, deaths, and
marriages.
Funding Sources
$531,798
$86,317
$659,149
$(380,543)
General Fund
Charges for Services
Interest
The Assessor Division is responsible,
under state law, for the identification of
all taxable property and the
valuation/appraisal of all real and
personal property in Sonoma County for
property taxation purposes.
$4,764,110
State Reimbursements
Internal Reimbursements
$10,472,868
Use of Fund Balance
Funding Uses
$2,318,483
$548,115
County Clerk
$3,621,337
Registrar of Voters
Assessor
Recorder
$9,645,764
County of Sonoma
FY 2012-2013 Recommended Budget
61
Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
FY 11-12 ACCOMPLISHMENTS
• Reviewed over 122,000 residential properties for market
value adjustments; completed over 50,000 reassessments
and 2,218 assessment appeals.
• Improved Assessors Division processes by partially
implementing the Computer Aided Mass Appraisal
System (CAMA), Sales Comparison Module; continuing
installation of the NET version of the Property Tax
System; posting annual assessment notices on our
website, and providing taxpayers the ability to file
business property statements at public kiosks.
• Continued translation of assessment forms/letters into
Spanish to improve customer service for a large segment
of Sonoma County taxpayers.
• Completed upgrade to the existing Clerkdocs application
including the Professional Registration modules for
Process Server, Professional Photocopier, Legal
Document Assistant, and Unlawful Detainer Assistant
registrations, improving customer service by allowing
customers to complete applications at lobby kiosk prior to
seeing a Clerk.
• Increased efficiency in the micrographics unit by
increasing the number of scanned documents and
installing Enhanced Digital Reel to locate, view, and print
copies of recorded documents.
• Successfully completed redistricting for the Sonoma
County Board of Supervisors, Sonoma County Junior
College District and the Sonoma County Board of
Education.
• Collaborated with the California State University Long
Beach Graduate School of Social Work Internship
Program and a variety of community-based organizations
to develop and implement a successful voter outreach and
education program to historically underrepresented
groups including disabled voters, Hispanic communities,
and youth.
• Conducted elections in August 2011, November 2011,
March 2012, April 2012, and the June 2012 Presidential
Election, implementing the new Top Two Primary
election rules.
FY 12-13 OBJECTIVES
• Continue revaluation of residential properties to reflect
the ongoing changes in the real estate market.
• Complete installation of Computer Aided Mass Appraisal
System (CAMA), for direct enrollment of transfers to
increase the number of re-appraisals completed while
utilizing fewer appraisers and gaining efficiencies.
• Increase voter outreach by expanding the Voting
Accessibility Advisory Committee, attending community
activities to encourage voter registration and participation,
and utilizing staff resources to better meet the needs of
Hispanic communities; continue program to translate
assessment forms.
• Continue working to reduce the backlog of assessment
appeals, transfers, and new construction events.
• Install and implement a fully integrated recording,
cashiering, and vital records system.
• Provide training and cross training for Micrographics,
Document Recording and customer service, and develop a
succession plan for these areas.
• Successfully administer Consolidated Presidential/Top
Two General Election in November 2012, by increasing
public awareness and enhancing voter education of the
process.
County of Sonoma
FY 2012-2013 Recommended Budget
62
Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
County Clerk/Registrar of Voters-General Fund
Expenditures 3,783,215 4,169,452 10.2
Revenues & Reimbursements 1,196,109 1,839,258 53.8
Net Cost 2,587,106 2,330,194 (9.9)
Assessor-General Fund
Expenditures 9,298,121 9,602,283 3.3
Revenues & Reimbursements 1,410,012 1,459,609 3.5
Net Cost 7,888,109 8,142,674 3.2
Assessor-Special Revenue Fund
Expenditures 43,855 43,481 (0.9)
Revenues & Reimbursements 52,343 55,105 5.3
Net Cost (8,488) (11,624) 36.9
Recorder-Special Revenue Fund
Expenditures 2,645,632 2,318,483 (12.4)
Revenues & Reimbursements 2,597,924 2,687,402 3.4
Net Cost 47,708 (368,919) (873.3)
Total Expenditures 15,770,823 16,133,699 2.3
Total Revenues & Reimbursements 5,256,388 6,041,374 14.9
Total Net Cost 10,514,435 10,092,325 (4.0)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 104.73 104.73 106.73 2.00 1.9
County of Sonoma
FY 2012-2013 Recommended Budget
63
Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
County Clerk
Vital Statistics Copies 19,385 17,149 17,800
Marriage Licenses 2,818 2,799 2,750
Fictitious Name Filings 4,658 4,847 4,912
Notary Bonds 547 627 562
Marriages Performed 830 837 800
Registrar of Voters
Registered Voters 244,806 263,000 260,000
Scheduled Elections 1 5 1
Ballot types 109 95 135
Abentee Ballots Issued 169,358 190,000 170,000
Polling Place Precincts (set-up task) 186 200 200
Ballot Cards Processed 186,920 200,000 200,000
Assessor
Title Transfers Processed 22,114 22,000 22,000
New Lots/Parcels 477 590 400
Permits Processed 9,317 9,771 9,800
Total Secured Parcels 181,500 181,700 181,800
Unsecured Assessments 34,306 36,529 36,600
Recorder
Recordings 138,215 137,646 138,100
Filmed Images 507,745 522,042 513,000
Vital Statistics Filings 12,443 12,550 12,479
Number of Pages Copied 47,497 48,250 47,275
Deeds Recorded 21,858 21,918 22,000
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $16.1 million, a 2.3% increase from FY 11-12. Recommended expenditures
are supported by $5.6 million in revenues from charges for services to the public, state and other governmental entities, internal
reimbursements, interest earnings, and County General Fund support of $10.1 million. The department has increased expenditures and
revenues sufficient to offset the increased costs associated with the number of jurisdictions holding elections in FY 12-13. The County is
required by statute to conduct all elections for federal, state, county, special district and school district offices and measures. All nine
cities in Sonoma County also contract with the County for the conduct of their elections. The number and type of regular elections
scheduled in any given year are dictated by state law with no discretionary control on the part of local officials.
The recommended FY 12-13 budget funds an increase of 1.0 Appraiser III, 1.0 Appraiser Aide, and approximately 1,300 hours of extra
help from the previous year to supplement the Assessors Division to help address the assessment appeals backlog. The number of
property valuation declines has generated a record level of assessment appeals in the past two fiscal years (2,524 in FY 10-11; 2,281 in
FY 11-12). 1,500 new assessment appeals are estimated for FY 12-13, a 34% decline in new appeals from FY 11-12, based on the
assumption that residential property values may be very near or at bottom, and that a majority of the properties eligible for an adjustment
have been completed. The current backlog of assessment appeals is 3,529. The additional staffing will enable the Assessors Division to
timely and equitably establish assessed property values, as a result we anticipate reducing the backlog by 30% in FY 12-13.
The FY 12-13 proposed budget includes one scheduled election, the November Presidential General Election. The County will be
reimbursed approximately 60% of total costs from jurisdictions participating in the November Election. Costs for federal, state, and
county elections, as well as school district unification/reorganization elections, are borne by the county, while the other jurisdictions
(cities, schools, and special districts) reimburse the county for the cost of conducting their elections.
County of Sonoma
FY 2012-2013 Recommended Budget
64
Administrative Support & Fiscal Services

CLERK-RECORDER-ASSESSOR
Janice Atkinson, Clerk-Recorder-Assessor
Core Services Maintained
• The recommended FY 2012-13 budget provides for ongoing maintenance of voter registration files, the conduct of one election,
ongoing assessments for real and business property, County Clerk services, including marriage licenses and miscellaneous filings, and
recording services for real property and vital records, including documents for all Sonoma County properties and events as well as
providing certified copies of birth, death and marriage records. These represent core county services that are constitutionally or
statutorily mandated, and are not duplicated elsewhere in the county.
Services Eliminated or Reduced
o The department has closed the Assessor satellite office located in Petaluma in FY 11-12, which will remain closed. Staff
will continue to be challenged to adequately defend assessment appeals and also keep current with reassessment events,
new permits, title transfers, and mandatory audits. There is an increasing workload backlog which continues to delay the
annual closure of the assessment roll which puts an additional burden on the Tax Collectors office.
Strategic Plan Focus
• Civic Services and Engagement: The Registrar of Voters division has focused on increasing access to and greater citizen participation
in government by increasing voter turnout through voter outreach. FY 12-13 objectives include expanding the Voting Accessibility
Advisory Committee, attending community-sponsored events to encourage voter registration and participation, and utilizing staff
resources to better meet the needs of Hispanic communities. Approximately $7,000 will be dedicated to staff and fund voter outreach
events in 2012, maintaining voter registration postcard distribution points throughout the county, and to set up ballot drop-off
locations the weekend before the November Presidential Election. Sonoma County consistently has one of the highest percentages of
voter participation in statewide elections. The Sonoma County Management Employees Voluntary Election Worker Program will
continue into FY 12-13 to contribute approximately 2,495 man hours to elections services, thereby reducing extra help costs to the
general fund by $40,000.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
65
Administrative Support & Fiscal Services

County of Sonoma
FY 2012-2013 Recommended Budget
66
Administrative Support & Fiscal Services

JUSTICE SERVICES
Justice Services contains the following departmental budgets:
Court Support & Grand Jury
Probation
District Attorney
Public Defender
Sheriff
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
67
Justice Services

County of Sonoma
FY 2012-2013 Recommended Budget
68
Justice Services

COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
DEPARTMENTAL DESCRIPTION
The Court Support Services budget provides for various court and criminal
justice related expenses and receipt of revenues which are not included in
Budget at a Glance:
Total Expenditures $11,417,156
departmental budgets and for which the County is financially responsible. Total Revenues $3,892,926
Court Support Budget (Court Support Operations, Alternate Public Total Net Cost $7,524,230
Defense, Alternate Dispute Resolution)
Total Staff 00.00
Included in Court Support Operations is all revenues received by the County
for specific court fines and fees. The fines and fees partially offset the 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.
% Funded by Local Discretionary Funds 66.4%
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 is a depository for filing fees. Under the Dispute Resolutions Program
Act (1986), up to $8.00 can be added to the total fees for the filing of the first paper or petitions. These fees fully support ADR services
provided to the general public as an alternative to civil court proceedings.
Grand Jury
The Grand Jury is composed of 19 individuals whose primary function is to examine all aspects of county and city government and
special districts. The Grand Jury is impaneled by the Superior Court on a fiscal year basis, and submits an annual report of their findings
to the Presiding Judge of the Superior Court.
The costs of the Grand Jury, as allowed
Funding Sources
pursuant to the penal code, are charged to
the County General Fund budget.
Fines & Fees
$2,900,932
Carge for Services
$7,776,218
$985,462
$52,094
Misc Revnues/
Use of Fund Balance
General Fund
Funding Uses
$183,562
$71,152
Grand Jury
$2,602,084
Court Support Operations
Alternate Public Defender
Services
$8,560,358
Alternate Dispute
Resolution
County of Sonoma
FY 2012-2013 Recommended Budget
69
Justice Services

COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Grand Jury - General Fund
Expenditures 68,702 71,152 3.6
Revenues & Reimbursements 0 0 0.0
Net Cost 68,702 71,152 3.6
Court Support Services - General Fund
Expenditures 11,326,778 11,162,442 (1.5)
Revenues & Reimbursements 3,609,592 3,754,926 4.0
Net Cost 7,717,186 7,407,516 (4.0)
Alternative Dispute Resolution - Special Fund Revenue
Expenditures 96,682 183,562 89.9
Revenues & Reimbursements
141,345 138,000 (2.4)
Net Cost
(44,663) 45,562 (202.0)
Total Expenditures 11,492,162 11,417,156 (0.7)
Total Revenues & Reimbursements
3,750,937 3,892,926 3.8
Total Net Cost
7,741,225 7,524,230 (2.8)
RECOMMENDED BUDGET
The recommended budget of $11,417,200 includes a total expenditure decrease of $164,000 from the adopted FY 11-12 budget. The
change is the net result of a decrease in the alternate public defense contract of $300,000, and increases in attorney appointments of
$45,000, and alternative dispute resolution program administration and contracts of $87,000. Total revenues increase by a net of
$142,000, primarily reflecting increased receipt of court ordered fines and fee revenue.
The annual Maintenance of Effort payment of $8,028,000 is the County’s share of financing trial court operation costs as a result of the
Lockyer-Isenberg Trial Court Funding Act of 1997 (AB 233). The County Facility Payment of $929,000 is the County’s share of
financing the court occupied facility costs. The County transferred responsibility for the court space to the state in December 2008.
The contract cost of the alternate defense services of $300,000 was eliminated and funding transferred to the Public Defenders budget.
This will provide support for one misdemeanor court that was vacated in FY11-12, due to Public Defender staffing reductions.
The Alternate Dispute Resolution program is supported by filing fees and is not subject to General Fund budget targets. The program
cost is increased by $87,000 to provide increased dispute resolution services supported by use of fund balance of approximately
$46,000.This will leave an ending fund balance of approximately $153,000 on June 30, 2013.
The budget does not provide funding for extra-ordinary cases, capital cases, or cases requiring a change of venue. Should cases of this
nature occur or if current cases become protracted, the department will request mid-year appropriations to fund any additional
expenditure requirements.
Core Services Maintained
• The Grand Jury will continue to provide investigative services under the direction of the Presiding Judge as mandated by government
code. A published report on the findings of their investigations will be presented at the conclusion of their service.
• Alternate indigent defense contract provides up to 3,500 cases where the Public Defender has identified a conflict of interest and is
unable to provide legal defense.
• The alternative dispute resolution program will be maintained and provide increased funding for ADR contracts as well as
administration of the program. Funding for this program is provided by filing fees and does not receive General Fund support.
County of Sonoma
FY 2012-2013 Recommended Budget
70
Justice Services

COURT SUPPORT AND GRAND JURY
Veronica A. Ferguson, County Administrator
Strategic Plan Focus
• The Grand Jury meets the civic services and engagement strategic plan focus area by providing an opportunity for citizens of the
community to examine processes and procedures of government and district agencies and report on findings promoting transparency
and accountability.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
Not applicable.
County of Sonoma
FY 2012-2013 Recommended Budget
71
Justice Services

County of Sonoma
FY 2012-2013 Recommended Budget
72
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
MISSION STATEMENT
The Sonoma County Probation Department is committed to providing the
criminal justice system with professional services. Staff is dedicated to
protecting our diverse community, serving the court, supporting crime victims
and their rights, and providing justice through accountability and rehabilitation
of offenders.
Budget at a Glance:
Total Expenditures $55,548,728
Total Revenues $25,085,617
Total Net Cost $30,463,111
DEPARTMENTAL DESCRIPTION
Total Staff 258.10
The Probation Department is charged with the responsibility of community
% Funded by Local Discretionary Funds 53.0%
protection and offender rehabilitation. This is accomplished through mandated
services to the court (specifically, investigative reports and recommendations), and departmental efforts to guide offenders granted
probation through the use of specialized caseloads such as gang members, sex offenders and mentally ill offenders, intensive
supervision, and referral to appropriate therapeutic services.
The Probation Department consists of two major divisions: Probation Services and Juvenile Institutions.
Funding Sources
$3,067,012
$12,077,083
Funding Uses
$9,661,228
$3,839,991
$2,053,271
$5,356,901
$943,662
$8,925,812
$29,258,373
$3,824,467
$15,274,193
$1,276,786
$2,896,666
$12,642,011
Fines, Fees & Interest
State Funding
Federal Funding
General Fund
Internal Reimbursements
Supervised Adult Crews -
Camp Projects
Administration
Adult Investigations
Adult Supervision
Juvenile Hall
Juvenile Intake &
Investigations
Sierra Youth Center &
Probation Camp
Juvenile Supervision,
Placement & Programs
Supervised Adult Crews -
Camp Projects
Probation Services Division
The Probation Services Division includes:
Administration, Adult and Juvenile
Probation Services, Jail Services, and
Juvenile Grants. Under Adult Criminal
Justice Realignment of 2011, Adult
Probation has added the responsibility of
supervising two new groups of offenders,
those released from prison onto Post Release
Community Supervision (Parole) and those
who serve their time locally instead of state
prison and receive a split sentence which
allows the last portion to be served in the
community on Mandatory Supervision.
Juvenile Grants include the Juvenile Justice
Crime Prevention Act (JJCPA), which
supports community-based programs that
have proved effective in reducing crime and
delinquency among at-risk youth and young
offenders. Also included is the Youthful
Offender Block Grant, which assists with
Juvenile Realignment.
Institutions Division
The Institutions Division includes the three
juvenile detention/commitment facilities:
Juvenile Hall, Sierra Youth Center (SYC),
and Probation Camp. Additionally, the
Institution Division includes the Supervised
Adult Crew Program (SAC), a program that
allows offenders to participate in work crews
doing landscaping, and/or maintenance and
construction projects for government and
non-profit agencies. This permits offenders
to live at home and maintain employment while completing their court ordered obligation, or allows them to complete community
service while serving time in the North County Detention Center.
County of Sonoma
FY 2012-2013 Recommended Budget
73
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
• FY 11-12 ACCOMPLISHMENTS
• Enhanced vocational and educational programs for youth,
so that 81 youth (56 boys and 25 girls) participated in
Camp and Sierra programs. Of these, 15 graduated from
the Probation Camp and 7 completed Sierra Youth
Center; 9 girls and 17 boys gained reinstatement into high
school or were connected to another educational or
vocational training program in the community; 7 girls and
15 boys obtained their high school diploma or completed
their GED; 5 girls received scholarships for further
education; 12 vocational training certificates were
awarded to girls in Sierra, while 42 vocational training
certificates were awarded to boys at Camp; 1 girl earned a
CNA license and 18 boys obtained Fork Lift Operator’s
licenses; 7 girls and 10 boys obtained employment in the
community upon program completion.
• Played a central role as the County responded to the
Public Safety Realignment Act, including: led the
Community Corrections Partnership (CCP) in developing
the local response; educated the CCP and other partners
on evidence-based practices; provided Realignment
presentations for court, to assure appropriate sentencing;
facilitated establishment of Day Reporting Center;
arranged for housing for large number of newly arriving
offenders; developed and presented cognitive behavioral
programs for new offenders; built a new intensive
specialized supervision unit and began supervising
realigned population; developed and implemented due
process procedure for offenders subject to Flash
Incarceration.
• Continued enhancements in evidence based practices, and
developed Strategic Plan to help guide Department’s
efforts over the next several years.
• Created a Boys and Girls Club Program within the
Juvenile Hall, funded through a Santa Rosa grant and a
private benefactor. Juvenile Hall residents can spend four
hours per week in the Club in positive-social and
evidence-based programming, designed to assist
successful and productive transition to the community.
• In collaboration with the Human Services Department and
Seneca Center, expanded the Wrap Around program,
providing more youth the opportunity to remain with their
existing families with intensive support services, rather
than being sent to out of home placements.
• Shortened average length of stay in out-of-home
placements and improved family connections and
reunification efforts through use of Skype.
FY 12-13 OBJECTIVES
• Fully implement public safety realignment, including:
supervision of new offenders, with appropriate mitigation
of risk; assist court in appropriate sentencing of new
offenders; work with Sheriff and other partners on
enhancement of detention alternatives; determine
feasibility of pre-trial program; with CCP partners,
evaluate Interim Realignment Plan, and develop year two
and ongoing plans.
• Continue Department’s migration toward evidence based
practices through improved assessment, case planning, and
delivery of research-based interventions and sanctions.
• Collaborate with Court to modify court reports in response
to staffing reductions, and to modify sentences for low risk
offenders as incentive for positive probation performance.
• Expand use of alternative, non-custodial sanctions and
programming, including use of electronic monitoring,
cognitive skills training, and work crews, for offenders in
technical violation of their probation conditions.
• Enhance collection of restitution through improved
collaboration with the District Attorney’s Office, front-end
evaluation of offender’s ability to pay, and establishment
and tracking of payment plans.
• Implement and develop program with enhanced caseplanning
and transitional services for residents “servingtime”
in the Juvenile Hall.
• Expand and take full advantage of Sonoma County Wrap
Around program, as alternative to out of home placement.
• Enhance Evening Reporting Center to provide gender
responsive programming for girls, including array of
services previously provided at Sierra Youth Center.
• Increase delivery of direct programming services to youth
by probation officers, through expanded menu of
probation intervention and facilitated group programming.
• Enhance and lengthen Camp aftercare program, as
appropriate level of support and accountability at this
transition phase is critical for long-term success.
• Collaborate between Juvenile Hall, Juvenile Probation,
and community stakeholders to ensure success of Targeted
Re-Entry aspect of the Juvenile Hall’s Boys and Girls
Program.
County of Sonoma
FY 2012-2013 Recommended Budget
74
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Probation Services
Expenditures 18,310,423 22,388,822
Revenues & Reimbursements 4,398,410 8,561,607 94.7
Net Cost 13,912,013 13,827,215 (0.6)
Institutions - General Fund
Expenditures 24,238,077 23,265,326 (4.0)
Revenues & Reimbursements 9,213,209 7,834,168 (15.0)
Net Cost 15,024,868 15,431,158
2.7
SubTotal - General Fund
Expenditures 42,548,500 45,654,148 7.3
Revenues & Reimbursements 13,611,619 16,395,775 20.5
Net Cost 28,936,881 29,258,373 1.1
Probation Services - Special Revenue Fund
Expenditures 2,331,339 9,891,726
Revenues & Reimbursements 2,331,339 8,687,275 272.6
Net Cost 0 1,204,451 100.0
Probation Institution - Special Revenue Fund
Expenditures 1,518,027 2,854 (99.8)
Revenues & Reimbursements 916,069 2,567 (99.7)
Net Cost 601,958 287 (100.0)
Total Expenditures 46,397,866 55,548,728 19.7
Total Revenues & Reimbursements 16,859,027 25,085,617 48.8
Total Net Cost 29,538,839 30,463,111 3.1
1
1
2
2
22.3
324.3
1 The increase for FY 12-13 represents realignment expenditure and reimbursement of $3 million.
2 The increase in expenditures/revenues for FY 12-13 represents realignment pass through of $7.7 million.
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Probation Division 130.1 141.6 135.1 (6.50) (4.6)
Institutions Division 134.5 134.5 123.0 (11.50) (8.6)
264.6 276.1 258.1 (18.00) (6.5)
County of Sonoma
FY 2012-2013 Recommended Budget
75
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Probation Services
Investigations 6,401 5,501 5,477
Supervision 6,738 5,894 5,143
PRCS & Mandatory Supervision 0 262 508
Institutions
Juvenile Hall
Average Daily Population 90 84 90
Average Length of Stay 24 22 23
Probation Camp
Average Daily Population 16 18 19
Average Length of Stay 164 177 175
Supervised Adult Crews
Average Daily Population 11,583 11,461 10,650
Jail Days Saved 7,971 7,656 6,800
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $55.5 million, a $9.2 million increase from FY 11-12. The increase is
primarily due to expenditures related to Adult Realignment ($3.3 million) and the accounting requirements of AB109 and AB118 ($7.7
million), increased costs associated with the Supervised Adult Crews ($200,000), and increased cost of dispatch services ($192,000).
The increase is offset by a reduction in funding to support the Sierra Youth Center program ($1.4 million) and other program and
position reductions described in the services eliminated or reduced section ($700,000).
Total revenues and reimbursements increase by $8.2 million. The increase is the net result of increases in realignment funding and
realignment pass-through funding as identified above and a decrease in Federal Title IVe claims reimbursement ($1.1 million). County
General Fund support is increased by $321,000 to provide funding for one quarter year of operations for the Sierra Youth Center. Based
on the direction from the Board Ad Hoc Committee, the Department will be preparing for a transition to another service delivery model
during this period.
The beginning FY 12-13 fund balance in the Adult Probation Grants (SB 678 -Community Corrections Program Incentive Fund) Special
Revenue Fund (SRF) is $360,000 and the Juvenile Probation Grants SRF including Juvenile Justice Crime Prevention Act, Youthful
Offender Block Grant, have a combined beginning fund balance of $1.9 million. The accumulation of these funds is primarily due to
revenues exceeding expenditures over the last two years. Because these grants have restricted uses, Probation will draw down the fund
balances over the next two fiscal years. The combined ending fund balance is estimated at $1.1 million for FY 12-13. The use of fund
balance will provide funding for 2.0 Adult Probation Officers for supervision of offenders and 3.75 Juvenile Probation Officers, for
juvenile supervision and an assortment of Juvenile programming in FY 12-13.
Core Services Maintained
Probation Department core services include: supervision of adult and youthful offenders; preparation of disposition and pre-sentence
reports for the Superior Court; juvenile intake; and detention operations. Within these service areas, there are specific requirements
dictated by State regulations and/or the Superior Court.
• Supervision of juvenile and adult offenders will continue, and will be maintained at an appropriate level.
• In the Adult Division, supervision officers will monitor approximately 3,100 felony probationers and 160 offenders realigned from
state supervision, as well as misdemeanants who have committed violent or sexual offenses. Utilization of risk assessment tools
allows the department to allocate resources based on the level of risk to reoffend. Specialty caseloads, such as domestic violence,
mental health, gang, and sex offenders, allow for staff expertise in community resources, treatment approaches, and monitoring
techniques that enhance public safety.
• Juvenile Division Probation Officers will supervise approximately 820 youth annually, monitoring compliance of court conditions,
and delivering individualized case-management services that address key risk factors, thereby lowering chances of recidivism.
County of Sonoma
FY 2012-2013 Recommended Budget
76
Justice Services

PROBATION
Robert M. Ochs, Chief Probation Officer
• Pre-sentence investigations services will continue for 5 felony judges. In addition, Probation Officers will continue to support the
collaborative Early Case Resolution Court, providing bail and case information, and custody calculations. The Department’s juvenile
intake unit will continue to process detention hearing documents, and conduct disposition investigations for the court.
• The Community Detention program, a detention alternative using electronic monitoring, will also continue.
• The Supervised Adult Crews (SAC) program will continue to provide a detention alternative. Probation peace officer staff supervises
work crews of adult offenders who have been sentenced by the Court to “serve time”. The program will continue for FY 12-13
utilizing revenues generated from work performed by offenders, and $200,000 reinstated from General Fund support.
• Probation Camp will be maintained for high-risk male youth to provide treatment, rehabilitation, and vocational training.
• The Juvenile Hall will continue to detain minors for temporary stays. All operations including staffing levels and training,
programming and case plans for youth, housing standards, and medical services are mandated by Corrections Standards Authority. In
FY 12-13, the Department will continue to run a safe and secure facility incorporating high standards of care, and evidence based
programming.
Services Eliminated or Reduced
In order to meet budget target the following expenditure reductions are recommended:
o In the Adult Investigations program, one Probation Officer III is eliminated. The position provides presentence reports to the
Superior Court on felony and serious misdemeanor cases. The loss of this position will require the Department to work with the
Court to waive and/or provide shortened versions of certain reports.
o In the Juvenile Supervision program one Probation Officer II is eliminated. The position is responsible for processing youth
referred through citation or arrest, supervises minors under the jurisdiction of the Court, and writing dispositional reports.
Reduction of this position will result in elimination of service coverage or require use of extra-help or over-time when officers
are unavailable and services are required.
o The Supervised Own Recognizance (SOR) program is eliminated along with 2.0 Deputy Probation Officer positions and 1.0
Senior Legal Processor. The loss of this program may result in an increase in the jail population.
o In Institutions, the reduction of 1.0 Juvenile Correction Counselor II security position in the Juvenile Hall will be managed by
reducing the amount of time juveniles can spend for outside recreation, occasional unescorted movements of juveniles within
the facility, and other adjustments that may be required in staff assignments.
o The reduction of 1.0 Juvenile Correction Counselor III position in Probation Camp will be managed by providing counseling
services through County Mental Health.
o The Sierra Youth Center, a gender responsive commitment program for girls is funded through September 2012. Positions
including 1.0 Division Director, and 8 Juvenile Correctional Counselors are eliminated effective October 1, 2012. The program
was funded with one time revenue resources in FY 11-12 pending further study of funding alternatives. The population has
dropped below 7 girls prompting an additional evaluation of the cost and benefit of the existing program. An ad hoc committee
of the Board of Supervisors is reviewing the cost of the program and other options for providing the same gender responsive
services in a more cost effective way. At the time of this writing, the options have not been fully vetted. The transition to
another service model may require additional funding depending on the model and when it becomes operational.
Strategic Plan Focus
Probation Department core services align with several focus areas of the County’s Strategic Plan.
• Safe, Healthy and Caring Communities: As a public safety agency, Probation’s primary goal is to help insure a safe community.
Every Department program begins with this goal – e.g., minors are detained in the Juvenile Hall to prevent them from hurting
themselves or others; and Probation Officers supervise offenders in the community to monitor their behavior, and provide programs to
decrease the chance of future crimes.
• Investment in the Future: In addition, Probation increasingly provides evidence based practice – those shown by research to yield the
greatest recidivism reduction. These practices are anticipated to lead to more probationers returning to the community as contributing
members, which is an investment in their future, and the future of this community, and provides enormous economic benefits.
• Invest in the Future: Public Safety Realignment, AB 109 from 2011, ($3.3 million) provides an opportunity to enhance services for
adult offenders. The concept of Realignment is consistent with the County’s Strategic Plan, and the Sonoma County Criminal Justice
Master Plan. If adequately financed and properly implemented, this initiative could lead to reduced recidivism for adult offenders, and
decreased costs for all criminal justice agencies as well as other County departments that provide support services.
County of Sonoma
FY 2012-2013 Recommended Budget
77
Justice Services

DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
PROBATION
Robert M. Ochs, Chief Probation Officer
County of Sonoma
FY 2012-2013 Recommended Budget
78
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
MISSION STATEMENT
The Sonoma County District Attorney’s Office is dedicated to providing the
members of our community with a safe place to live by holding the guilty
accountable, protecting the innocent, and preserving the dignity of victims and
their families. We shall seek truth and justice in a professional manner, while
maintaining the highest ethical standards.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $21,237,680
Total Revenues $7,256,918
Total Net Cost $13,980,762
Total Staff 108.75
% Funded by Local Discretionary Funds 64.3%
The District Attorney’s Office conducts all prosecutions for public offenses in
Sonoma County, and institutes proceedings for the arrest of persons charged with public offenses. This includes felony and misdemeanor
prosecutions involving daily court calendar proceedings, felony preliminary hearings, court trials, jury trials, sentencing hearings,
violation of probation hearings, appellate hearings, charging of juvenile petitions, and presentation of evidence in delinquency hearings
in Juvenile Court. The District Attorney also prosecutes county ordinance violations, handles weapon forfeiture cases, files petitions to
hospitalize developmentally disabled persons if they are a danger to themselves or others, investigates public (open) meetings violation
allegations, and implements the California Witness Relocation and Assistance Program in Sonoma County. The District Attorney’s
Office has the following specialized teams: Domestic Violence/Sexual Assault Unit (handling child abuse, sexual assault, domestic
violence, statutory rape, and child
abduction), Elder Protection Unit, Gangs and
Funding Sources
Fines/Fees/Interest
Hate Crime Unit, Writs and Appeals Unit,
$1,242,859
Narcotics Unit, Auto Theft Prosecution Unit,
$221,655
$1,024,400
Environmental Consumer Law and Fraud
General Fund
Unit (handling criminal and civil
$3,494,693
investigations and prosecutions related to
Grants/Miscellaneous
environmental and consumer law violations
as well as major fraud, real estate fraud,
Prop 172
insurance fraud, welfare fraud, workers’
$1,590,899
compensation fraud, and identity theft).
State Reimbursement
Partnerships
Funding Uses
$5,120,234
$7,022,331
$13,663,174
$2,503,415
$390,129
$618,477
$1,170,388
$1,681,800
$2,730,906
Transfers/Use of Special
Revenue Funds
Administration
Writ and Appeals
Family Justice Center
Environmental/Consumer
Fraud Unit
Juvenile Division/Gang Unit
Early Case Resolution Court
Felony/Misdemeanor
Trial Team
Elder/Domesticated Violence
Protection
The District Attorney has partnered with
federal and local law enforcement agencies
in an effort to combat criminal street gangs,
with a District Attorney Investigator
assigned to the North Bay Regional Gang
Task Force (Safe Streets). A District
Attorney Investigator is also assigned to the
High Tech Task Force (HTTF), one of
several such task forces in and funded by the
state. Headquartered in Napa, the task force
conducts computer forensic investigations
and combats identity fraud, piracy, fraud via
computers, and child pornography.
Crime Prevention
Crime prevention efforts include
participating in the following collaborative
efforts: Gun Information for Teens (GIFT)
program, Truancy Program, Child Death
Review Team, Family Violence Prevention
Council, Domestic Violence Death Review
Team, Human Trafficking, Santa Rosa
Mayor’s Gang Task Force, and the Gang
Resistance Education and Training Program.
County of Sonoma
FY 2012-2013 Recommended Budget
79
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
Victims Services
The Victims Services Division provides information and services to victims and witnesses of crimes, including court escort and support;
orientation to the criminal justice system; explanations regarding victims’ rights as outlined under Marsy’s Law; assistance with victim
compensation and filing restitution claims; referrals to public or private social service and resource agencies; and information on the
status and disposition of cases. Program staff partner with prosecutors, law enforcement, and community partners as appropriate on
behalf of victims to ensure they are fully served.
The District Attorney is the lead fiscal and administrative agency for the multi-agency collaborative Family Justice Center Sonoma
County (FJCSC), which held its grand opening in October 2011. The FJCSC combines law enforcement, prosecution, and communitybased
organizations to provide a coordinated, multi-disciplinary single point of access for family violence services (including intimate
partner violence, sexual assault, and elder abuse). FJCSC goals include increasing victim safety and family violence reporting;
increasing successful prosecutions and offender accountability; reducing recidivism; and increasing efficiencies within and among
family violence services.
Special Funds
There are several special revenue funds managed by the District Attorney. These include the Consumer Protection Fund, containing
court ordered penalties, which are used to help fund enforcement of consumer protection laws; the Sonoma County Auto Theft
Taskforce (SONCATT) Fund made up of a portion of vehicle registration fees, which are utilized for programs that enhance the capacity
of local police and prosecutors to deter, investigate and prosecute vehicle theft crimes; and the District Attorney Family Justice Center
Fund, established for the management of the financial operations of the Family Justice Center, and funded by various grants, donations,
and fees.
County of Sonoma
FY 2012-2013 Recommended Budget
80
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
FY 11-12 ACCOMPLISHMENTS
• The Family Justice Center Sonoma County (FJCSC), a
multi-agency collaborative providing comprehensive
family violence services opened its doors and served
victims and their children. Private and grant fundraising
is providing funds required to operate the center.
• The department is finalizing the establishment of a 501c3
non-profit foundation. This fundraising arm expects final
approval of its tax exempt status in the coming months.
Several community leaders have been appointed to the
foundation’s Board of Directors.
• The District Attorney instituted a new Victims’ Rights
Policy, ensuring Marsy’s Law is upheld and victims are
treated with compassion and respect. The Victims
Services Division relocated to the main office and the
FJCSC from an offsite location, improving services for
victims.
• The Elder Protection Unit successfully worked together
to prosecute cases of elder physical and financial abuse.
Prison terms were obtained in cases involving elder
family members who were physically assaulted or
defrauded by their loved ones.
• Environmental and Consumer prosecutors successfully
worked with local, regional, and state partners to bring
civil and criminal enforcement actions. Settlements
ranged from tens of thousands to $1.5 million dollars for
consumer and environmental violations, and included
civil penalties, restitution, clean-up measures, probation,
and even jail terms.
• Twenty-three new embezzlement cases have been filed in
the first half of the fiscal year. Ten embezzlement cases
were successfully prosecuted by our major fraud unit,
including a case involving an employee who embezzled
from Kid Street Learning Center Charter School.
• The District Attorney brought the Gang Resistance
Education and Training (GREAT) program to several
local schools, including Kid Street Learning Center
Charter School. The curriculum works to reduce gang
involvement and delinquency by teaching positive
consequences of pro-social choices and negative
consequences of gang involvement.
• The District Attorneys Writs and Appeals Unit
successfully opposed eight writs of habeas corpus,
preventing the release or retrial of cases involving child
sexual assault molesters and a violent prison gang
member, defended dozens of misdemeanor appeals, and
prepared hundreds of motions or oppositions in criminal
cases.
FY 12-13 OBJECTIVES
• AB 109/117 (Public Safety Realignment) was enacted in
FY 11-12. The District Attorney continues to serve on
the Executive Committee of the Community Corrections
Partnership (CCP). At the time of this writing the
partnership is engaging in short-term and long-range
planning and will provide recommendations to the Board
of Supervisors on programs, management, and treatment
of inmates realigned to counties going forward.
• The department will continue to emphasize aggressive
prosecution of gang crimes, sexual assaults, domestic
violence, and serious and violent felonies.
• The Elder Protection Unit will 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.
• The District Attorney completed business requirements
for a case management system, and is working with the
County Administrator’s Office and Information Systems
Department to develop a system approach and efficient
process that will include other criminal justice
department’s case management system requirements and
seek cost proposals based on the needs assessment.
• The District Attorney will continue to focus on
investigating and prosecuting environmental violations,
and violations of California's unfair competition and false
advertising laws, in order to preserve the quality of life
for the community, 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.
• The District Attorney will work to identify new funding
sources, such as grants and fee opportunities to help
offset the loss of state grants.
• As lead administrative and fiscal agent of the Family
Justice Center Sonoma County, the District Attorney will
expand collaboration with criminal justice and
community partners to serve victims of family violence,
elder abuse, and child abuse.
• The department will continue to work with justice
partners on proven intervention and prevention programs,
such as the Mayor’s Gang Task Force, the Gang
Resistance, Education and Training Program, and Gun
Information for Teens.
County of Sonoma
FY 2012-2013 Recommended Budget
81
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
District Attorney - General Fund
Expenditures 19,454,189 19,432,874 (0.1)
Revenues & Reimbursements
5,791,015 5,769,700 (0.4)
Net Cost
13,663,174 13,663,174 0.0
Family Justice Center - Special Fund
Expenditures 600,603 618,477 3.0
Revenues & Reimbursements 479,311 620,842 29.5
Net Cost 121,292 (2,365) (101.9)
Consumer Protection - Special Fund
Expenditures 512,466 511,412 (0.2)
Revenues & Reimbursements
255,000 253,500 (0.6)
Net Cost
257,466 257,912 0.2
Other- Special Funds
Expenditures 665,642 674,917 1.4
Revenues & Reimbursements 610,878 612,876 0.3
Net Cost 54,764 62,041 13.3
Total Expenditures 21,232,900 21,237,680 0.0
Total Revenues & Reimbursements 7,136,204 7,256,918 1.7
Total Net Cost 14,096,696 13,980,762 (0.8)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 111.75 111.75 108.75 (3.00) (2.7)
County of Sonoma
FY 2012-2013 Recommended Budget
82
Justice Services

Workload Indicators
DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
Adult Criminal Activity
Cases Referred/Reviewed 23,207 21,538 22,373
Felony Complaints Filed 2,196 2,066 2,131
Misdemeanor Complaints Filed 14,452 12,126 13,289
Supoenas Issued 10,780 9,214 9,990
Personal Serve 416 402 410
Trials Held 150 120 135
Calendared Appearances 139,428 124,854 132,141
Juvenile Activity
Police Reports Reviewed 2,098 1,776 1,900
Charges - Violent Crimes 307 302 310
Petitions Filed 1,675 1,422 1,549
Court Hearings 18,504 18,234 18,500
Victim Services
Number of Victims 2,806 3,200 3,100
Number of Claims Submitted* 831 1,449 1,500
Total Amount of Claims $621,857 $1,084,000 $1,100,000
Total Amount of Restitution Ordered $6,289,315 $4,637,143 $5,000,000
* Sonoma County began processing claims for Solano County in 2011.
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Actual Estimated Recommended
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $21.2 million, an increase of $5,000 over FY 11-12. General Fund
expenditures for salary and benefits increased 5% or about $930,000. The increased cost coupled with a small net reduction in revenues
supporting General Fund, made it necessary for the Department to eliminate three positions in order to meet general fund net cost target.
Specific positions and related impacts are described in the Services Eliminated or Reduced Section.
Overall, revenues increased $121,000, the net result of increases in Proposition 172 Public Safety revenues ($231,000), reimbursements
($47,000) and grant revenues supporting the Family Justice Center. Increases are partially offset by reductions in state grant revenues
($238,000), and equipment replacement funds ($57,000).
The full impact of realignment is yet to be realized by the Department. The current impacts of realignment include: training staff on the
legislative impacts and sweeping changes to the sentencing laws; implementing changes to criminal pleadings and dispositions; handling
of Post Release Community Supervision revocation hearings; and beginning July 1, 2013, the handling of parole revocation hearings.
Core Services Maintained
• The District Attorney will focus on the core services of the office prosecuting criminal offenses, and acting as the voice of victims.
• Participation will continue in Early Case Resolution (ECR) Court, where felony cases resolve earlier and resulting in the same justice
sooner.
• The District Attorney will continue to emphasize aggressive prosecution of gang crimes, sexual assault, and child abuse cases, while
also prioritizing domestic violence cases. The Domestic Violence/Sexual Assault (DVSA) and Gang units will continue to
aggressively prosecute our most serious crimes. These vertically staffed units receive highly specified training.
• Environmental violations and violations of California's unfair competition and false advertising laws will continue to be vigorously
prosecuted.
• The Elder Protection Unit will continue to focus on keeping the growing senior community protected from financial crimes and
physical elder abuse and neglect.
• All misdemeanor and felony trial courtrooms will continue to be staffed.
County of Sonoma
FY 2012-2013 Recommended Budget
83
Justice Services

DISTRICT ATTORNEY
Jill R. Ravitch, District Attorney
Services Eliminated or Reduced
In order to meet the General Fund net cost target, three positions are eliminated. The impacts to the District Attorney budget are
primarily focused in two areas: prosecution and investigations.
o
o
The number of prosecutions conducted in the ECR Court may be reduced due to the elimination of one (1) Deputy District
Attorney. The reduction of one attorney within this unit may create delays and undermine the success of ECR Court. Prefiling
investigation and timely charging will be prioritized. The remaining two attorneys representing the District Attorney
in this specialty court will have less time to review the cases and make appropriate offers. If cases are significantly delayed,
there may be an increase in the pre-trial population in the jail.
The elimination of two (2) Investigators assigned to the Safe Streets Task Force and the High Tech Task Force will result
in a reduced ability to successfully prosecute certain cases. The loss of valuable intelligence information gained about the
structure of organized crime through the Safe Streets Task Force will impact the successful prosecution of complex gang
cases. Withdrawing participation in the High Tech Task Force will reduce resources and resulting investigations related to
regional identity theft cases. Local agencies will bear more responsibility to conduct complicated multi-jurisdictional
investigations into sophisticated criminal elements.
The department is working with the County Administrator to identify available resources to fund these positions for restoration prior to
the adoption of the budget.
Strategic Plan Focus
The District Attorney’s prosecution and advocacy efforts on behalf of crime victims promote a “Safe, Healthy and Caring Community.”
A safe community, and one where the public perceives that it is safe, is the foundation to a healthy and thriving community. Holding
offenders accountable and upholding victims’ rights are critical to a “Safe, Healthy and Caring Community.”
Focused prosecutions in environmental, fraud, and consumer crimes ($1.7 million) assist in meeting the County’s strategic goal of
“Economic and Environmental Stewardship” of the community. The District Attorney supports the goal of “Investment in the Future”
by holding offenders accountable to break the cycle of violence and through various outreach programs, such as those hosted by the
Elder Protection Unit and the Gang Resistance and Education and Training program and by offering offenders with a minimal criminal
history the opportunity to participate in one of our diversion programs, which reduces significantly the rate of recidivism.
The Family Justice Center Sonoma County provides comprehensive services for family violence victims, and meets several of the
County’s strategic plan goals ($618,000) including Safe Healthy and Caring Community and Investment in the Future.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
84
Justice Services

PUBLIC DEFENDER
Kathleen Pozzi, Interim Public Defender
MISSION STATEMENT
The mission of the Sonoma County Public Defender’s office is to protect the
life, liberty, property, and constitutional rights of each of our clients as we
serve the interests of society to ensure a fair, efficient, and unbiased system of
justice.
Budget at a Glance:
Total Expenditures $9,476,280
Total Revenues $135,873
Total Net Cost $9,331,407
DEPARTMENTAL DESCRIPTION
Total Staff 49.00
The Public Defender provides legal representation to indigent defendants and
juveniles in all court proceedings where no conflict or caseload impairment
% Funded by Local Discretionary Funds 98.5%
exists. The office functions in collaboration with other participants in the
criminal justice system to ensure its efficient operation, while protecting the constitutionally guaranteed rights of accused persons. The
Public Defender also represents persons who are not charged with a crime, alleged to be mentally ill, developmentally disabled or in
need of conservatorship, and cannot afford an attorney.
Funding Sources
$135,873
General Fund Contribution
Charges for Services/Other
$9,331,407
Funding Uses
$2,393,725
Adult Representation
Juvenile Representation
$1,174,083
$5,899,472
Administration/
Support Staff Cost
County of Sonoma
FY 2012-2013 Recommended Budget
85
Justice Services

PUBLIC DEFENDER
Kathleen Pozzi, Interim Public Defender
FY 11-12 ACCOMPLISHMENTS
• As a member of the Sonoma County Community
Corrections Partnership Executive Committee and the
Community Corrections Partnership and its subcommittees,
supported initial implementation of Public
Safety Realignment (AB 109).
• Participated in the seventh anniversary of Starting Point,
the County’s in-custody drug and alcohol treatment
program, which the Department helped launch.
• Continued support for collaborative treatment courts;
Drug Court, Mental Health Court, and DUI Treatment and
Compliance Courts.
• Continued support for the Early Case Resolution Court,
which helps in the early adjudication of felony cases,
thereby helping to control jail population.
FY 12-13 OBJECTIVES
• Facilitate a smooth transition to a new Public Defender
and participate in and provide support for the Public
Defender’s Management and Benchmark Study
authorized by the Board of Supervisors and managed by
the County Administrator’s Office.
• As part of the Community Corrections Partnership
Executive Committee and Community Corrections
Partnership, continue to participate in the process of
criminal justice realignment.
• Look for ways to participate in and identify potential cost
savings as part of a Sonoma County electronic documents
management system.
• Work with the County Administrator, District Attorney
and Information Systems Department to assess the
feasibility of and steps required to purchase and
implement a Public Defender Case Management System.
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Public Defender
Total Expenditures 9,147,658 9,467,280 3.5
Total Revenues & Reimbursements 116,251 135,873 16.9
Total Net Cost 9,031,407 9,331,407 3.3
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 47.00 47.00 49.00 2.00 4.3
County of Sonoma
FY 2012-2013 Recommended Budget
86
Justice Services

PUBLIC DEFENDER
Kathleen Pozzi, Interim Public Defender
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13***
Workload Indicators Actual Estimated Recommended
Felony
New Cases 1,671 1,554 1,554
Court Appearances 27,359 24,870 24,870
Jury Trials 33 22 22
Court Trials 8 10 10
Preliminary Hearings 573 530 530
Death Penalty 0 0 0
Misdemeanors
New Cases 10,162 8,026 * 8,026 *
Court Appearances 53,809 47,062 47,062
Jury Trials 29 24 24
Court Trials 12 2 2
DUI Court 3,129 2,518 2,518
Collabortive Court
Drug, Mental Health & DV
Court Appearances 10,921 8,496 * 8,496 *
Juvenile
New Cases/Reopended 2,329 1,852 1,852
Court Appearances 9,669 9,916 9,916
Contested Hearings 15 6 6
Civil**
New Cases 169 122 122
Re-Opened 676 754 754
Court Appearances 1,378 1,328 1,328
*Represents a reduction of 1 Misdemeanor Court in October 2011.
**Civil cases include Conservatorships, Contempt, Probate, Developmentally Disabled.
***Estimated caseload for FY 12-13 assumes no change in cases handled by the Office.
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $9.5 million, a $300,000 increase from FY 11-12. The change is the net result
of minor reductions in the cost of computer replacement and an increase in salary and benefit costs. Total revenues increase by $20,000,
reflecting an increase in mandate reimbursement and decrease in computer replacement revenue.
Two attorney positions are added in the FY 12-13 budget to provide representation in the misdemeanor court which was vacated in
FY11-12 by the Public Defender. In FY 11-12 the County covered the courtroom using contract attorneys. Funds have been transferred
from the Court Support budget unit at no additional net cost.
Core Services Maintained
• The Constitution of the United States provides that no person shall face the loss of liberty without the presence of counsel. The
County is responsible for providing legal representation to indigent criminal defendants and others who face the loss of liberty. The
Public Defender will continue to maintain the highest level of defense services.
• Services will be maintained in the Early Case Resolution (ECR) Court, as well as Drug Court, DUI Court, and Domestic Violence
Court, since these courts help to reduce County jail population, and are consistent with efforts by the County to reduce recidivism.
• The Sonoma County Public Defender’s Office is fully participating in the unprecedented changes to the criminal justice system,
brought about by Criminal Justice Realignment (AB 109). Realignment has resulted in increased contact by clients sentenced to
county jail, rather than prison, and persons who are on Post Release Community Supervision, rather than on parole.
County of Sonoma
FY 2012-2013 Recommended Budget
87
Justice Services

PUBLIC DEFENDER
Kathleen Pozzi, Interim Public Defender
Services Eliminated or Reduced
• The Public Defender’s Office may be unable to provide representation in one felony trial department in FY 12-13. The Office
provides each felony trial department with two attorneys and has indicated that one additional attorney would be needed to cover all
four trial departments. At the time of this writing a management review of the Public Defender’s office is being finalized. The results
of the review will provide recommendations for departmental or system efficiencies that may allow the department to cover caseload
and courtroom requirements with existing staffing, therefore no additional staffing is recommended at this time.
Strategic Plan Focus
• Continuation of support for the Early Case Resolution program and full participation in the juvenile courts is consistent with the
County Strategic Plan Focus area safe, healthy and caring communities by providing upstream services to youth who benefit from a
quick and just juvenile court process and by directing limited resources toward the most serious and complex cases.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
88
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
MISSION STATEMENT
In partnership with our communities, we commit to provide professional,
firm, fair, and compassionate law enforcement and detention services, with
integrity and respect.
Budget at a Glance:
Total Expenditures $141,775,766
Total Revenues $69,508,649
DEPARTMENTAL DESCRIPTION
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. In addition, the Town of Windsor and the City of
Sonoma contract with the Sheriff’s Office for law enforcement services.
Law Enforcement
Total Net Cost $72,267,117
Total Staff 610.5
% Funded by Local Discretionary Funds 49.1%
Law Enforcement Division services include Patrol, Investigations, Marine, Helicopter, Search and Rescue. Support services consist of
Dispatch, Central Information Bureau, Civil Bureau, and Administration. Countywide services consist of the execution of judgments,
enforcement of certain court orders, provision of a central repository of all criminal warrants issued by the courts, and the performance
of investigations through the Coroner’s Bureau to determine cause of death. Other special services include those performed by the
Hazardous Materials Team, Special Weapons and Tactical (SWAT) Team, Hostage Negotiations Team (HNT), Bomb Squad, Canine
Unit, and Crime Analysis and Prevention
Funding Sources
$11,146,821
$2,674,671
$9,800,971
$31,425,239
Funding Uses
$8,037,705
$6,482,109
$11,863,813
$4,574,954
$6,396,150 $9,919,732
$3,946,367
$8,529,243
$9,919,732
$70,412,182
$52,615,176
$35,806,667
General Fund
State Proposition 172 Revenues
State, Federal & Local
Revenues
Contract City Police Revenue
Charges for Services
Other Special Fund Revenues
Realignments - Court
Security/AB109/Other
Jail Operations
Patrol Operations/Investigations
Coroner, Helicopter & Marine
Law Enforcement Support
Services
Administration
Contract City Police Services
Court Security & Transportation
Misc. Special Fund Expenses
Realignment - Court
Security/AB109/Other
Unit. The Law Enforcement Division also
provides prisoner transportation functions
and provides court security services to the
Sonoma County Superior Court in, and
around, Sonoma County courtrooms.
Detention
The Detention Division is responsible for the
operation of two adult detention facilities
designed for the incarceration of criminal
offenders and persons charged with criminal
offenses. The Sheriff’s Office maximum
security Main Adult Detention Facility
(MADF) has a capacity of 913 beds and
serves as the intake location where all
arrestees are brought for booking and
processing. The facility houses both pre-trial
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. Specific
programs operated at the MADF include
alcohol and drug treatment services (Starting
Point Program for women), cognitive
therapy for the mentally ill offenders
(PATHS), and GED classes.
The North County Detention Facility
(NCDF) has a capacity of 561 inmate beds
and houses both pre-trial and sentenced
males, most of which are low to medium risk
offenders.
County of Sonoma
FY 2012-2013 Recommended Budget
89
Justice Services

Special Detention Programming
SHERIFF
Steve Freitas, Sheriff-Coroner
Specific programs operated at NCDF include alcohol and drug treatment services (Starting Point Program for men), agricultural
industries program, GED classes, and parenting programs. A sentenced inmate may be incarcerated for several years under California
Assembly Bill 109, better known as Realignment, but the average sentence is under two years. While incarcerated, the county must
provide all the basic living needs of an inmate, including food, clothing, and medical and mental health care. Inmates are also provided
with a variety of other services, as mandated by state regulations, including library services and educational programs. The Detention
Division also provides alternatives to jail through a variety of programs, including home electronic monitoring and Sheriff's Parole.
County of Sonoma
FY 2012-2013 Recommended Budget
90
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
FY 11-12 ACCOMPLISHMENTS
• Provided an effective transition of the County's radio and
telecommunications division, which serves County
agencies as well as other public and private interests, from
the Information Systems Department to the Sheriff's
Office.
• In working with the Remote Access Network (RAN)
Board, replaced the booking photo system with a new
system that links images to fingerprints, allowing for
better and faster identification in the jails, in the field and
at other police agencies.
• Implemented two new community-based crime
prevention programs (Crime Free Business Program and
Crime Free Multi-Housing Program) and reinstated the
Rural Crime Task Force. Additionally, the crime
prevention web-page was redesigned, as well as several
English and Spanish informational brochures.
• The Sheriff’s Office Marine Unit was the first to receive
support and funding from the United States
Environmental Protection Agency to clean up abandoned
vessels and litter on the greater Petaluma River. The
operation also included funding from Cal-Recycle,
resulting in nationwide recognition.
• The Sheriff’s Office Patrol Bureau successfully
implemented a new shift schedule, which enabled them to
maintain the same level of service to the community with
fewer staff members, thereby reducing costs.
• The Council on Mentally Ill Offenders awarded Sonoma
County with the 2011 Best Practices Award for its
PATHS Program. This program was recognized for its
effectiveness in measuring the successful treatment of
mentally ill patients/clients to decrease the likelihood of
future involvement with law enforcement and corrections,
and increasing the individuals’ likelihood of effectively
transitioning back into the community.
• Implemented the first narcotic detection canine team
within the Detention Division. This team provides
additional security and safety for inmates by combating
the infiltration of controlled substances into both the
MADF and NCDF facilities.
• Created a Detention Alternatives Unit that offers qualified
inmates the opportunity to participate in alternative
programs. Detention Alternative programs allow inmates
the ability to remain productive members of society while
maintaining the safety of the general public, staff, and
participating offenders, and to reduce the inmate
population within the county detention facilities.
FY 11-12 ACCOMPLISHMENTS
• The Electronic Monitoring Program, new and funded
under realignment, is an alternative program where
inmates are electronically monitored within the
community, giving them the opportunity to continue
education and/or employment thereby enabling them to
support themselves and their families while freeing up
bed space at the jail.
FY 12-13 OBJECTIVES
• In collaboration with other local law enforcement and
emergency service agencies, continue to enhance the
County’s ability to respond to gangs, terrorism, and other
catastrophic events through training and procurement of
special equipment with federal grant funding.
• Continue to work with the California State Sheriff’s
Association, CAO, County Counsel, and our Criminal
Justice Partners on legislative and operational impacts
arising from the Governor's realignment plan and efforts
to divert low level, non serious, non violent offenders to
the local level.
• As part of the Bay Regional Interoperable
Communications Systems Joint Powers Authority, deploy
a public safety 700 mhz data communication system to
improve public safety's communication abilities, directly
impacting officer safety and emergency responders'
ability to operate more effectively and provide better
services to the community.
• Allow the public to receive current inmate incarceration
status through the Sheriff's Office public website.
• Focus on community outreach in order to establish new
neighborhood watch programs. Additionally, the Sheriff's
Crime Prevention Unit will collaborate with “Safety
PALS” working with the Sonoma County Fire Chief’s
Association in order to educate and empower children on
fire and life saving topics.
• Continue to improve upon investigative techniques such
as: expanding cell phone forensics techniques, seeking
RAN Board approval to implement live scan (finger print
transmission technology) throughout the greater Sonoma
County area, completing a print storage disaster back-up
system off-site, and developing a database system that
tracks stolen property and directly communicates with
local pawn shops within Sonoma County.
County of Sonoma
FY 2012-2013 Recommended Budget
91
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Law Enforcement - General Fund
Expenditures 74,147,580 76,675,923 3.4
Revenues & Reimbursements 51,040,724 54,284,110 6.4
Net Cost 23,106,856 22,391,813 (3.1)
Detention - General Fund
Expenditures 51,287,142 52,615,176 2.6
Revenues & Reimbursements 3,555,595 4,594,807 29.2
Net Cost 47,731,547 48,020,369 0.6
Sub Total - General Fund
Expenditures 125,434,722 129,291,099 3.1
Revenues & Reimbursements 54,596,319 58,878,917 7.8
Net Cost 70,838,403 70,412,182 (0.6)
Law Enforcement - Special Fund
Expenditures 2,136,627 10,081,556 * 371.8
Revenues & Reimbursements 748,766 8,250,196 * 1,001.8
Net Cost 1,387,861 1,831,360 32.0
Detention - Special Fund
Expenditures 217,300 2,403,111 * 1,005.9
Revenues & Reimbursements 192,000 2,379,536 * 1,139.3
Net Cost 25,300 23,575 (6.8)
Total Expenditures 127,788,649 141,775,766 10.9
Total Revenues & Reimbursements 55,537,085 69,508,649 25.2
Total Net Cost 72,251,564 72,267,117
0.0
*The increase in expenditures/revenues for FY 12-13 represent realignment revenue passthrough.
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Law Enforcement 339.00 337.50 336.50 (1.00) (0.3)
Detention
268.00 276.00 274.00 (2.00) (0.7)
Total Positions
607.00 613.50 610.50 (3.00) (0.5)
County of Sonoma
FY 2012-2013 Recommended Budget
92
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended*
Law Enforcement
Sworn Officers per 1,000 Population 1.19 1.06 1.03
Dispatch
Law Enforcement Incident Calls 92,661 91,701 95,000
City of Windsor Incident Calls 19,681 21,408 23,000
City of Sonoma Incident Calls 11,816 13,773 14,000
Helicopter
Total Flights 753 627 690
Emergency Medical Service Missions 32 35 34
Search and Rescue Missions 165 163 164
Law Enforcement Missions 556 429 492
Hours Flown 414 303 300
Central Information Bureau
Incoming Calls- Front Desk 32,718 37,000 33,000
Evidence Items Booked 20,824 21,000 21,500
Civil Cases
Civil Actions 6,323 6,705 6,514
Crime Prevention
Community Outreach Activities 511 550 550
Graffiti Removed 669 640 640
Marine Unit
Hours of Water Patrol 2,601 1,500 1,500
Accident Investigations 21 30 30
Searches 63 20 20
Verbal Warnings 1,124 1,100 1,100
Patrol
Calls for Service 45,860 46,454 46,157
Officer Initiated 46,818 50,689 48,753
Arrests/Citations 7,639 8,201 7,920
Reports Written 12,010 12,805 12,408
Average Emergency Response Time (Minutes) 8 min 44 sec 8 min 42 sec 8 min 43 sec
Field Deputies to 1,000 Population 0.68 0.63 0.63
Investigations
Homicide/Attempted Homicide Investigations 11 10 11
Total Crimes/Crimes Assigned to Investigations 3,567/1,341 3,511/1,180 3,715/1,308
Coroner
Autopsies 308 300 310
Detention
Combined NCDF & MADF
Average Daily Population (ADP) 927 990 1,140
Bookings 17,903 18,000 18,500
Sentenced ADP 412 480 540
Unsentenced ADP 515 490 500
Female ADP 116 120 125
Gang Population ADP 223 240 245
Mental Health Population ADP 270 268 275
Total Inmates Attending Programs 3,474 3,578 3,600
Prescription Meds Administered 769,000 785,000 790,000
Number of Sick Calls 15,200 15,900 16,400
* FY 12-13 projections are based on 3 to 4 year averages of baseline services adjusted for baseline FY
12-13 reductions.
County of Sonoma
FY 2012-2013 Recommended Budget
93
Justice Services

RECOMMENDED BUDGET
SHERIFF
Steve Freitas, Sheriff-Coroner
The recommended budget reflects overall expenditures of $141.8 million, a $14.0 million increase from the adopted FY 11-12 budget.
The increase is due to increased expenditures related to Realignment ($1.6 million) and the accounting requirements of AB109 and
AB118 ($9.7 million). The balance of the expenditure increase of $2.7 million is the net result of salary and benefit increases and other
increases identified below, offset by reductions required to meet general fund net cost target.
Other significant expenditure increases include: County car expenses of $400,000 due to rising gas prices and the switch to a new patrol
car model; increased maintenance costs of $202,000 for the helicopter due to the timing of part replacements based on hours flown; and
increases in inmate meals of $183,000 related to increased inmate population.
Significant Special Revenue fund changes include elimination of the revenue tracking fund ($469,000), and an increase in expenditures
in the DMV ID fund ($2.2 million in expenditures for an increase of $270,000).
FY 12-13 General Fund revenues and reimbursements increase $4.3 million, the net result of increases in Proposition 172 revenues ($2.0
million), Court Security reimbursement of overhead costs ($420,000), realignment reimbursement ($1.6 million), City contract revenue
($200,000), and increased miscellaneous revenue including Accumulated Capital Outlay savings ($480,000), offset by the loss of federal
reimbursement of detention costs ($400,000).
Special Revenue Funds required for realigned pass through funding totals $9.7 million and includes, court security reimbursement of
$7.1 million, AB 109 reimbursement for costs associated with the realignment of state inmates of $1.6 million (consistent with the
Interim Community Corrections Partnership Plan as approved by the Board of Supervisors), Booking fee reimbursement of $791,000,
State COPS reimbursement of $200,000 and Cal Met reimbursement of $225,000.
Position changes that occurred during FY 11-12 include 9.0 FTE added as a result of realignment, the transfer of 2 Communication
Technicians to the Information Systems Department, and elimination of a .5 limited term Department Information Specialist.
The FY 12-13 Recommended Budget includes the addition of 1.0 Administrative Services Officer position to help manage the personnel
services unit and the elimination of 4 positions including: the paramedic position for the helicopter program ($106,000), a Community
Services Officer for the Graffiti Abatement Program ($102,000), a Program Manager in Detention Administration, and a Legal Processor
at MADF ($86,000).
In addition to the position reductions identified above, other cost savings measures are implemented as follows:
• A shift schedule change at MADF will create a cost savings of $194,000 by creating a relief team that will be assigned to fill
vacancies caused by disability, sick, vacation, comp and training time.
• By conducting training on straight time, a savings in overtime costs of $115,000 will be achieved.
• Holding vacant one Detention Assistant will provide savings of $81,000. The workload will be distributed among the remaining 15
Detention Assistants.
Core Services Maintained
• The Sheriff's Office will maintain patrol services in the unincorporated areas of the County, providing law enforcement response to
emergency dispatch calls for service and initiating service delivery when possible. Contracts with Sonoma and Windsor, which are
fully funded by the cities, are maintained at existing levels.
• The Coroner's Bureau will retain a high level of expertise in forensic death investigation and pathology examination.
• The Marine Unit will provide limited law enforcement and patrol services on the waterways of the County and along the coast,
maintaining life saving equipment, watercraft, and staffing.
• The Sheriff's Office will continue to provide an effective and efficient Dispatch Bureau, receiving calls for emergency services and
dispatching response personnel 24 hours per day, seven days a week.
• Prisoner transportation functions and court security services for the Sonoma County Superior Court will continue to be provided.
• The Sheriff's Office will retain, at a reduced level, the Investigative Bureau where most felony crimes and other complex matters are
investigated. Services include narcotic/drug enforcement within Sonoma County and investigations of property crimes, violent crimes,
domestic violence/sexual assaults (DVSA), and crime scene investigations.
• The Central Information Bureau will continue to maintain the Records Management System containing crime reports and call-for
service information, the Central Warrant System including all criminal warrants issued in the county as well as the storing of physical
evidence, found property, and property for safekeeping. Visitors to the Sheriff's Office will be assisted at the main building front
County of Sonoma
FY 2012-2013 Recommended Budget
94
Justice Services

SHERIFF
Steve Freitas, Sheriff-Coroner
counter during limited hours (Monday-Friday, 8am-5pm) with general information, crime reports, registrant files, fingerprinting, and
vehicle releases.
• The Sheriff's Office will retain Civil Bureau services including the serving and execution of all writs, warrants, summons, and orders
of the Court including all papers and orders required to be served or otherwise by law.
• Other core specialty services maintained include those performed by the Special Weapons and Tactical Team (response to critical
incidents), Hostage Negotiations Team (response to hostage or kidnapping incidents), the specialty Bomb Unit (performed on
overtime) and the Multiple Agency Gang Enforcement Unit.
• The Sheriff's Office will continue to operate the two adult detention facilities in accordance with federal and state laws for the
incarceration of inmates and add capacity both in beds and related provision of services to inmates including housing, medical, mental
health, and education classes and programs to accommodate new realigned population.
Services Eliminated or Reduced
• The Graffiti Removal Program, including one Community Service Officer, is eliminated at a cost savings of $102,000. Response to
the community requests for graffiti removal and prevention education will be reduced, resulting in a higher visibility of gang graffiti.
Presentations on domestic violence, child and bicycle safety, drug and alcohol education, gang education, neighborhood watch, and
vehicle abatement will be reduced.
• The Helicopter paramedic position is eliminated for a cost savings of $106,000. This position was reduced as part of the Board of
Supervisors actions taken in January, 2012 which eliminated positions that were vacant more than 6 months. Extra help paramedics
will be used when available at approximately half the cost of a full time position. There is no service reduction compared to the last
several years; however there may be some flights where a paramedic is not available.
• The elimination of a Program Manager in Detention Administration will provide a cost savings of $147,000. The deletion of this
position will require a change in the management of programming offered to inmates. It will reduce the Detention Division's liaison to
community based organizations.
• The elimination of a Legal Processor at MADF will save $86,000. The workload of this position will be shifted among the remaining
24 Legal Processors assigned to the MADF. The loss of the position will impact services by slowing the turnaround time for
processing bails, booking arrestees, and managing the needs of visitors and community members.
• The Detention Division will reduce graveyard staffing at MADF for a savings of $323,000. During grave shift hours one deputy will
supervise two modules, a change from current practice of one deputy per module. This will leave 50 to 100 inmates without
supervision for up to 30 minutes at a time. During that time period inmates who share cells are susceptible to increased violence. The
change reflects previous staffing of the jail and while there are drawbacks in the ability to fully monitor activity in the jail, the office
believes the change will be manageable.
Strategic Plan Focus
• Safe, Healthy and Caring Communities: The Office strives to achieve this by answering calls for help, investigating wrong doing,
arresting criminals for crimes committed in the community, and providing basic needs for those incarcerated in our detention
facilities.
• Civic Services and Engagement: The Sheriff's Office also focuses on providing civic services and engagement to the various
communities within Sonoma County. The budget provides $28 million in funding for Patrol staff responding to citizen complaints,
calls for service, addressing various criminal activities, and initiating action whenever necessary as part of normal street patrol and
holding meetings and
• Investment in the Future: The Sheriff's Office Crime Prevention Unit provides community forums and crime prevention tips,
strategies and information to interested citizens.
• Invest in the Future: Through resources provided by Public Safety Realignment, the Sheriff provides detention inmate programs
($700,000) including education and job skills to offenders to help assist them in being productive members of society.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
95
Justice Services

HEALTH & HUMAN SERVICES
Development Services contains the following departmental budgets:
Health Services
Human Services
IHSS Public Authority
Child Support Services
Hospital Enterprise Closeout
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
97
Health & Human Services

County of Sonoma
FY 2012-2013 Recommended Budget
98
Health & Human Services

MISSION STATEMENT
Working with individuals and communities to achieve and preserve the
health and well being for all in Sonoma County.
DEPARTMENTAL DESCRIPTION
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
Budget at a Glance:
Total Expenditures $234,001,804
Total Revenues $220,412,168
Total Net Cost $13,589,636
The Sonoma County Department of Health Services is charged with
protecting the health of the public by administering state and federal
Total Staff 507.49
programs, convening various community coalitions, and supporting the local
health system. The department accomplishes its mission through promoting
% Funded by Local Discretionary Funds 3.2%
upstream prevention, recovery, and wellness; developing policy and services;
building community capacity; and promoting advocacy and education. The department receives funding from various sources, including
state and federal allocations, state realignment sales tax allocation, grants, fees for services, and the General Fund. The Department of
Health Services supports this work in an Administrative Services unit and three operating divisions: Public and Behavioral Health
Services and Health Policy, Planning and Evaluation.
Funding Sources
$4,500,934
$110,190,454
Funding Uses
$92,967,132
$5,248,888
$7,590,985
$33,894,986
$67,557,585
$36,791,676
$42,198,117
$7,370,170
$9,760,472
$49,932,209
Federal & State
Licences/Permits/
Fines/Other
Realignment
Interfund Reimbursement
Charges for Services
County General Fund
Adult Services
Emergency Medical &
Preparedness Services
Children & Family Services
Community Health & Safety
Services
Disease Control & Clinical
Sevices
Interfund Tranfers
The Public Health division protects the
health of the public in accordance with
federal, state and local statutes. Services are
provided through six sections, Healthy
Communities, Environmental Health, Family
Health, Sonoma First 5, and Animal Care
and Control. Responsibilities include the
Regional Public Health Laboratory, Coastal
Valleys Emergency Medical Services
Agency, and a variety of commissions and
committees including Maternal, Child and
Adolescent Health Advisory Board,
Emergency Medical Coordinating Council,
and the Sonoma First 5 Commission. In
addition, the department provides a wide
variety of direct health services in mental
health and alcohol and drug programs, many
of which are delivered in partnership with
local and specialty providers, community
based organizations, and in collaboration
with clients and families.
The Behavioral Health division
encompasses the functions consolidated in
an integrated Mental Health/Substance Use
division. Behavioral Health services are
provided in partnership with clients,
families, agencies and community providers
through three sections: Youth and Family,
Acute Forensics, and Community Health and
Substance Use Recovery Services.
Responsibilities include a variety of
commissions including the Mental Health
Board and the Sonoma County Advisory
Board on Alcohol and Drug Problems.
Additional programs include 24-hour psychiatric emergency, forensic and adult rehabilitation services, substance use treatment and
recovery programs primarily through community based contracts, family treatment and support programs for high-risk youth, a mobile
crisis response team, prevention, and early intervention programs; case management, and technical assistance, quality assurance and
compliance monitoring of the network of treatment provider agencies.
County of Sonoma
FY 2012-2013 Recommended Budget
99
Health & Human Services

DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
The Health Policy Planning and Evaluation division focuses on department wide efforts focus to support the community in
eliminating health disparities, and empowering our community to be the Healthiest County in California by 2020. Division staff is
coordinating the development of a strategic and communication plan, expanding media and public information opportunities, leading
policy development, and data systems implementation, as well as preparing for the national Health Department Accreditation. This
division also provides staff support to Health Action.
FY 11-12 ACCOMPLISHMENTS
• Adopted and implemented a Smoking and Secondhand
Smoke Ordinance for County-owned property and other
unenclosed areas under the County’s jurisdiction as well
as unincorporated multi-unit housing.
• Completed County Strategic Plan Project #28,
“Enhancing Community Based Services,” providing a
best-practice based framework for community
engagement and capacity building to support effective
community services.
• Implemented partnership programs with law enforcement,
including training for officers to understand and
appropriately address people with mental health issues.
Implemented partnerships with local schools to support
students and families capacity to identify and address
drug use, peer pressure, mental health and providing
referral when needed, including Project Success, and the
Crisis Assessment Prevention and Education (CAPE)
program, which was recognized by the California State
Association of Counties as a model of service excellence.
• Received, in partnership with Transportation and Public
Works Department as part of Safe Routes to School
program, over $1 million in Federal Congestion
Mitigation and Air Quality Improvement (CMAQ) funds
to implement pedestrian safety measures such as the
footbridge by Regional Parks connecting Colgan Creek
Trail to Bellevue Elementary School, crosswalks at
Sheppard Elementary and Roseland Elementary, and a
pedestrian-activated flasher near Kawana Elementary.
• Convened a second community roundtable in partnership
with the United Way, Community Action Partnership,
Sonoma County Office of Education, and Human
Services to ensure greater collaboration throughout
county service providers and funders.
County of Sonoma
FY 2012-2013 Recommended Budget
100
FY 12-13 OBJECTIVES
• Support ongoing health system improvement consistent
with health care reform and collaborate with partners to
achieve a comprehensive continuum of care that
provides access to affordable high quality services.
• Strengthen behavioral health services through
collaboration with Aurora Behavioral Health’s opening
of a psychiatric hospital and the establishment of a
long-term recovery-oriented residential program
alternative to psychiatric skilled nursing facilities in
partnership with the Progress Foundation.
• Develop Health information technology infrastructure
to improve operational efficiencies, client and
community health services including: implementation
of remote field inspection capabilities within
Environmental Health, a health information exchange
system, Behavioral Health electronic health record and
client management system, web-based reporting results
of clinical laboratory test results, implementation of an
on-line certification and recertification system for
EMTs, and a system for the accreditation and
authorization of paramedics.
• Develop and implement policies to protect the public
health, safety, and general welfare of our communities,
including a Social Host ordinance in partnership with
the Sheriff’s Office and the Sonoma County Prevention
Partnership to prevent underage drinking.
• Continue to collaborate with the Human Resources
wellness program and expand community engagement
activities and investments across the county towards
Sonoma County being the Healthiest County in the
State by 2020.
• Implement Animal Care and Control operational
enhancements such as canine behavior assessment
program, recommendations from the Best Practices
review study, and improve mobile spay/neuter program
with emphasis on accessibility and affordability.
• Enhance 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; evaluation of the Maternal
Child and Adolescent Health home visiting program for
high risk low income women; service expansion to
pregnant women struggling with drug and alcohol use;
support hospital labor and delivery services to promote
breast feeding and achieve baby friendly designation.
• Expand the department’s volunteer program.
Health & Human Services

DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Fund Financing
Expenditures 28,056,941 25,407,928 (9.4)
Revenues & Reimbursements
20,415,956 17,816,943 (12.7)
Net Cost
7,640,985 7,590,985 (0.7)
Health Services - Administration
Expenditures 10,515,300 10,442,699 (0.7)
Revenues & Reimbursements 10,515,300 10,442,699 (0.7)
Net Cost 0
0 0.0
Public Health
Expenditures 48,722,729 49,391,958 1.4
Revenues & Reimbursements 48,722,729 49,391,958 1.4
Net Cost 0 0 0.0
Behavioral/Mental Health
Expenditures 63,618,922 68,494,707 7.7
Revenues & Reimbursements 63,618,922 68,494,707 7.7
Net Cost 0 0 0.0
1
Health Policy, Planning, and Evaluation
Expenditures 0 2,644,274 100.0
Revenues & Reimbursements 0 2,644,274 100.0
Net Cost 0 0 0.0
2
Special Revenue Financing
Expenditures 66,942,942 77,620,238 15.9
Revenues & Reimbursements 60,821,072 71,621,587 17.8
Net Cost 6,121,870 5,998,651 (2.0)
Total Expenditures 217,856,834 234,001,804 7.4
Total Revenues & Reimbursements 204,093,979 220,412,168 8.0
Total Net Cost 3 13,762,855 13,589,636 (1.3)
1 The establishment of the Health Policy, Planning, and Evaluation Division was approved by the Board during FY 11-12.
2 Special Revenues contain a variety of funds that serve as financing mechanisms for programs in the operating divisions. Since
operating transfers and reimbursements are appropriated in both granting and receiving funds, these expenditures are counted
twice in the display of Health Services "Total Expenditure," which reflect gross appropriation.
3 "Total Net Cost" represents General Fund Net Cost and use of Special Fund Balance, primarily First 5 and Mental Health Service
Act.
County of Sonoma
FY 2012-2013 Recommended Budget
101
Health & Human Services

STAFFING SUMMARY
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 468.41 506.49 507.49 1.00 0.2
HEALTH OUTCOMES SUMMARY
The Department is focused on social factors that drive health outcomes and reflect its mission. Extensive information on the health status
and quality of life in Sonoma County is available through Healthy Sonoma at www.HealthySonoma.org and Network of Care for
Healthy Communities at http://sonoma.networkofcare.org/ph/resource/sonoma_services.cfm.
2008
Baseline
2011
Update
Health Outcome Indicators
Education
9 th graders that graduate from high school four years later 72% 81% 90%
4 th graders who are proficient or advanced in English language arts 61% 69% 90%
Economic Resources
Residents that live in households above 300% of the federal poverty 61% 57% 75%
Renters who spend 30% or more of household income on rent 52% 59% 25%
Connection to Community
Eligible voters that are registered to vote 71% 74% 90%
Healthy Eating
Residents eating five or more fruits or vegetables per day 56% * 75%
Adults who are obese 24% 21% 15%
Physical Activity
Adults who get regular physical activity 38% * 50%
7 th graders who pass all six areas in the annual state physical fitness test 35% 29% 75%
Adolescents and children who walked, biked, or skated to or from school 22% * 50%
Drug and Alcohol Use
Adolescents not using alcohol or any illicit drug during the past 30 days 55% 73% 90%
Adult binge drinking 20% * 6%
Adult smoking 13% 14% 10%
Mental Health
Adults who report needing mental health help who saw a mental health 50% 59% 75%
professional
Number of youth suicide deaths 6 4 0
Injury Prevention
Number of deaths due to motor vehicle collisions (per 100,000) 12 9 9
Pedestrian deaths (per 100,000) 1 1 1
Hip fractures due to falls for woman ages 65+ (per 100,000) 811 760 416
Health Care Coverage
Residents under 65 with health insurance 85% 80% 1 100%
Residents with a usual source of health care 93% 86% 2 96%
Children who have had a dental visit within the year 83% * 90%
* Updated data not yet available for 2011
2020
Goal
County of Sonoma
FY 2012-2013 Recommended Budget
102
Health & Human Services

RECOMMENDED BUDGET
DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
The recommended budget reflects overall expenditures of $234 million, a $16 million increase from the adopted FY 11-12 budget.
Recommended expenditures are supported by $220 million in revenues and internal reimbursements for services provided to other
departments and agencies and County General Fund support of $7.6 million. Increased expenditures result in increased revenues and
reimbursements of $17.6 million, while overall County General Fund contribution was decreased by $50,000 for one-time allocation to
support an analysis of Animal Care & Control operations.
Expenditures are increasing due to additional funding from sources such as the Mental Health Services Act (MHSA) and
Intergovernmental Transfers (IGT) funding enhancements to programs and services that support, preserve, and protect the community’s
health. These enhancements include public health nurse visiting program for at risk families and youth, implementation of the Mobile
Support Team, and implementation of health policy, planning and evaluation activities.
In total, the Department’s net staffing allocation is increasing by 1.0 to support the expansion of services through Maternal Child Health,
Behavioral Health – Alcohol and Drug Services, and support services within Departmental Administration.
Realignment Funding – The 1991 realignment program was the state response to significant budget deficits. It transferred responsibility
for certain mental and public health services from the state to counties by dedicating a portion of state revenues from sales tax and
vehicle license fees to support health and mental health programs. Known as1991 realignment funds, this source provides 27% of the
department’s funding.
The department strives to maintain a prudent reserve of approximately 5% to protect against one-time state or federal fiscal reductions,
catastrophic medical cost and services and public health emergencies. Staff does not anticipate an improvement in the state finances over
the next 2-3 years, and may need to use a portion of the reserve to mitigate the impact of state reductions or address unknown funding
challenges. The table below summarizes the recommended budget and projections for realignment spending and reserves for FY 12-13
through FY 14-15.
1991 Realignment Operating Fund Balances
May 2, 2012
Health Realignment Operating Fund
Beginning Balance
Revenue
Expenditures
Transfer To Mental Health Division
Ending Balance
Actuals
FY 10-11
2,660,262
23,633,100
(21,663,109)
(2,000,000)
2,630,253
Mid-Yr Est.
FY 11-12
2,630,253
23,062,750
(22,198,961)
(800,000)
2,694,042
Proposed
FY 12-13
2,694,042
23,869,540
(23,415,135)
(1,000,000)
2,148,447
Projected
FY 13-14
2,148,447
24,013,126
(23,415,135)
(500,000)
2,246,438
Projected
FY 14-15
2,246,438
24,013,126
(23,415,135)
(500,000)
2,344,429
Mental Health Realignment Operating Fund
Beginning Balance
378,152
Revenue
11,823,850
Transfer From Health
2,000,000
Expenditures
(11,701,823)
Ending Balance
2,500,179
2,500,179
11,931,408
800,000
(12,887,466)
2,344,121
2,344,121
12,332,135
1,000,000
(12,765,411)
2,910,845
2,910,845
12,332,135
500,000
(12,765,411)
2,977,569
2,977,569
12,332,135
500,000
(12,765,411)
3,044,293
Total Realignment Contingency
5,130,432
5,038,163
5,059,292
5,224,007
5,388,722
Core Services Maintained
The department will continue to provide services to children, families and adults; program compliance monitoring and reporting;
communicable disease control, tobacco addiction prevention, clinical services, laboratory services, and emergency medical and
psychiatric services. Sales Tax and Vehicle License Fees fund a portion of mandated services in two categories: health realignment
which funds programs such as, indigent care through County Medical Services Program (CMSP); and mental health realignment that
funds programs such as Psychiatric Emergency Services, Adult Services, and Youth and Family Services.
County of Sonoma
FY 2012-2013 Recommended Budget
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DEPARTMENT OF HEALTH SERVICES
Rita Scardaci, Director
Services Eliminated or Reduced
o The Department will reduce some services including the deletion of 1.0 FTE Volunteer Coordinator filled position in
Animal Care and Control. Reduced funding from dog licenses fees, contracts with City of Santa Rosa and Windsor, and
flat County general fund all contribute to the need for this reduction. Some duties will be reassigned and a volunteer will be
recruited to assist with community coordination and outreach efforts.
Strategic Plan Focus
Safe, Healthy & Caring Communities
The health of a community is inseparably linked to policies and program throughout the county. Programs and/or policies that
demonstrate this include Health Action, Healthy by Design, and Safe Routes to School, Dental Health, and Health in All Policies.
• The Department is aggressively pursuing policy strategies to help protect the health of communities throughout the County. In FY 12-
13, the Department plans to develop additional policies including a Social Host Ordinance and a Medical Distribution Ordinance, in
addition to initiating a community health assessment process that will identify critical assets and resources within the County that
contribute to the health and vitality of our communities.
• The Department is working with Aurora Health to establish an in-patient psychiatric hospital in the County. The 93-bed facility will
join an existing strong and innovative mental health system in Sonoma County, provide valuable services to our community, and
employ scores of people in our community from facilities and office staff to social works and doctors.
Economic & Environmental Stewardship
• The Department of Health Services staffs Health Action, a unique collaborative of diverse stakeholders from government, business,
health care, and non-profit sectors with an over-arching mission to make Sonoma County the healthiest in California by 2020. Health
Action stimulates and supports broad community participation and leverages partnerships and opportunities to align community
resources for action and collective impact. Each of these initiatives has goals and objectives that roll up into the overall community
outcomes being measured and tracked for the 2020 Vision for Sonoma County.
• In FY 11-12, the department completed County Strategic Plan Project number 28, Enhancing Community Based Services. The project
identified best practices in delivering services to the key demographic groups in Sonoma County – seniors, Latinos, and low-income
communities. Working with a range of County departments and community stakeholders, the department will take the lead in
supporting the implementation of recommendations to establish locally relevant strategies for effectively communicating and
delivering services.
Economic & Environmental Stewardship
The department collaborates through many community based partnerships to deliver a range of services. Approximately $51 million in
funding will be directed to community based providers and services that strengthen the department’s ability to serve the community, and
support services in a wide variety of culturally competent settings throughout the county.
• The Department, through Health Action, has launched a Food System Alliance. The Food System Alliance is a local coalition
working together to create a sustainable local food system where local growers are economically viable and consumers have access to
healthy food.
• Through First 5, the Department is working with the Santa Rosa Chamber of Commerce to assist local businesses in providing literacy
workshops and materials to employees and their families, and develop family friendly workplace policies. This support has been
shown to benefit employee productivity and workforce retention.
Investing in the Future
Working with Human Services and Upstream Investments, the department and Health Action provides focus, communication and
coordination regarding prevention-focused policies and interventions to reduce poverty and increase equal opportunity for quality
education and good health in community environments.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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HUMAN SERVICES
Jerry Dunn, Interim Director
MISSION STATEMENT
The Human Services Department (HSD) protects vulnerable children and
adults and promotes maximum independence and well-being for individuals
and families.
Budget at a Glance:
Total Expenditures $241,502,546
Total Revenues $222,050,724
DEPARTMENTAL DESCRIPTION
Human Services includes four program divisions that determine eligibility
and deliver human services in accordance with state and federal regulations
and as an agent of the state.
Total Net Cost $19,451,822
Total Staff 686.1
% Funded by Local Discretionary Funds 8%
• Adult and Aging Division provides 24-hour emergency response to
reports of abuse, and coordinates in-home care and supportive services for older adults and people with disabilities to facilitate
independent living. Staff assists veterans in claiming state and federal benefits. The Court-appointed Public
Administrator/Guardian/Conservator assists those unable to provide for their food, clothing, and shelter and manages estates lacking a
responsible party. The Area Agency on Aging provides grants and federal funding to senior service programs. The Division supports
the Area Agency on Aging Advisory Council.
• Economic Assistance Division helps low-income residents meet their basic needs by determining eligibility for CalFresh (formerly
Food Stamps); public medical insurance
Funding Sources
$47,338,694
$19,873,627
$6,063,686
$19,451,822
Funding Uses
$49,253,518
$2,305,694
$61,680,531
$19,451,822
$48,101,270
$30,938,645
$67,595,535
$33,077,912
$32,433,618
$45,438,718
State Allocations
Federal Allocations
Reimbursements
Other
Operating Transfers
State Realignment
County General Fund
Adult & Aging
Economic Assistance
Employment & Training
Family, Youth & Children
Other Programs
Special Revenue Fund
Transfers
Operating Transfers
to indigent adults and families with
children (Medi-Cal and the County
Medical Services Program (CMSP); and
the new Low-Income Health Plan, funded
in part by federal Medicaid dollars
(Path2Health); and General Assistance
(GA), a County-funded program
providing financial assistance to indigent
adults.
• Employment and Training Division
provides temporary cash assistance and
employment services to promote the
transition from welfare to work for lowincome
clients through SonomaWORKS
(also known as Temporary Assistance to
Needy Families or CalWORKs). Services
include child care, transportation,
counseling, substance abuse services, cash
aid, CalFresh, and Medi-Cal. The division
manages Job Link, a one-stop career
center for local job seekers and
businesses, operated in collaboration with
other state and non-profit agencies, and
the division supports the Workforce
Investment Board.
• Family, Youth and Children’s
Services Division protects children from
abuse, neglect, and exploitation by
responding to allegations of abuse 24
hours per day, providing case
management services to children in outof-home
placement, facilitating family
reunification, recruiting new foster
parents, and providing 24-hour emergency
County of Sonoma
FY 2012-2013 Recommended Budget
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HUMAN SERVICES
Jerry Dunn, Interim Director
shelter for children removed from their homes because of abuse or neglect. Children ages 16 to 21 who are leaving the foster care system
are provided with training, transportation, and transitional housing services. Children in the foster care system can receive payments
until they are 19 years old through fiscal year 2012. In 2013, the age for payments will be extended to age 20.
Each of the program divisions are supported by administrative support services including fiscal, information technology, human
resources, program planning and evaluation, community relations, fraud investigation, and client appeal hearings.
DEPARTMENTAL FINANCING
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-two percent (62%) of the department’s revenue is from federal and state sources. In some programs,
the Board of Supervisors has opted to provide a higher level of County contribution than required, to better serve the needs of the local
community. These programs include Child Welfare Services, Adult Protective Services and wages and benefits for In-Home Support
Services care providers. In the case of Child Welfare and Adult Protective Services, the supplemental County contribution draws down
federal funding.
Twenty-seven percent (27%) of the department’s budget is from state realignment funding. In 1991 and in 2011 the state realigned
programs, shifting responsibilities and funding to counties. In 1991, the state shifted a higher share of certain human services programs
along with a dedicated funding source from sales tax and Vehicle License Fee (VLF) revenue. The legislation that enabled 1991
realignment provided requirements that the funds be spend only for human services programs, and required the state to fund caseload
growth in these programs. In 2011, the state shifted its share of human services programs to counties including: 100% of the nonfederal
share of Adult Protective Services (APS); Child Welfare Services, Foster Care, Adoptions and Child Abuse Prevention. The dedicated
funding source for these programs also comes from state sales tax and vehicle license fees.
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

HUMAN SERVICES
Jerry Dunn, Interim Director
FY 11-12 ACCOMPLISHMENTS
• Adult and Aging: Received and evaluated more than
2800 reports of elder abuse and neglect per month (a 12%
increase from 2010), due to greater community education
on how to detect elder abuse. Offered Depression
Screening to all IHSS clients over 60 years of age, and
referred 102 clients who screened positive to the Mental
Health Liaison clinician. Co-located an Adult Protective
Services Social Worker at the Family Justice Center, one
day per week. Obtained over $9.4 million in Veterans
benefits for veteran clients of the Sonoma County Veteran
Services Office. Completed the senior needs assessment
and the Area Agency on Aging four year area plan. Year
to date, had 67 participants in Safe Steps fall prevention
classes, with a total of 97 participants scheduled for the
calendar year.
• Economic Assistance: Served 17% more clients in
CalFresh. Partnered with the Health Services Department
to develop the County Expanded Nutrition Project,
providing nutrition education to 1250 CalFresh eligibles.
Met application and redetermination processing Medi-Cal
performance standards. With the Health Services
Department, implemented Path2Health, Sonoma County’s
federally funded Low Income Health Program, as part of
Federal Healthcare Reform. Implemented technological
efficiencies which makes access to benefits by clients
easier.
• Employment and Training: Implemented the Virtual
One Stop, which provides online access to Job Link from
anywhere via the internet and improves employers’ ability
to update information. Consolidated staff into one facility
that reduced County costs via lower rental in an energyefficient,
LEED-silver-certified building, meeting the
division’s objective to consolidate service delivery.
• Family, Youth and Children: Redesigned its service
system to ensure that families involved with the child
welfare system receive evidence-based practices that have
a proven track record of producing positive child and
family outcomes in the areas of safety, permanency and
well-being. One example of a positive outcome is in the
area of recurrence of maltreatment: In 2011, Sonoma
County had a lower level of child re-abuse than the
national target. In 93% of cases, there were no
substantiated incidents of re-abuse within the following
six months.
• Upstream Investments: In FY11-12 the Upstream
Investments Policy initiative moved from planning to
implementation. To date, 36 local organizations have
submitted a Resolution of Alignment and 35 local
programs have been approved for the Portfolio of Model
Upstream Programs. To date over $2 million has been
granted by local funders using the Portfolio.
FY 12-13 OBJECTIVES
• Adult and Aging: Increase participation and improve the
Multi-disciplinary Team for Elder Abuse in collaboration
with the Family Justice Center and other community
partners. Continue to develop reliable transportation
alternatives for seniors throughout the county. Expand
depression and suicide prevention services through the
Older Adult Collaborative, which comprises six agencies
dedicated to improving mental health of seniors.
• Economic Assistance: Expand outreach for CalFresh,
especially to low-income seniors. Continue to encourage
the use of CalFresh at local farmers’ markets. Implement
the CalFresh Restaurant Meals program, which allows
elderly and disabled CalFresh participants to utilize their
benefits in restaurants that have joined the program.
Through California Welfare Directors Association and in
partnership with the Health Department, offer guidance to
the state in its preparation to fully implement the Patient
Protection and Affordable Care Act (Healthcare Reform)
in 2014. Continue Health Department collaborative
initiatives such as nutrition education.
• Employment and Training: Expand the Sonoma County
Youth Ecology Corps, in partnership with the Water
Agency. Implement the new Subsidized and Transitional
Employment Program (STEP). Fully implement digital
document storage so that a client’s documents are
available from any department location.
• Family, Youth and Children: Expand Team Decision
Making for target families, involving family and
community members to make the best decisions when the
agency is considering removing a child from his/her
home. Implement new AB12 legislation, by providing
continued support for youth who choose to remain in the
child welfare system after they turn 18, by giving them
services to help them become successful adults in the
community.
• Upstream Investments: Continue implementation
including significantly expanding resources for upstream
investments. Launch an interactive cost-benefit tool to
identify expected local savings from Upstream Portfolio
programs. Prioritize evaluation technical assistance for
the Cradle to Career initiative, and expand upstream
principles in County activities. For more information visit
www.SonomaUpstream.org.
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

HUMAN SERVICES
Jerry Dunn, Interim Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Fund Financing
Expenditures 22,255,293 20,073,897 (9.8)
Revenues & Reimbursements 699,859 622,075 (11.1)
Net Cost 21,555,434 19,451,822 (9.8)
Welfare Programs
Expenditures 74,388,541 72,394,545 (2.7)
Revenues & Reimbursements 74,388,541 72,394,545 (2.7)
Net Cost 0 0 -
Welfare Administration
Expenditures 97,988,957 100,402,661 2.5
Revenues & Reimbursements 97,988,957 100,402,661 2.5
Net Cost 0 0 -
Special Revenue Fund
Expenditures 16,196,746 48,631,443 200.3
Revenues & Reimbursements 16,196,746 48,631,443 200.3
Net Cost 0 0 -
Total Expenditures 210,829,537 241,502,546 14.5
Total Revenues & Reimbursements 189,274,103 222,050,724 17.3
Total Net Cost 21,555,434 19,451,822 (9.8)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 654.3 680.1 1 686.1 2 6.0 0.9
1 A net of 25.8 FTEs were added in FY 11-12 mostly due to larger than anticitipated Cal-Fresh, Medi-Cal
and Cal-WORKS state allocations.
2
7.0 FTEs are added and 1.0 FTE deleted as part of the recommended budget. 1.0 Time Limited FTE expires
on 9/30/12
County of Sonoma
FY 2012-2013 Recommended Budget
108
Health & Human Services

WORKLOAD AND PERFORMANCE SUMMARY 2012-2013
Unless Otherwise Noted Values Are Monthly Averages
1
FY 10-11 FY 11-12
HUMAN SERVICES
Jerry Dunn, Interim Director
FY 12-13
Monthly Workload (W) or Performance (P) Measures Actual Estimated Projected
Community Indicators that impact Human Services
2
Sonoma County Poverty Rate 13.1% 13.4% 13.6%
Sonoma County Unemployment Rate 10.2% 9.5% 8.6%
Adult and Aging
W - Reports to Adult Protective Services hotline 217 238 283
W - Financial Abuse allegations 44 44 50
W - In-Home Supportive Services (IHSS) individuals 5,161 5,183 5,188
W - Public Administrator/Guardian/Conservator cases 257 247 249
W - Veteran Service Office client interviews 302 357 403
P - Benefits obtained for Veterans $781,450 $859,590 $937,740
P - IHSS reassessments completed on time (goal ≥ 90%) 88% 88% 90%
Economic Assistance
W - Medi-Cal individuals 53,135 54,756 57,419
W - County Medical Services Program individuals 5,723 1,130 1,181
W - Path2Health individuals 3 4,800 7,400
W - CalFresh applications 1,974 2,007 2,146
W - CalFresh individuals 28,094 32,878 38,401
W - General Assistance individuals 682 522 522
P - Medi-Cal eligibility determined on time (goal ≥ 90%) 66% 61% 90%
Employment and Training
W - Job Link individuals 1,182 1,095 1,080
W - CalWORKs individuals 8,622 8,766 8,334
W - Children as percent of CalWORKs individuals 75% 76% 78%
W - Youth served in Sonoma County Youth Ecology Corps 176 191 220
Family, Youth and Children
W - Child Protective Services Investigations 235 232 232
W - Open child welfare cases 848 938 938
W - Children in out-of-home placement 547 562 562
W - Children’s Home admissions 19 23 23
W - Children's Home Average Daily Population 28 33 33
4
W - Redwood Children's Center interviews 17 16 16
1 Unless otherwise noted, average workload (W) and average performance (P) measures are monthly averages. Performance measures are often
mandated by federal or state funding sources. FY 11-12 Estimated is the year-to-date average (7 months). FY 12-13 Recommended is based on recent
trends or on changes to program funding, laws, or regulations.
2
Poverty projections published for the United States by the Brookings Institute in September 2011. Projected percent change applied to Sonoma
County.
3 In January 2012, most County Medical Services Program (CMSP) recipients transitioned to Path2Health, Sonoma County's first implementation of
healthcare reform. The CMSP Governing Board is projecting a 54% consortium wide increase to the number of individuals who previously used CMSP
because of the broader criteria.
4
In FY 12-13 the Department plans to move the Redwood Children's Center to the Family Justice Center.
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

RECOMMENDED BUDGET
HUMAN SERVICES
Jerry Dunn, Interim Director
The recommended budget reflects overall expenditures of $242 million, which is a $31 million or 14.5% increase from FY 11-12. The
increase is mostly the result of the new special revenue fund budget created as a result of the 2011 Public Safety Realignment funding.
The recommended budget adds a net 6 full time equivalent (FTE) positions, as follows: 4 Senior Office Assistants (SOA), 1 Eligibility
Worker III, 1 Human Service Aide, 1 Payroll Clerk. The majority of the added staff will work in the Economic Assistance Division,
adding capacity to the public assistance programs which have seen an average of 17% growth. The Payroll Clerk will work in
Administration and 1.0 SOA will assist the Public Administrator/Guardian/conservator office with legal documents. These positions are
recommended to be added as of the beginning of the fiscal year. The department will provide $50,000 in funding to the County Human
Resources Department for assistance with recruitments, and is budgeting $40,000 for overtime needed in the Economic Assistance
Division. The recommended budget also deletes 1 filled Social Worker IV from the Independent Living Program as services will be
provided through an agreement with a community based organization. The program provides housing, education and employment
services to foster youth who are making the transition to adulthood.
Beginning in 2006-07, the state was not collecting enough sales tax and Vehicle License Fee (VLF) revenues to meet the 1991
realignment baseline payments to counties. This underpayment situation continued until 2010-11 when sales tax began to rebound. At
the beginning of 2011-12, the state owed Sonoma County $7.5 million in caseload growth payments for previous years. In 2011 the
County received $1.8 million for part of the caseload growth owed for FY 07-08. This amount was added to the County’s base allocation
for a FY 11-12 budget for a total revenue increase of $3.6 million. Of the $1.8 million, $688,000 was reinvested in the In-Home Support
Services (IHSS) program to cover unanticipated caseload and program cost increases. The remainder was used to offset shortfalls in
Child Welfare Services, which occurred when state allocations in 2011 realignment fell short.
The FY 12-13 recommended budget revenues recognize the improved base allocation of $1.8 million. In addition, and given the current
fiscal year monthly statewide tax collections, the recommended revenues also include another 4% or $2.3 million base allocation
increase. The projected 1991 Realignment ongoing allocation growth in the new year is considered conservative, as at the time of this
writing, the charted growth of state wide sales tax is 13% over last year. In addition, staff anticipates $2.3 million state reimbursement
for prior years’1991 Realignment for caseload growth payment. Thus, the recommended budget assumes a $1.8 million decrease in
discretionary general fund contribution for Child Welfare and Adult Protective Services program administration without any reduction in
services. The balance covers increased salary and benefit costs resulting from the end of employee mandatory unpaid time-off.
The department also expects a $1.6 million cost avoidance due to an enhanced federal share of costs in the IHSS program, based on the
implementation of the Community First Choice Option (CFCO), a part of the Patient Rights and Affordable Care Act (ACA) or Health
Care Reform. California’s application for the CFCO program is pending as of this writing. Approval for the funding is expected no
earlier than August, 2012, and if approved, application will be retroactive to December, 2011. However, although County share is
anticipated to be reduced, projected caseload cost increases will offset much of the fiscal benefit gained.
The department budget is organized into two primary program categories: Welfare and Welfare Administration. Both of which have
mandatory and discretionary General Fund contribution components.
Welfare Programs
The County is mandated to fund a share of costs of programs, which represent payments to county residents receiving public assistance.
These include: In-Home Supportive Services providers, General Assistance (GA) recipients, Temporary Assistance to Needy Families
(TANF) recipients, Foster and adoptive parents, and foster care group homes.
With the exception of General Assistance benefits, client eligibility requirements are established by federal and state governments. The
County has no influence on the number of people who are eligible, and thus on the corresponding costs.
In addition to the mandatory County share for Welfare Programs, the County provides additional General Fund support to pay higher
wages than the state minimum requirement to providers of In-Home Supportive Services (IHSS) program, which helps seniors and
disabled adults remain independent in their own homes. State minimum IHSS wage is $8.00. Sonoma County pays $11.50/hour plus
$.60 /hour for benefits. The County augments staff funding in the Adult and Aging Division and the Family, Youth, and Children’s
Services Division where state underfunding negatively impacts the well-being of aging adults and children in need.
County of Sonoma
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HUMAN SERVICES
Jerry Dunn, Interim Director
FY 11-12 FY 12-13 %
Welfare Programs Adopted Recommended Change
Expenditures 74,388,541 72,394,545 (2.7)
Federal and State Revenue 49,751,582 26,176,474 (47.4)
1991 Realignment 13,905,429 19,787,505 42.3
2011 Realignment 0 18,360,343 N/A
Revenues 63,657,011 64,324,322 1.0
Net Cost - Mandatory 6,550,779 3,816,277 (41.7)
Net Cost - Discretionary 4,180,751 4,253,946 1.8
Net Cost - Total 10,731,530 8,070,223 (24.8)
FY 2011-12 FY 2012-13 %
County Participation by Welfare Program Adopted Recommended Change
In-Home Support Services & Adults Services
Mandatory 7,760,416 8,453,837 8.9
Discretionary
4,180,751 4,253,946 1.8
Total
11,941,167 12,707,783 6.4
General Assistance
Mandatory
Total
1,077,748 971,583 (9.9)
1,077,748 971,583 (9.9)
Temporary Assistance To Needy Families
Mandatory
Total
Foster Care, Adoptions & Children Services
Mandatory
Total
711,498 509,308 (28.4)
711,498 509,308 (28.4)
10,906,546 13,669,054 25.3
10,906,546 13,669,054 25.3
Total Welfare Programs
Mandatory 20,456,208 23,603,782 15.4
1991 Realignment (13,905,429) (19,787,505) 42.3
County Cost - Mandatory 6,550,779 3,816,277 (41.7)
County Cost - Discretionary
4,180,751 4,253,946 1.8
Total for Welfare Programs
10,731,530 8,070,223 (24.8)
Welfare Administration
The County is also required to pay part of administering programs to receive the full amount of available federal and state funding.
Sonoma County’s share is either the County “match” or “maintenance of effort” (MOE) prescribed by the granting agency or specific to
a mandated service program. The County could forfeit some part of state or federal funding by not funding the entire County match.
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HUMAN SERVICES
Jerry Dunn, Interim Director
FY 11-12 FY 12-13 %
Welfare Administration Adopted Recommended Change
Expenditures 98,188,684 100,402,661 2.3
Federal and State Revenue 84,110,806 77,316,404 (8.1)
Other Reimbursements & Revenues 2,255,406 2,867,082 27.1
1991 Realignment 998,568 1,420,968 42.3
2011 Realignment 0 7,769,878 N/A
Revenues 87,364,780 89,374,332 2.3
Net Cost - Mandatory 7,613,959 10,261,167 34.8
Net Cost - Discretionary 3,209,945 767,162 (76.1)
Net Cost - Total 10,823,904 11,028,329 1.9
Core Services
• The Adult and Aging Division continues Adult Protective Services (APS) including maintenance of the 24-hour hotline to report
incidents of abuse and neglect, In-Home Supportive Services (IHSS), Court-appointed Public Administrator/Guardian/Conservator,
the Multipurpose Service Senior Program (MSSP), Linkages, Veterans’ Services and the Area Agency on Aging. In addition the
department continues to educate seniors about fall prevention, promote chronic disease self-management, and advocate and plan to
meet senior transportation needs. The department will implement a web-based reporting tool for mandated reporters. The department
has added a searchable and easily updated web-based format for the Senior Resource Guide. In collaboration with the Department of
Health Services, a Sonoma County Network of Care for Seniors website has been added. Also in collaboration with Health Services,
the department is working on a project with local hospitals to improve care transitions from hospital to home.
• The Economic Assistance Division provides assistance to obtain food, shelter, medical and dental care, and other supportive services
for low-income families with children, those disabled or unemployed, and children in foster homes. The division collaborates with
Health Services to provide nutrition education as part of the Community Nutrition Expansion Project, and is working to implement
the CalFresh Restaurant Meals program for seniors and disabled CalFresh participants.
• The Employment and Training Division continues to manage CalWORKs, Job Link, and the Workforce Investment Board. In the
budget year the division, in partnership with the Water Agency will expand the Sonoma County Youth Ecology Corps focusing on
emancipating foster youth.
• The Family, Youth and Children’s Services Division works with individuals and the community to ensure the safety and well-being
of children. Services will continue to be available to protect children and their families in their objective to achieve a stable nurturing
home, a supportive environment, and a sense of personal empowerment and hope. Division programs maintain Child Protective
Services 24-hour hotline and investigations, court-ordered family maintenance, family reunification for children in out-of-home
placement who will be able to return home, permanency planning for children in out-of-home placement whose parents have lost
parental rights, adoptions, transitional services for youth leaving the foster care system, and Valley of the Moon Children’s Home.
Innovations to improve outcomes include expansion of evidence-based services through outcomes-based contracts with service
providers, implementation of AB12 to extend foster care services for youth through age 21, implementation of Structured Decision
Making (a series of five risk assessments used throughout the child welfare process to standardize the development of case plans), and
testing a program called Icebreakers to improve the relationship between biological and foster parents. Family, Youth and Children’s
Services continues the transition of the Redwood Children’s Center to the Family Justice Center.
Services Reduced or Eliminated
Due to improved revenue projections for 2012/2013, and increased current year 1991-Realignment revenue, the department is not
eliminating or reducing any services. However, workload continues to exceed staffing capacity, as has been the case for the past several
years, yet state allocations have not kept pace with the cost of doing business.
Uncertainties in the state budget, and some policy changes proposed by the administration for FY 12-13 could have an impact on the
department’s ability to provide services. These issues include converting In-Home Support Services (IHSS) to a managed care program
County of Sonoma
FY 2012-2013 Recommended Budget
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HUMAN SERVICES
Jerry Dunn, Interim Director
and aligning the program to the state, which might obligate the County to a Maintenance of Effort (MOE) in FY 13-14; 2011
realignment, which is still lacking constitutional safeguards; and proposed reductions to CalWORKs. The Governor has proposed
restructuring the existing CalWORKs program into three program groups with different requirements and time frames. Policy changes, if
enacted, could result in reductions to the CalWORKs state allocation. Those reductions might be offset by a reduction in payments for
Welfare-to-Work services, since fewer people would be eligible. The Governor has also proposed a restructuring of the child care
program, with administrative responsibility shifting to local Human Services Departments, in FY 13-14. The impact of this proposed
change is not yet known.
Strategic Plan Focus
Safe, Healthy and Caring Communities
• In addition to providing programs like child welfare’s Voluntary Family Maintenance, which is an important prevention program that
is not fully funded by state or federal sources, the department pays out more than $1,848,000 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, and programs for children.
Environmental and Economic Stewardship
• Programs like the Sonoma County Youth Ecology Corps teach at-risk youth needed job skills and give them an appreciation for
environmental stewardship. Contracts for this and other programs comprise more than $2,221,000 of the department’s budget. In
addition, the department issues more than $15 million monthly in CalWORKs, CalFresh, General Assistance, foster care and adoption
assistance payments, child care payments and IHSS provider wages, which multiply to over $20 million in local spending, since most
low income individuals spend money in their own communities.
Investing in the Future
• The department sponsors the Upstream Investments Policy, a countywide initiative that promotes investing early by focusing on
prevention-focused programs that strengthen youth and families, investing wisely by using evidence based and outcomes based
programs that show positive results, and investing together by working with County agencies, municipalities and local community
based organizations to prioritize services that will impact 22 shared indicators of success. In FY 12-13, the Department will promote
the Upstream Investments Policy by encouraging inclusion in the Portfolio of Model Upstream Programs for Department and
contracted programs. To date, the Department funds and/or implements five programs on the Portfolio: A Matter of Balance,
Structured Decision Making, Positive Parenting Program (Triple P), Dependency Drug Court, and Life Long Connections for a total
of approximately $1 million.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
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County of Sonoma
FY 2012-2013 Recommended Budget
114
Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jerry Dunn, Interim Director
MISSION STATEMENT
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.
Budget at a Glance:
Total Expenditures $1,070,785
Total Revenues $1,070,785
DEPARTMENTAL DESCRIPTION
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.
Total Net Cost $0
Total Staff 1.0
% Funded by Local Discretionary Funds 33%
The Board of Supervisors established the Sonoma County IHSS Public Authority in 2001 as an independent public entity, with 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 Board of Supervisors and the Board of Directors designated the Human Services Department as the administrative liaison to the
IHSS Public Authority, and directed the
Public Authority to utilize county services
Funding Sources
through an interagency agreement. The
Director of Human Services oversees the
County General Fund Public Authority Manager through this
agreement. The Public Authority is colocated
within the Department's Adult and
$353,270
State
Aging Services Division.
$485,201
Funding Uses
$149,972
$25,649
$232,314
$179,558
Federal
Salaries & Benefits
Services & Supplies
Contracts
The Public Authority manages a contract in
which the Human Services Department
provides Registry services. This contract
represents approximately 50% of the Public
Authority's expenditures. 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. Funding for the IHSS Public
Authority's administrative budget includes a
mix of state, federal, and county funds. The
County share is approximately 33 percent.
Caregiver wages and benefits of $15.8
million are included and discussed in the
Human Services Department's Welfare
Programs budget.
Other Charges
$715,606
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jerry Dunn, Interim Director
FY 11-12 ACCOMPLISHMENTS
• Completed state eligibility requirements for 1,900 IHSS
caregivers, including investigating criminal histories and
providing orientation.
• Matched 660 client requests for caregiver services with
Registry caregivers.
• Completed 100 urgent substitute caregiver assignments
totaling 430 hours.
FY 12-13 OBJECTIVES
• Complete state eligibility requirements for 2,000 IHSS
caregivers, including investigating criminal histories and
providing orientation.
• Match 680 client requests for caregiver services with
Registry caregivers.
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
IHSS Public Authority-Special Fund
Expenditures 1,023,792 1,070,785 4.6
Revenues & Reimbursements 776,245 717,515 (7.6)
General Fund 247,547 353,270 42.7
Net Cost 0 0 N/A
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 2.00 2.00 1.00 (1.00) (50.0)
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Providers/Caregivers 4,590 4,780 4,794
New Registered Providers 1,488 2,076 2,144
In FY 2012-13 projected total providers/caregivers are anticipated to serve 5,176 clients for a total of
5,915,000 hours of assisting living services.
RECOMMENDED BUDGET
The recommended budget totals $1.1 million; a net $47,000 increase from FY 11-12 associated with adjustments to registry services
provided by Human Services Department (HSD) through an agreement. Service agreement expenditure increases are necessary to
transfer duties of the vacant Public Authority Secretary position being eliminated, and to account for one time savings due to the
suspension of the county’s Mandatory Time Off without pay program.
Recommended expenditures are supported by $717,500 in revenues from state and federal agencies and County General Fund support of
$353,270. The County General Fund contribution is increasing by $106,000 due to reduced state and federal funding participation, and
increased agreement costs.
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Health & Human Services

Core Services Maintained
IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY
Jerry Dunn, Interim Director
The recommended IHSS Public Authority budget includes funding to continue state mandated services to ensure IHSS caregivers meet
the state's mandated enrollment requirements. In addition, the Authority will continue to maintain the registry which matches clients
with screened and qualified caregivers.
Services Eliminated or Reduced
During FY 11-12 the state disallowed direct service delivery expenditures. Thus, the urgent substitute caregiver service is being
transferred to the Human Services Department. In addition, the recommended budget proposes to eliminate the vacant Secretary
position, which for the most part provides assistance to enroll new caretakers.
Strategic Plan Focus
• Safe, Healthy & Caring Communities by ensuring that elderly and disabled IHSS clients receive the support they need to remain
living safely in their own homes. The Public Authority recommended budget includes $509,000 to cover the agreement with Human
Services Department to provide caregiver and client registry services.
• Civic Services & Engagement by facilitating public input and participation in IHSS program matters within the jurisdiction of the
Authority through an Advisory Committee. The recommended budget includes $3,000 to fund the Advisory Committee.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

County of Sonoma
FY 2012-2013 Recommended Budget
118
Health & Human Services

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

DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
FY 11-12 ACCOMPLISHMENTS
• Received an award for ranking first in the state for top
performing medium size counties and ninth for overall
performance.
• Imaged 16,000 active case files and identified 3,000
closed cases for destructon as the department transforms
to a paperless environment.
• Increased from 92.8% to 93.5% cases with support orders.
• Increased from 64.9% to 66.5% cases with current
support collections.
• Increased cost effectiveness from $2.05 to $2.28
(exceeded state goal of $2.25). The ratio represents the
amount of child support collected to department expenses.
• Distributed $28.3 million in child support collections.
• Partnered with law enforcement to increase child support
awareness through suspended licenses.
• Created new outreach program in the family law court to
provide on-site services to families.
FY 12-13 OBJECTIVES
• Meet and/or exceed performance on federal/state
performance measures: (1) paternity establishment – 100%,
(2) support order establishment, which sets the amount of
child support which should be paid – 93.5%, (3) percent of
child support collected compared to the amount of due –
68.5%, and (4) number of cases which a payment is made
on past due amounts – 70.9%.
• Improve cost effectiveness, which is the ratio of child
support collected to department expenses from $2.28 to
$2.54 for the federal fiscal year (FFY) 11-12.
• Pass all state and federal compliance and data reliability
audits.
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Child Support Services
Expenditures 15,261,612 14,571,820 (5)
Revenues & Reimbursements
15,246,968 14,571,820 (4)
Net Cost
14,644 0 (100)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 107.50 102.50 101.50 (1.00) (0.98)
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Performace Measures* Actual Estimated Recommended
Percent of Cases with Paternity Established 99.0 100.0 100.0
Percent of Cases with a Child Support Order 93.5 93.5 93.5
Percent of Current Support collected 66.5 67.5 68.5
Percent of Cases with a Collection towards
Child Support Debt 67.9 69.4 70.9
Cost Effectiveness $2.28 $2.28 $2.54
* Child Support Services performance measures are based on a Federal Fiscal Year (10/01 - 9/30)
RECOMMENDED BUDGET
The recommended budget includes total expenditure of $14.6 million, which is a decrease of $675,000 from the adopted FY 11-12
budget. The change is mostly due to one-time office relocation expenses, to achieve reduced monthly leases, which was financed with
available balance from federal performance incentive (PI) funds. In addition, the recommended budget reflects decreased salary and
benefit costs as a result of eliminating five positions (vacant) during the first quarter budget adjustment of FY 11-12 along with the
deletion of 1.0 FTE Chief Child Support Attorney position (vacant) in this year's recommended budget. There is no net cost change from
reduced staffing given the associated federal/state allocation is programmed as unidentified program expense, which if not used will
allow the department to meet and/or exceed cost efficiency performance standards.
Core Services Maintained
• The State Department of Child Support Services continues to work toward improving California’s Cost Effectiveness (ratio of child
support distributed divided by total expenditures.) The state established a goal for Sonoma to meet $2.25 in cost effectiveness by the
end of FFY 10-11. Sonoma exceeded the goal by reaching $2.28. The achievement was made possible in-part through shared services
agreements with Riverside, Solano, and San Benito/Santa Cruz child support programs. The agreement provides for department staff
to process some of the other entities’ cases, which nets out to reduced operating costs for Sonoma County. For FFY 11-12, though
year-over-year collections have declined, the department is on-target to meet its state goal of $2.25 and its internal goal of $2.54 as
total program expenditures were reduced through elimination of vacant positions.
• The recommended budget reflects a flat federal and state funding allocation of $14.6 million for FY 12-13. Historically the
department has collected between $28,000,000 and $30,000,000 for local children and families. Child Support collections are
dependent on gainful employment. The current economy, with high levels of under and unemployed people, has impacted child
support obligors’ ability to keep current with their payments. The collections efforts are further hindered by the stagnation of the
building and construction industry in Sonoma County. Additionally, many recipients of unemployment benefits saw their benefits
expire, reducing child support dollars to families. Sonoma has experienced a 22% year over year decline in payments through
unemployment collections during the first quarter of FY 11-12. Regardless of these challenges, the department continues to strategize
and implement best practices to help collections efforts.
• Sonoma County continues to be a leader in performance in the state and has implemented 20 strategies to obtain child support court
orders, establish paternity and collect on current support in arrears. A few of the strategies include: Early Intervention Activities –
contacting parents early and often to engage them and to explain the services they will receive; License Suspension Program –
collaborating with law enforcement agencies to work with parents who are driving on suspended licenses due to delinquent child
support; and Family Court Outreach – provide education and services to parents and attorneys on-site at the Family Law Courthouse
Services Eliminated or Reduced
DCSS does not anticipate any reductions to services in FY 12-13.
Strategic Plan Focus
• Safe Healthy & Caring Communities. The recommended budget includes $9.6 million in staff directly involved with establishing
paternity, which result is providing financial support to children who are entitled to it. Department staffing resources include positions
County of Sonoma
FY 2012-2013 Recommended Budget
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DEPARTMENT OF CHILD SUPPORT SERVICES
Julie S. Paik, Director
dedicated to Early Intervention activities, where early and often contact is made with parents on the importance of their cooperation
and paying their child support, thus decreasing or eliminating their reliance on state and county welfare programs.
• Economic Stewardship. DCSS continues to employ every enforcement technique available to maximize the collection of financial
support from non-custodial parents and distribute it to children and families. Establishing this financial support often decreases a
family’s reliance on other state and county welfare programs.
• Invest in the Future. DCSS continues to steadily improve on its cost effectiveness. By significantly streamlining, consolidating, and
reprioritizing workload, the department is able to dedicate a larger portion of its financial resources to serve the children and families
in Sonoma County.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
122
Health & Human Services

COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND
Rita Scardaci, Director
BUDGET DESCRIPTION
In 1996, the County entered into an agreement with Sutter Health Systems
(Sutter) for the long-term lease of Community Hospital (later renamed “Sutter
Medical Center of Santa Rosa” or SMCSR) and for a Health Care Access
Agreement (HCAA). The HCAA ensures hospital access to residents
participating in government programs such as Medi-Cal, Medicare, and
County Medical Services Program (CMSP).
In 2004, Sutter submitted a business plan to the Board of Supervisors in which
they proposed to construct a new hospital and extend the Health Care Access
Agreement to 2021. The Board of Supervisors approved the business plan. In
2010, Sutter received approval of an Updated Business Plan that will result in
the construction of a 70-bed hospital near the Wells Fargo Center in Santa
Rosa. This updated plan complies with the HCAA.
Budget at a Glance:
Total Expenditures $1,191,548
Total Revenues $231,218
Total Net Cost $960,330
Total Staff
n/a
% Funded by Local Discretionary Funds 100%
At the time of the 1996 agreement, the County was obligated to pay back a pension obligation bond that was outstanding; the hospital’s
share of the payments was 7.21%. The County was then paying for and continues to pay a portion of the health insurance premiums for
hospital employees who retired, or were eligible to retire (but took a postponement) at the time of the affiliation.
Funding Sources
Funding Uses
$3,211 $50,334
$1,138,003
$125,653
Interest & Old Debt
Prepaid Rents
Use of Fund Balance
Former County Hospital
Employees Retirement Bonds
Payments
Hospital Asset Depreciation
Three closeout budgets were established in
FY 96-97 to track expenditures related to the
transfer of Community Hospital. All
expenses in these budgets were initially
funded from the proceeds of the affiliation
transaction, collection of delinquent debts, or
interest on cash balances. The budgets are:
• Hospital Closeout: Services–Established
to fund administrative costs to support the
affiliation agreement, such as costs of
collecting old debts, audits, consultants, and
legal services.
• Hospital Closeout: Retirement Bonds –
Established to pay the hospital’s share of the
County pension obligation bonds. FY 12-13
is the last year of the payment obligation.
• Hospital Closeout: Retiree Medical
Insurance – Established to help pay for the
future health insurance premiums.
Given the County’s employer pension
obligation will be met by June 30, 2013, FY
12-13 is the last year these close-out budgets
will be developed and published.
$1,065,895
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND
Rita Scardaci, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Hospital Closeout/Enterprise
Expenditures 1,446,693 1,191,548 (17.6)
Revenues & Reimbursements
84,723 231,218 172.9
Net Cost
1,361,970 960,330 (29.5)
RECOMMENDED BUDGET
The total recommended budget is $1,192,000 which is a $255,000 decrease primarily due to transferring the annual retiree medical cost
obligation to the County’s Medical Retiree Trust which was established to meet the County’s Other Post Employment Obligation annual
contribution.
As anticipated when close-out budgets were established, the proposed cash-out expenses are financed with estimated beginning cash
balance of $885,000 and a $178,000 transfer from the Medical Malpractice self-insurance unrestricted available fund balance. The
transfer is necessary given that total pension obligation costs of $1 million exceed estimated resources.
The Medical Malpractice fund is managed by Human Resources Risk Management and is presented under the Administrative & Fiscal
Support Services tab. The fund was established to provide liability coverage for health programs that provide or have provided direct
services, and to fund potential claims linked to the County’s closed Community Hospital.
The following chart forecasts estimated cash balances of the Hospital Enterprise Funds.
CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS*
Hospital Hospital Hospital
Enterprise Closeout Closeout Total All
Closeout Svcs Retirement Bonds Retiree Medical Ins Closeout Funds
FY 11-12
Actual Beginning Cash Balance 393,594 1,319,657 436,293 2,149,544
Estimated Revenue 2,812 14,145 56,675 73,632
Estimated Expenses (22,126) (1,016,040) (300,000) (1,338,166)
Estimated Ending Cash Balance 374,280 317,762 192,968 885,010
FY 12-13
Estimated Beginning Cash Balance 374,280 317,762 192,968 885,010
Estimated Revenue 3,211 177,673 0 180,884
Estimated Expenses 0 (1,065,894) 0 (1,065,894)
Estimated Ending Cash Balance 377,491 (570,459) 192,968 0
* Values exclude depreciation and pre-paid rents because they are non-cash amounts. Budget amounts are necessary for required
accounting entries.
As mentioned, given the affiliation agreement support costs are no longer needed, the County’s employer pension obligation will be met
by June 30, 2013, and that retiree medical employer contributions will be covered outside of this budget, FY 12-13 is the last budget year
for these units.
Strategic Plan Focus
Safe, Healthy and Caring Communities - The Department of Health Services continues to work closely with Sutter Medical Center of
Santa Rosa (SMCSR) to monitor compliance with the Health Care Access Agreement. SMCSR has met its obligations under the
agreement during the past year.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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Health & Human Services

DEVELOPMENT SERVICES
Development Services contains the following departmental budgets:
Permit & Resource Management
Community Development Commission
Fire & Emergency Services
Transportation & Public Works
Water Agency
Economic Development Board
Regional Parks
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
125
Development Services

County of Sonoma
FY 2012-2013 Recommended Budget
126
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
MISSION STATEMENT
To serve the people of Sonoma County by providing a customer-focused
process for the orderly development of real property, balanced with resource
stewardship under the general policy direction of the Board of Supervisors,
and to develop and maintain standards that protect the health and safety of the
public.
Budget at a Glance:
Total Expenditures $19,053,617
Total Revenues $15,535,421
Total Net Cost $3,518,196
DEPARTMENTAL DESCRIPTION
Total Staff 102.00
The Permit and Resource Management Department (PRMD) was established
% Funded by Local Discretionary Funds 19.3%
in July 1995 to provide 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 enforcing building and development codes. The department is
comprised of two budget divisions: the Permit and Resource Management Division and Zone 2 of County Service Area (CSA) #41.
The Permit and Resource Management Division contains all staffing and operating expenses related to land use and development
activities. Division staffing has declined over 40 percent in the past few years due to the economic downturn. The division is financed
primarily by revenues collected for the
Funding Sources
$821,420
$3,518,196
$1,521,373
$4,674,146
Funding Uses
$820,038
$1,299,312
$7,219,170
$5,086,055
Permit Fees
Fines, Penalties &
Abatement Liens
Charges for Services
County General Fund
Intergovt. Revenues,
Internal Reimbursements
& Operating Transfers
Special Revenue Funds
(includes CSA #41)
Administrative/Customer
Service
review and processing of permit
applications. In addition, this budget division
maintains the Aggregate Resource
Management Mitigation Fund, the Survey
Monument Preservation Fund, and several
deferred revenue accounts for funds
collected in previous fiscal years to pay for
development related services to be rendered
in the current or subsequent fiscal years.
Zone 2 of County Service Area (CSA) #41
was formed in 1986 to provide for an on-site
waste disposal operation for the Sea Ranch
subdivision. The zone serves the nonsewered
areas in the Sea Ranch subdivision
and has the responsibility to inspect,
monitor, maintain, and operate septic
systems within its jurisdiction. The Sea
Ranch Association provides operation of the
system. The division’s budget is established
as an enterprise fund.
$5,461,934
Construction, Code and
Engineering
Planning Services
Special Revenue Funds
$7,685,590
County of Sonoma
FY 2012-2013 Recommended Budget
127
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
FY 11-12 ACCOMPLISHMENTS
• Convened a Customer Service Working Group bringing
together industry members and PRMD staff to
recommend improvements to enhance PRMD’s customer
services.
• Completed environmental documentation and adoption of
the Sonoma County Airport Master Plan, updated Air
Transportation Element and related zoning text
amendments.
• Completed Update of the Uniform Rules for Agricultural
Preserves and Farmland Security Zones.
• Completed Update of the Agricultural Zoning Districts to
implement General Plan policies.
• Completed Update of the Alcoholic Beverage Sales
Ordinance through Planning Commission and Board of
Supervisors hearings in response to Board of Supervisors
directives.
• Completed adoption process for a zoning code
amendment capping the number of medical cannabis
dispensaries in the unincorporated area.
• Participated in development of the statewide septic
system regulations (AB 885) to ensure that local
conditions and needs are addressed.
• Coordinated with the Water Agency to establish a
monitoring network to meet the requirements of the
California State Groundwater Elevation Monitoring
program (CASGEM).
• Certified three additional Certified Access Specialists
(CASp) to comply with second phase of State Law SB
1608 relating to handicap accessibility.
• Certified one key staff pursuant to the CALGreen
building standards program.
• Published update of Sonoma County’s popular
Residential Construction Manual to reflect newly adopted
2010 Codes.
• Hired a Customer Service Ombudsman to help implement
the Board’s Economic Development initiatives by
assisting customers through the permitting process.
• Completed the retracement and re-monumentation survey
of the 52 mile Sonoma-Napa County line, or “Kingsbury
Line”.
FY 12-13 OBJECTIVES
• Implement 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.
• 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. Also initiate public review of the Historic
Resources Guidelines for Bodega Bay, Duncan Mills,
Freestone and Occidental.
• Initiate public hearings on implementation of the Biotic
Resource combining zones for Streamside Conservation
Areas and Biotic Habitat.
• Complete an update of the Well and Septic “Blue Book”
containing all septic regulations affecting Sonoma County,
and complete adoption process for a modernized County 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 (CASGEM).
• Work with Regional Water Boards to implement new
statewide septic system regulations (AB 885) to ensure local
conditions and needs are addressed.
• Complete update of the Airport Land Use Compatibility Plan
to reflect the recently adopted Master Plan for the Sonoma
County Airport.
• Complete Administrative Draft Review of the Local Coastal
Plan with Coastal Commission staff.
• Certify four additional Certified Access Specialists (CASp) to
comply with next phase of State Law SB 1608, relating to
accessibility for persons with disabilities by January 1, 2014
and certify four additional staff in the CAL Green building
standards program.
• Choose new permitting software system to replace Permits
Plus and implement plan to update this system.
• Complete implementation of new Microsoft Dynamics
project cost accounting system.
• Participate with statewide organizations in the development
of the 2013 model building codes.
County of Sonoma
FY 2012-2013 Recommended Budget
128
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Permit and Resource Management
Expenditures 17,238,798 18,233,579 5.8
Revenues & Reimbursements 13,833,221 14,714,001 6.4
Net Cost 3,405,577 3,519,578 3.3
Special Revenue
Expenditures 41,145 517,145 1,156.9
Revenues & Reimbursements 49,545 521,645 952.9
Net Cost (8,400) (4,500) 46.4
CSA #41 - Sea Ranch Sanitation
Expenditures 296,180 302,893 2.3
Revenues & Reimbursements 299,418 299,775 0.1
Net Cost (3,238) 3,118 196.3
Total Expenditures 17,576,123 19,053,617 8.4
Total Revenues & Reimbursement
14,182,184 15,535,421 9.5
Total Net Cost
3,393,939 3,518,196 3.7
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 101.39 102.00 102.00 0.00 0.00
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Building Inspections 18,460 18,690 18,690
Building Permits Issued 5,160 5,010 5,010
Well & Septic Permits Issued 2,360 2,300 2,300
Engineering Permits Issued 8,820 9,380 8,820
Project Review Applications Assigned 280 320 320
Code Enforcement Complaints Received 870 850 850
RECOMMENDED BUDGET
The recommended budget includes total expenditures of $18.2 million, an increase of $994,781 from the adopted FY 11-12 budget. The
change is primarily the result of funding two additional positions from FY 11-12, as described below, and increased salary and benefits
costs, due to the loss of Mandatory Time Off savings, merit increases and countywide increases to retirement and worker’s
County of Sonoma
FY 2012-2013 Recommended Budget
129
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
compensation costs. Total revenues of $14.7 million for FY 12-13 reflect an increase of $880,780. Of this revenue, $511,000 is
attributable to fee increases approved by the Board in April. The remaining increases are due to the transfer of Deferred Revenue to
cover increased position costs and program costs. Four positions are budgeted to be funded through deferred revenue and the remainder
of new positions and funding will be derived from permit fees. $114,000 is also budgeted from Deferred Revenue in order to continue
County Counsel support for code enforcement efforts. The fund balance of Deferred Revenue, following position and FY 12-13 program
funding, is estimated to be $640,000.
The Department’s related position changes include the new Customer Service Ombudsman position, which was added by the board in
January 2012, as well as funding for 1.0 FTE Permit Technician which was previously allocated but vacant and unfunded in the FY 11-
12 budget. Funding for this front-line position is recommended to help reduce customer waiting times in our office. This need has
become more acute as the department has reduced its office hours and dramatically reduced staffing over the past several years.
In FY 11-12, the Board approved using one time funds from PRMD’s Deferred Revenue account to fund five positions that would have
otherwise been eliminated. These included two code enforcement inspectors and three planners working on comprehensive planning
projects. The department was able to cover the cost of these positions within the approved budget for FY 11-12, without drawing funds
from Deferred Revenue. This was due to a combination of increased revenue, significant salary savings, and budgeted one-time salary
payouts that were payable in FY 10-11.
No new service reductions are proposed for FY 12-13. Last year, the department lost 19.5 filled positions (for a cumulative staffing
reduction of nearly 40 percent over four years) and initiated significant service reductions including a reduction in the department’s
public office hours, which continues to be in effect. As described below, the department’s core services remain funded under this budget.
Core Services Maintained
• All development permitting and inspection services will be maintained at current levels.
• Code violations will be investigated and abated pursuant to current practices.
• Onsite wastewater treatment and disposal will be reviewed for compliance with Basin Plan and County standards.
• PRMD’s one-stop permit center will remain open, serving customers four days per week. Services will be enhanced with the addition
of a new Customer Service Ombudsman position, approved by the Board in FY 11-12.
• Property and development information, including GIS resources, will be available online and in the office.
• Environmental review and permitting for County infrastructure projects will be maintained.
• Advisory bodies like the Planning Commission, Board of Zoning Adjustments, Landmarks Commission, Project Review & Advisory
Committee (PRAC), Design Review Board, and Airport Land Use Commission will be supported.
• Comprehensive planning programs will continue, including Housing Element implementation and public review of the new
Development Code.
• Mining operations will be monitored and inspected and state-mandated reports will be completed.
• Development and grading projects will be reviewed and inspected for compliance with the County’s storm water permit (NPDES),
and annual storm water permit reports will be completed.
Strategic Plan Focus
The recommended budget gives the highest priority to protecting health and safety consistent with the Strategic Plan. Specific core
services in this area include:
Healthy and Caring Communities:
• Permitting and inspection.
• Enforcement of health and safety codes and abatement of hazardous conditions.
• Oversight of on-site wastewater systems and water well construction.
• Ensuring access for disabled persons in commercial buildings.
• Implementing codes that protect people and buildings from natural hazards (flood, earthquake, fire, etc.).
Investment in the Future:
• One of the department’s priorities in FY 12-13 will be completion of a new Development Code to modernize the County’s outdated
zoning ordinance and help streamline development approvals. $142,000 is allocated towards this project.
County of Sonoma
FY 2012-2013 Recommended Budget
130
Development Services

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT
Pete Parkinson, Director
Economic and Environmental Stewardship:
• The department is leading a county-wide effort to develop a Greenhouse Gas Reduction Implementation Plan that will provide the
County and all nine cities with tools to reduce greenhouse gas emissions related to new development. $28,400 is allocated towards
this project.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
131
Development Services

County of Sonoma
FY 2012-2013 Recommended Budget
132
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
MISSION STATEMENT
The Sonoma County Community Development Commission is dedicated to
promoting decent and affordable housing, revitalizing communities, and
supporting public services that increase economic stability for county
residents. We are committed to providing services in an effective, efficient,
and respectful manner.
Budget at a Glance:
Total Expenditures $56,397,099
Total Revenues $56,045,238
Total Net Cost $351,861
DEPARTMENTAL DESCRIPTION
Total Staff 34.00
The Community Development Commission (CDC) is established as a % Funded by Local Discretionary Funds 1.7%
separate public and corporate entity pursuant to Section 34110 of the State of
California Health and Safety Code, which authorizes a jurisdiction to operate
its redevelopment agency and housing authority under a single governing board. The Board of Supervisors sits as the Board of
Commissioners, and therefore functions as the governing board of the Sonoma County Housing Authority, and served as the governing
Board of the Sonoma County Community Redevelopment Agency until its dissolution on 2/1/2012 pursuant to the provisions of ABx1
26. This recommended budget includes funding for the Community Development Division, the Housing Authority, and the County as
Successor Agency to the Sonoma County Community Redevelopment Agency, as described below.
Funding Sources
$4,813,447
$10,351,509
$974,959
$351,861
Funding Uses
$9,813,094
$4,813,447
$10,351,509
$956,195
$4,973,410
$1,464,881 $1,964,402
$0
$41,090
$33,934,628
$27,989,766
General Fund Contribution
Other County & City Projects
Interest Revenue
Federal & State Grants
Successor Agency Administration
Local Fund Use of Fund Balance
Other Revenue
Internal Reimbursements
Rental Assistance
Redevelopment Activities
Successor Agency Administration
Community Development/
Affordable Housing
Internal Reimbursements
Homelessness Assistance &
Planning
Housing Rehabilitation & Elevation
The Community Development Division of
the CDC administers and implements
programs to address a broad spectrum of
housing needs for Sonoma County’s lower
income residents, including: Continuum of
Care homelessness planning and hosting of
the Homeless Management Information
System, funding for homeless prevention
and intervention services, financial
assistance to developers of affordable
housing, first-time homebuyer programs,
Housing Rehabilitation and Flood Elevation
Programs, administration of Mobile Home
Rent Stabilization Ordinances, and
programmatic support of the Housing
Element of the County’s General Plan. The
Community Development Division uses
funding from the U.S. Department of
Housing and Urban Development’s
Community Development Block Grant,
HOME Investment Partnership, Emergency
Solutions Grants, and Supportive Housing
Programs, as well as funds from the Federal
Emergency Management Agency, County
Fund for Housing, County Community
Services Funding Program, Low- and
Moderate-Income Housing Funds from the
former Sonoma County Community
Redevelopment Agency and City of Sonoma
Community Development Agency, County
General Fund, and other local and state
funding sources.
The Housing Authority administers Housing
Choice Voucher Rental Assistance Program
(Section 8), HOME Tenant-Based Rental Assistance, Shelter Plus Care, Family Unification and Family Self-Sufficiency programs. The
Housing Authority is funded primarily through formula and competitive grants from Housing and Urban Development.
County of Sonoma
FY 2012-2013 Recommended Budget
133
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
The Community Development Commission is currently under contract to provide staffing services to the County as Successor Agency to
the Sonoma County Community Redevelopment Agency. The Redevelopment Agency was dissolved effective February 1, 2012 through
enactment of ABx1 26, and a separate successor agency entity was created to wind up the Redevelopment Agency activities. As staff to
the Successor Agency, the Commission administers recognized enforceable obligations of the former Sonoma County Community
Redevelopment Agency until those obligations are fully completed and debts are repaid.
County of Sonoma
FY 2012-2013 Recommended Budget
134
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
FY 11-12 ACCOMPLISHMENTS
• Assumed responsibility for administration of the
Community Services Funding (CSF) Program from the
former Human Services Commission. Provided $440,000
in grants to 19 local non-profit agencies providing
essential services for lower-income households and
saving about $160,000 per year in general fund expenses.
• Provided over $350,554 in federal funds to 9 local
nonprofit agencies in support of 13 homeless shelters and
transitional housing facilities providing supportive
services to over 9,000 individuals and households.
• Worked with 15 Sonoma County nonprofit agencies that
utilize the homeless management information system
(HMIS). Sonoma County achieved a data completeness
factor of 99.99% and acceptance of 100% of all federal
Annual Homelessness Assessment Reports (AHAR's).
• Provided $2,595,750 in funding for three affordable
housing developments providing 62 affordable housing
units, 9 restricted for very-low and low-income families
in the lower Russian River area.
• Provided $889,819 in local funding to the Highway 12
road widening, sidewalk, and lighting public
infrastructure improvement project from Boyes Boulevard
to Agua Caliente Avenue. Completed and closed-out the
administration of the $1.334 million Homelessness
Prevention and Rapid Re-Housing Program, in
partnership with the City of Santa Rosa and Catholic
Charities of the Diocese of Santa Rosa, and the
Community Development Block Grant – Recovery
program that provided $534,000 in one-time funds for
capital projects and job-readiness training.
• Assisted 2,772 households with rental subsidies, 22 lowincome
mobile home owners with space rent assistance,
225 mostly homeless clients with rental assistance and 12
extremely low-income special needs residents with
project based vouchers.
• Completed 45 housing rehabilitation projects 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 grant funding and owner
matching funds.
• Awarded a combined $3.56 million in affordable housing
loan program proceeds to 6 local projects that will build
or preserve 341 affordable housing units in the county.
• Installed two new public restrooms in Guerneville,
completed Phases 5 and 6 of Sweetwater Springs Water
District capital improvement plan, completed Phase II and
funded Phase III for development of Guerneville’s
Riverkeeper Stewardship Park, and completed Monte Rio
Sports Court improvement project.
County of Sonoma
FY 2012-2013 Recommended Budget
135
FY 12-13 OBJECTIVES
• Fund non-profit public services organizations, affordable
housing and public works projects, housing rehabilitation,
and community development projects with available
funds throughout the county.
• Raise the community awareness of fair housing issues and
the enforcement of fair housing violations through,
principally, a new partnership with Petaluma People
Services Center as the new provider of Fair Housing
Services for the County of Sonoma and the City of Santa
Rosa.
• Initiate a new Rapid Re-Housing pilot program using
federal Emergency Solutions Grant (ESG) funds to assist
homeless persons and households to quickly move back
into permanent housing.
• Assist in prevention of homelessness and promote stable
housing environments for more than 3,000 low-income
households by providing rental subsidies through the
Housing Choice Voucher (2,772), HOME Tenant Based
Assistance (110), and Shelter Plus Care (130) 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.
• Secure additional federal funding, and complete elevation
of up to 15 flood-prone residential structures; provide 20-
40 loans to owners of qualified residential units to make
needed home improvements.
• In concert with the Sonoma County Office of Fire and
Emergency Services, pursue FEMA funding for
establishment of new local hazard mitigation programs.
• Streamline the administration of rental assistance
programs through the implementation of updated software
providing electronic document management,
computerized file notes, handheld inspection technology,
online applications and waitlist management.
• Administer, satisfy and retire recognized enforceable
obligations of the former Sonoma County Community
Redevelopment Agency, in accordance with ABx1 26 and
manage the completion of projects of the former
redevelopment agency.
• Administer low- and moderate income housing assets and
liabilities acquired as a result of ABx1 26, from the
former Sonoma County Community Redevelopment
Agency and City of Sonoma Community Development
Agency.
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General
Expenditures 12,086,842 7,541,281 (37.6)
Revenues & Reimbursements 9,086,842 7,429,691 (18.2)
Net Cost 3,000,000 111,590 (96.3)
Community Development
Expenditures 7,719,062 6,990,917 (9.4)
Revenues & Reimbursements 7,698,336 6,990,917 (9.2)
Net Cost 20,726 0 100.0
Housing Authority
Expenditures 26,916,098 27,111,682 0.7
Revenues & Reimbursements 26,966,130 26,871,411 (0.4)
Net Cost (50,032) 240,271 (100.0)
California Redevelopment Law Housing - Sonoma County*
Expenditures 0 1,401,710 -
Revenues & Reimbursements 0 1,401,710 -
Net Cost 0 0 -
County Successor Agency - Roseland*
Expenditures 0 2,649,185 -
Revenues & Reimbursements 0 2,649,185 -
Net Cost 0 0 -
California Redevelopment Law Housing - Roseland
Expenditures 4,570,918
1
1,000,000 (78.1)
Revenues & Reimbursements 1,811,908
1
1,000,000 (44.8)
Net Cost 2,759,010 0 (100.0)
County as Successor Agency - Spring*
Expenditures 0 7,640,180 -
Revenues & Reimbursements 0 7,640,180 -
Net Cost 0 0 -
California Redevelopment Law Housing - Springs
Expenditures 15,077,121
1
1,000,000 (93.4)
Revenues & Reimbursements 3,314,270
1
1,000,000 (69.8)
Net Cost 11,762,851 0 (100.0)
County as Successor Agency - Russian River*
Expenditures 0 62,144 -
Revenues & Reimbursements 0 62,144 -
Net Cost 0 0 -
California Redevelopment Law Housing - Russian River
Expenditures 13,635,757
1
1,000,000 -
Revenues & Reimbursements 4,282,280
1
1,000,000 -
Net Cost 9,353,477 0 -
Total Expenditures 80,005,798 56,397,099 (29.5)
Total Revenues & Reimbursements 53,159,766 56,045,238 5.4
Total Net Cost 26,846,032 351,861 (98.7)
1 FY 11-12 totals represent revenues and expenses of the entire Former Sonoma County Community Redevelopment Agency.
*New funds for County as Successor Agency activities, did not exist in previous fiscal years.
County of Sonoma
FY 2012-2013 Recommended Budget
136
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 43.00 44.00 34.00 (10.00) (22.7)
RECOMMENDED BUDGET
The recommended budget includes a total expenditure decrease of $23,088,999 from the adopted FY 2011-2012 budget. The change is
primarily the result of a net reduction in expenditures of $21,762,522 due to dissolution of the Redevelopment Agency. The assets and
obligations of the Redevelopment Agency were transferred to the separate entity of the County of Sonoma as Successor Agency, which
is detailed following the CDC recommended budget. Additional factors contributing to the reduction include funding reductions of
$584,458 in the federal HOME Investment Partnership program, $221,576 in Community Development Block Grant (CDBG) funding, a
$223,553 decrease in administrative fees expected to be received through the Housing Choice Voucher Program, and the completion of
several federal stimulus programs during FY 11-12. The revenue reductions described above are partially offset by the recommended
reduction of staffing resources by $682,000 (11.0 FTE – 6.0 vacant).
The CDC’s expenditures for FY 2012-2013 are supported by federal, state, and local grant funds, program and administrative fees,
reimbursements and share of costs from government and community organizations, and for services rendered to the County of Sonoma
as Successor Agency, as well as to other governmental entities for the operation of various affordable housing-related programs, and
interest and internal reimbursements. Less than 1.7% of the total funding for CDC activities comes from the County’s General Fund.
The winding down of Redevelopment coupled with program and funding reductions over the last two years is reducing the size of the
CDC staff. The space the agency currently occupies is larger than currently required and is priced above the current market. The CDC is
working with the General Services Real Estate office to reduce the cost of space by either moving to a new location or negotiating a
reduction in cost for the current location. The CDC expects to reduce space costs by up to $100,000 in FY 2012-2013 and has included
this in the recommended budget.
Recommended Staffing Changes
Recommended position changes include the reduction of 2.0 FTE Community Development Specialist II, 1.0 FTE Senior Community
Development Specialist, 2.0 Construction Services Specialists, 2.0 FTE Employment Housing Counselors, 3.0 FTE Housing Negotiator,
and 1.0 FTE Administrative Aide. Six of these positions are currently vacant. The necessity of these recommendations is detailed below
under Services Eliminated or Reduced.
Core Services Maintained
During FY 12-13, the Sonoma County Community Development Commission will continue to provide a range of core services, as
follows:
Community Development:
• Finance development of new rental and ownership housing units that are affordable and restricted for sale or rent to lower-income
households.
• Finance preservation of affordable rental housing complexes that are at risk of conversion to market rates as current subsidy contracts
expire.
• Provide low-interest loans to rehabilitate residential properties occupied by lower-income households to address health and safety
deficits and to provide access modifications for people with disabilities.
• Use grant funding to complete hazard mitigation measures for residential properties, including installation of Earthquake Resistance
Bracing Systems on mobile homes and elevation of flood-prone structures primarily in the lower Russian River area.
• Prioritize federal funds for non-profit and public agencies to provide: homeless services; fair housing information and mediation;
ADA retrofits for public facilities including parks, community centers, libraries, and other public buildings; new or expanded public
improvements, such as water and sewer lines, sidewalks, and street lighting in lower-income neighborhoods; micro-enterprise and
other economic development programs; and other community development projects benefiting principally low-income county
residents.
County of Sonoma
FY 2012-2013 Recommended Budget
137
Development Services

COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
Housing Authority:
• Provide $2 million per month in rental assistance payments to enable very low-income households to rent privately-owned homes
scattered throughout the county through the Housing Choice Voucher (HCV), Shelter Plus Care, and HOME Tenant Based Assistance
Programs.
• Promote self-sufficiency to 40 HCV participants annually through the Family Self-Sufficiency Program, with a goal of enabling them
to transition off of all public assistance within 5 years.
Services Eliminated or Reduced:
• Discontinue HOME Tenant Based Assistance Program (HOME TBA): the Home Investment Partnership program of the U.S.
Department of Housing and Urban Development provides an annual formula grant to Sonoma County as the administrative agent for
an eight-jurisdiction partnership including Cloverdale, Cotati, Healdsburg, Rohnert Park, Sebastopol, Sonoma, Windsor and the
unincorporated county. By local practice, 45% of the HOME award has been dedicated to a HOME Tenant-Based Assistance (TBA)
program, a sliding-scale rental assistance program administered by the Housing Authority. HOME funding is being reduced by 48%
in FY 2012-2013. This deep funding cut requires cessation of the HOME TBA program over the course of the next two years. The
110 participants of this program will be redirected to the Housing Choice Voucher (Section 8) program as feasible, or will exit
through natural attrition. Discontinuing this program will allow the balance of HOME funds to be directed toward affordable housing
developments and related activities. These reductions result in the elimination of 1.0 FTE Employment Housing Counselor.
• Reduction in Housing Rehabilitation Program: the long-standing housing rehabilitation program, initiated in the late 1970’s, has been
funded in recent years by Community Development Block Grant (CDBG), redevelopment, and State CalHome funds. The program
provides below-market financing and construction management services to enable health and safety repairs for housing stock
occupied by low-income households. CDBG funding is down 37% from its 2003-2004 peak, redevelopment funding is completely
eliminated, and CalHome funding received from previous state grant competitions is now exhausted and a new CalHome grant
application was not funded. Should the funding request be reconsidered and awarded within FY 12-13, staff will make any requested
adjustments to staffing and budget in supplemental or consolidated budget adjustment actions. Scaling back this program reduces the
assistance provided to low income residents, risks deterioration or loss of affordable housing stock. These reductions result in the
elimination of 1.0 FTE Construction Services Specialist and 1.0 FTE Community Development Specialist.
• Housing Authority Restricted Reserve Transfer: as part of its 2012 HUD appropriations act, Congress directed HUD to offset a
portion of Housing Choice Voucher renewal funding with housing authority restricted reserves. For the Sonoma County Housing
Authority, housing assistance payment funding was reduced by $862,661, requiring the Housing Authority to spend down its reserves
by the same amount. In addition, this year HUD reinstated a cash management policy it abandoned in 2005 and re-established HUDheld
program reserves. Sonoma County Housing Authority’s existing restricted reserve balance will be transitioned to HUD-held
program reserves by a process whereby HUD disburses less funding to the housing authority, requiring it to spend down its reserves.
At the same time, HUD will add the amount of withheld funding to Housing Authority’s program reserve account to be held by HUD.
• Reduction in Housing Authority Administrative Revenues: in recent years, reduced Congressional appropriations for Section 8
Housing Choice Voucher administrative funding have required HUD to pro-rate administrative fees. This year, HUD estimates that
the Sonoma County Housing Authority will receive 75% of the administrative funding for which it is eligible. These decreases will be
offset through a combination of staffing reductions and use of restricted administrative reserves dedicated for the Housing choice
Voucher program that may be recaptured by HUD if unspent. These reductions result in the elimination of 3.0 FTE Housing
Negotiator Inspectors and 1.0 FTE Employment and Housing Counselor.
o
To help mitigate the loss of administrative funding so that the Sonoma County Housing Authority will be able to continue
handling its ongoing workload, the agency is streamlining the administration of rental assistance programs through the
implementation of updated software providing electronic document management, computerized file notes, handheld
inspection technology, online applications and waitlist management. The expected outcomes of this technological change
are increased productivity, improved case management and customer service, and a substantial reduction in the use of
paper and files.
• County Fund for Housing: the County Fund for Housing provides loans to developers of housing projects that meet stringent
affordability standards. This program is funded mainly through fees charged to all commercial and residential developments in the
unincorporated areas that do not directly provide for affordable housing. The nature of the current economic environment and its
effect on the real estate industry will severely limit the capacity of this program to fund affordable housing loans. The Fund revenues
averaged $1.3M for the period of FY 07-08 to FY 10-11 and the budget estimate for FY 12-13 is $520,000.
• Low-Moderate Housing Funds: ABx1 26 provided that all unencumbered cash on hand in the former Redevelopment Agency’s
Low/Moderate-Income Housing Fund as of 1/31/2012 would be remitted to the local Auditor-Controller for future disbursement to
County of Sonoma
FY 2012-2013 Recommended Budget
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COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
taxing entities. ABx1 26 also provided that the properties owned by former redevelopment agencies that were paid for with funds
from the low-mod housing fund would remain with a successor housing entity. The Community Development Commission was
designated as the successor housing entity for the County and City of Sonoma former redevelopment agencies. ABx1 26 did not
provide for any maintenance or operational funding to cover expenses, such as property management, maintenance and repair, annual
monitoring of compliance with occupancy and affordability restrictions, and other loan servicing and asset management tasks. Cleanup
legislation is currently being discussed at the state level to address this issue. At this time the outcome of the legislation initiative is
unknown, but there is support for a result that will leave some or all of the low-mod housing funds with the Successor Housing
agencies in each jurisdiction. This budget assumes that $4,000,000, based on estimated potential use for loan and rehab programs, in
housing fund balance will remain with the CDC and provide funding for maintenance and operation of housing properties and funding
for a small housing rehabilitation program during FY 12-13. If this funding is not realized, $600,000 (15%) would not be available for
use by the CDC to pay administrative expenses and the budget would be revised to reduce associated costs and staffing, estimated to
be 2.0 FTE.
• Dissolution of the Sonoma County Redevelopment Agency: The dissolution of redevelopment agencies on February 1, 2012 ceased
all new redevelopment activities, eliminated economic and community development activities related to redevelopment and canceled
projects not under contract or under contract between the CDC and the County. The dissolution of the Sonoma County Community
Redevelopment Agency means a loss of $5.7 million in property tax increment derived from three project areas annually for public
infrastructure, private projects, rehabilitation of commercial business structures, financing for community parks and recreational
facilities, tourism and marketing assistance, community clean-up activities, new business development services funding, and
financing for the creation and preservation of affordable housing and residential rehabilitation. The dissolution of the Sonoma County
Community Redevelopment Agency will result in the elimination of 1.0 FTE Senior Community Development Specialist, 1.0 FTE
Community Development Specialist II, 1.0 FTE Construction Services Specialist, and 1.0 FTE Administrative Aide.
Strategic Plan Focus
The CDC’s programs all fall under one or more of the Strategic Plan focus areas and many of the CDC’s programs comprise upstream
investments that help to stabilize living situations for assisted households, and create healthier community conditions for all residents.
Some examples of Strategic Plan connections include:
Safe, Healthy and Caring Communities:
• $25,944,930 of this budget supports financial assistance for development and preservation of affordable rental housing units, and
monthly rental subsidies that limit rental costs to an affordable percentage of household income, and enable very low-income families
throughout the county to obtain and retain safe, decent, and affordable housing. This addresses Safe, Healthy and Caring
Communities as well as upstream goals, by helping to ensure that residents are well sheltered and safe, and influences the upstream
success indicators of reducing the rate of homelessness, increasing the housing affordability index, while also providing stable living
environments for local residents. Rental subsidies also contribute to a healthy economy by enabling owners of private rental properties
to rent their units to thousands of households who would not otherwise be able to afford to live independently in the area, providing a
stable stream of rental income for owners to maintain their properties, and reducing the overall vacancy rate for their units.
Safe, Healthy and Caring Communities and Investment in the Future:
• $119,711of the budget goes towards providing below market-rate loans to low-income owners single-family houses and mobile
homes to complete health and safety repairs to their homes promoting Safe, Healthy and Caring Communities through positive living
conditions and Invests in the Future of the community’s housing stock.
Civic Services and Engagement:
• $430,162 are expected in investments in Americans with Disabilities Act (ADA) improvements to public facilities including parks,
libraries, sidewalks, community centers, and government buildings, enhancing the ability of people with disabilities and seniors to live
and move around in the community in a safe way and promotes Civic Services and Engagement in government processes. Grants for
ADA improvements in private homes and rental units allow people to continue to live independently rather than being forced to move
into congregate care facilities or other supportive housing arrangements.
• The CDC relies on advisory committees to provide citizen input and recommendations regarding virtually all policy and funding
decisions before seeking Board of Commissioners’ approval. These groups, which represent a significant level of Civic Services and
Engagement, include the Community Development Committee and Technical Advisory Committee.
County of Sonoma
FY 2012-2013 Recommended Budget
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COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
The programs of the County as Successor Agency to the Sonoma County Community Redevelopment Agency also support the Strategic
Plan.
Safe, Healthy, and Caring Communities:
• The planned redevelopment, $6,920,200 in total project costs, of the Roseland Shopping Center provides for a safer and healthier
Roseland community by removing or mitigating environmental hazards, creating new affordable rental housing units, developing new
retail and community services space in a pedestrian-oriented configuration, stimulates construction and long term employment
opportunities. The planned construction of a public plaza to serve as a vibrant community gathering place in conjunction with urban
green space, and a walkable community design provides a new asset for community health in the center of the Roseland
Redevelopment Project Area. It is estimated that approximately $4 million will be expended in furtherance of this project in FY 1213.
• Highway 12 improvements, expected to total $13,003,049 in project costs, in the Sonoma Valley Springs Redevelopment Project Area
are transforming a dangerous 2-mile stretch of roadway running the length of the area’s commercial corridor into a safe area for
pedestrians and bicyclists and a safe route to schools in the area, and will enhance the likelihood that pedestrians and motorists alike
will have easier and more frequent access to businesses in the area, improving economic vitality in the area and reducing
environmental impacts due by reducing vehicle miles traveled. It is expected that approximately $10 million of these funds will be
expended in FY 12-13.
County of Sonoma as Successor to the Sonoma County Community Redevelopment Agency
Effective February 1, 2012, the Sonoma County Community Redevelopment Agency was dissolved per ABx1 26. On January 10, 2012,
the County of Sonoma elected to serve the role as Successor Agency to the Sonoma County Community Redevelopment Agency for
non-housing programs and appointed the Sonoma County Housing Authority as the Successor Agency for housing activities of the
former Redevelopment Agency, effective February 1, 2012. The County of Sonoma as Successor Agency to the Redevelopment Agency
has contracted with the Sonoma County Community Development Commission to provide administrative and project delivery staffing to
the Successor Agency. The role of the Successor Agency is to expediently wind down the affairs of the former redevelopment agency in
accordance with the provisions in ABx1 26. The agency accomplishes this 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.
One of the provisions under ABx1 26 requires a Successor Agency to adopt a Recognized Obligation Payment Schedule (ROPS) which
lists all of the enforceable obligations of the former redevelopment agency, including an administrative budget and expenses associated
to supporting the Successor Agency. The completed ROPS for the six-month period from July through December 2012 is currently
pending State Department of Finance approval. Any edits required by the state after their review will be incorporated into the
supplemental budget and through consolidated budget adjustment during the FY as needed.
The County as Successor Agency expenditures for FY 12-13, as shown on the initial ROPS submitted for state approval total
$19,517,508. The approved projects and expenditures may change if the state successfully overturns any of the items listed on the ROPS,
or if the ROPS for subsequent periods are revised to reduce or eliminate any of the currently listed obligations. These expenditures are
supported through reserves of the Redevelopment Agency as of the dissolution date, rent revenues from properties transferred to the
County as Successor Agency, remaining bond proceeds, and allocation of Property Taxes to the CDC from the Redevelopment Property
Tax Trust Fund provided through the County Auditor-Controller. The following table shows the total enforceable obligations of the
former redevelopment agency as currently scheduled on the ROPS for FY 12-13.
Debt Servicing $1,257,383
Projects $17,271,418
Project Delivery $738,708
Administration
$250,000
TOTAL $19,517,509
Former Roseland Redevelopment Project Area:
The ROPS includes expenditure of $4,426,087 in FY 12-13 for completion of two existing projects in the Roseland Redevelopment
Project Area:
• $15,000 to complete façade improvements to the Mekong Market, located along the commercial corridor of Sebastopol Road.
County of Sonoma
FY 2012-2013 Recommended Budget
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COMMUNITY DEVELOPMENT COMMISSION
Kathleen Kane, Executive Director
• $4,411,087 for environmental clean-up, development of public improvements, and property maintenance for the Roseland Village
shopping center property, also located on Sebastopol Road, and now owned by the Successor Agency. It is expected that this work
will take up to five years to complete, and the property will subsequently be sold to a private entity for completion of a mixed-use
development. The total projected cost of work required to complete this project is $7,015,602.
Former Springs (Sonoma Valley) Redevelopment Project Area:
The ROPS includes expenditure of $10,211,651 in FY 12-13 for completion of three existing projects in the Springs Redevelopment
Project Area:
• $30,000 to complete façade improvements to the exteriors of the Taqueria Hacienda and Rancho Viejo restaurant properties, located
in the commercial corridor of Highway 12.
• $10,151,588 to complete the last phase of Highway 12 improvements, including widening, installation of turn lanes, construction of
curb, gutter, and sidewalks, installation of street lighting and development of new parking lots to mitigate loss of on-street parking as
a result of the widening of the roadbed.
• An additional $30,063 is estimated to be expended for management and maintenance of two properties, the old Sheriff Substation and
the E. Thompson parking lot, which are now owned by the CDC and Successor Agency, respectively, until they can be sold or
transferred to another entity as required pursuant to ABx1 26.
Former Russian River Redevelopment Project Area:
The ROPS includes expenditures of $2,633,680 in FY 12-13 for completion of sixteen existing projects in the Russian River
Redevelopment Project Area:
• $35,267 for completion of renovations to 6 rental housing units and 1 single-family home to be occupied by lower-income
households.
• $219,401 to complete façade and other improvements to nine commercial properties in the Project Area.
• $89,344 to complete park design and restoration work at the Riverkeeper Stewardship Park in downtown Guerneville.
• $1,012,599 to complete Phases 3 through 6 of repairs to the Sweetwater Springs Water District water delivery system.
• $1,187,400 to complete Phase 1 of the Monte Rio Recreation and Park District Creekside Park development project.
• $43,641 for Great Destination Strategies to complete plans, and to obtain permits, for installation of wayfinding signage throughout
and leading into the Project Area.
• An additional $46,028 will be spent during FY 12-13 to maintain the public restroom facility in downtown Guerneville that is now
owned by the Successor Agency, until they can be sold or transferred to another entity as required pursuant to ABx1 26.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
141
Development Services

County of Sonoma
FY 2012-2013 Recommended Budget
142
Development Services

FIRE AND EMERGENCY SERVICES
Mark Aston, Director
MISSION STATEMENT
The Fire and Emergency Services Department is committed to providing
exceptional service, dedicated to protecting life, property, and the
environment.
Budget at a Glance:
Total Expenditures $9,185,510
Total Revenues $8,220,125
DEPARTMENTAL DESCRIPTION
Total Net Cost $965,385
The Fire and Emergency Services Department provides emergency
Total Staff 21.85
preparedness and response activities related to hazardous materials, natural
disasters, and fire protection throughout the county in conjunction with the
% Funded by Local Discretionary Funds 6.2%
cities, special districts, and the state. The department acts as lead agency for
various state and federal grants for emergency management programs and first responder equipment for multi hazard incidents; assists
local agencies with emergency management programs and coordinates with state and federal agencies; and manages countywide disaster
response and recovery.
The department is comprised of two budgetary divisions: Emergency Services Division and Fire Services Division. The Emergency
Services Division, financed by user fees and the General Fund, carries out the responsibilities associated with hazardous materials
response and mitigation, natural and human caused disasters, and other declared states of emergency. In addition, the division
implements hazardous material regulatory programs for the unincorporated area and cities of Rohnert Park, Cotati, Cloverdale, Sonoma,
and the Town of Windsor. This service implements state laws providing for safe generation, use, and storage of hazardous materials.
Funding Sources
$1,537,182
$390,290
$575,095
$1,128,695
$29,750
$1,055,166
Funding Uses
$1,026,784
$2,863,968
$246,430
$1,358,934
$1,406,592
$943,749
Property Taxes
Special Assessments (Fire)
Licenses/Permits
Charges for Services
Interest on Fund Balances
Funds from Other Govts.
General Fund Contribution
Use of Special District
Fund Balance
Internal Transfers
Hazardous Materials Program
Emergency Management
Homeland Security Operational
Area Programs
Enhanced Fire Svcs. (CFD)
Assessments
The Fire Services Division provides fire
protection, rescue, emergency medical, fire
prevention, code enforcement, and arson
investigation services for the unincorporated
areas of the county that are not included in
an independent fire protection district. These
areas are known collectively as Sonoma
County Fire - County Services Area (CSA)
#40. The basic level of fire protection
services for County Fire - CSA #40 is
through 15 volunteer fire companies
administered and managed by the Fire and
Emergency Services Department.
Specialized contracts with fire protection
districts, municipalities and CALFIRE are
utilized to supplement services. Property
taxes and fees for services finance these
services. Within Sonoma County Fire
Services Area, - CSA #40, there are four
zones of benefit where residents have
elected to provide enhanced levels of
services financed by special assessments.
Three of the zones collect their special
assessments through corresponding
community facilities districts (CFD).
Fire Prevention Activities
$3,953,902
$868,334
$721,019
$265,130
Fire Suppression Activities
Internal Transfers
County of Sonoma
FY 2012-2013 Recommended Budget
143
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FIRE AND EMERGENCY SERVICES
Mark Aston, Director
FY 11-12 ACCOMPLISHMENTS
• Managed, coordinated, and administered the Homeland
Security grants for County and city law enforcement,
ambulance providers, fire agencies, and other County
departments to improve emergency response capability
and planning, currently totaling over $12 million since
2001.
• Completed the requirements and objectives of the
Federal FY 11 Emergency Management Performance
Grant in alignment with Cal EMA priorities.
• Completed the update and revision of the local Hazard
Mitigation Plan, focusing on mitigation strategies for
our most probable disasters.
• Completed the Emergency Operations Center
technology improvements funded by the Department of
Justice, Community-Oriented Policing Services grant
program.
• Managed the relocation and demobilization of the
Russian River Area Command Post to the new Graton
Fire station facility.
• Secured a position for Sonoma County on the Bay Area
Urban Area Security Initiative Approval Authority
Board to ensure that the North Bay is better represented
in future regional projects and training.
• Finalized amendments that establish standards for a Fire
Suppression Apparatus Storage Facility, similar to the
requirements for an agricultural exempt structure.
• Updated the Sonoma County Hazardous Materials Area
Plan and disseminated to stakeholders.
• Obtained State grant to purchase on-line database
software to replace the current hazardous materials
database and assisted the business community in using
the California Environmental Reporting System, a webbased
reporting tool, to electronically update their
hazardous materials information. Use of the California
Environmental Reporting System will be required of all
businesses in 2013.
• Responded to and safely mitigated over 1,470
emergency incidents during 2011 and conducted 74 Fire
Life Safety inspections with an emphasis on
occupancies subject to the highest level of hazard to life
and property.
• Continued implementation of the Vision 20/20 Strategic
Plan, including developing comprehensive Standard
Operating Procedures for response activities; providing
comprehensive training programs; and completing fire
i t
FY 12-13 OBJECTIVES
• Manage, coordinate, and administer the current and next
round of 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.
• Complete the requirements and objectives of the
Federal FY12 Emergency Management Performance
Grant in alignment with Cal EMA priorities.
• Review, revise, and complete an update to the County’s
Emergency Operations Plan.
• Review, revise, and complete a revision to the Lower
Russian River Response Plan, including integrating
operations at Graton Fire as the Russian River Area
Command.
• Complete development to enhance the Telephone
Emergency Notification System and begin marketing
efforts to the public to sign up for text warning and
notification.
• Perform training and conduct a functional Emergency
Operations Center exercise on the new software for
enhanced operations.
• Implement use of on-line database software to replace
the current hazardous material business database and
provide a link with California Environmental Reporting
System. Training on use of the system will be provided
to business community to assist them in electronically
reporting their hazmat information.
• Assist restaurants that store large quantities of carbon
dioxide in complying with hazardous materials
reporting requirements and in implementing appropriate
safety provisions for their customers and employees.
• Replace outdated hazardous materials response
equipment, in particular fully-encapsulating (Level A)
suits that have exceeded their manufacturers’
recommended shelf lives.
• Create a roadside hazards abatement program and seek
resources to implement the program.
• Coordinate and provide leadership training; training
academy opportunities; and evaluation of our current
training programs to support the Vision 20/20 Strategic
Plan.
• Complete the County Fire Standard of Cover plan for
fire protection services in County Fire - CSA #40.
County of Sonoma
FY 2012-2013 Recommended Budget
144
Development Services

FIRE AND EMERGENCY SERVICES
Mark Aston, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Fire and Emergency Services (General Fund)
Expenditures 1,880,791 1,699,005 (9.7)
Revenues & Reimbursements
1,305,696 1,123,910 (13.9)
Net Cost
575,095 575,095 0.0
Hazardous Materials (Special Fund)*
Expenditures 1,326,936 1,396,592 100.0
Revenues & Reimbursements 1,326,936 1,396,592 100.0
Net Cost 0 0 0.0
CSA#40 Fire Services
Expenditures 5,358,445 5,843,283 9.0
Revenues & Reimbursements 5,036,301 5,452,993 8.3
Net Cost 322,144 390,290 21.2
CFD#7 Mayacamas
Expenditures 22,800 22,800 0.0
Revenues & Reimbursements 22,800 22,800 0.0
Net Cost 0 0 0.0
CFD#4 Wilmar
Expenditures 89,000 115,830 30.1
Revenues & Reimbursements 89,000 115,830 30.1
Net Cost 0 0 0.0
CFD#5 Dry Creek
Expenditures 108,000 108,000 0.0
Revenues & Reimbursements 108,000 108,000 0.0
Net Cost 0 0 0.0
Total Expenditures 8,785,972 9,185,510 4.5
Total Revenues & Reimbursement 7,888,733 8,220,125 4.2
Total Net Cost 897,239 965,385 7.6
Staffing
STAFFING SUMMARY
FY 11-12 FY 11-12
Adopted Approved
FY 12-13
Recommended
FTE
Change
%
Change
Permanent Positions 19.60 20.60 21.85 1.25 6.1
County of Sonoma
FY 2012-2013 Recommended Budget
145
Development Services

Workload Indicators
WORKLOAD SUMMARY
FIRE AND EMERGENCY SERVICES
Mark Aston, Director
FY 10-11 FY 11-12 FY 12-13
Actual Estimated Recommended
Emergency Management
Revise Emergency Operation Plans 14 10 10
Table-top & Functional Exercises 27 15 15
Public Education and Outreach (hours) 450 250 250
Operational Area Coordination / Training (hours) 5,762 4,410 4,410
Disaster Response / Recovery / Mitigation (hours) 300 450 300
Hazardous Materials
Hazardous Mat. Business Plan Sites 1,047 1,075 1,142
Underground Storage Tank Sites 84 83 85
Hazardous Waste Generator Sites 777 762 748
Above Ground Storage Tank Sites 122 122 124
California Accidental Release Program Sites 18 30 25
Restaurants with Dewars of CO2 N/A N/A 130
Uniform Fire Code Sites 282 276 281
CUPA New Businesses 54 45 144
CUPA Inspections 615 700 600
Enforcement Actions 610 900 700
Stormwater Inspections 315 260 250
Emergency Response Incidents 15 18 15
Fire Services
Planning Referrals / Plan Reviews 1,600 1,591 1,867
Fire Code Inspections-New Construction 2,200 2,213 2,137
Fire Code Inspections-Annual 180 327 642
Fire Investigations-(Hours) 55 50 64
Fire/EMS Emergency Response Incidents 1,250 1,280 1,310
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $9.1 million, reflecting expenditure increases of $399,538 from the adopted
FY 11-12 budget. Increases in expenditures include $99,856 in additional expenditures for fire suppression activities, $20,000 for hazard
mitigation inspection program in the Fitch Mountain area, $232,821in internal transfer increases, and $125,000 related to the Urban Area
Security Initiative (UASI) Program Manger position approved by the Board on March 13, 2012. Additional increases are associated with
the addition of positions recommended in this budget ($109,212) and the remaining increases include increased costs associated with
salaries and benefits for existing staff. These expenditure increases are partially offset by a reduction in expenditures of $337,000 related
to a decrease in the 2011 Homeland Security Grant. All new positions included for addition in the recommended budget have offsetting
revenue, and are not funded with General Fund.
Total revenues increased by $331,392 from FY 11-12, to $8.7 million. Increases in revenue include $139,000 in additional grant
funding, $171,583 in increases due to internal transfers, $166,332 in reimbursements, $139,644 in charges for services, $69,656 in
permit revenue, and $21,830 in special assessments. Reductions to revenue include a $337,000 decrease in grant funding the 2011
Homeland Security Grant, and $35,597 reduction in property taxes.
Recommended position changes include the addition of 1.75 FTE Administrative Aide in Fire Prevention Division, an addition of 0.50
Senior Office Assistant in the Emergency Services Division, and the deletion of 1.0 FTE Senior Office Assistant (vacant).
• The addition of a 1.0 FTE Administrative Aide position is required to provide administrative support to the County Fire
Chief/Department Director and department management positions. The position costs are offset by the deletion of 1.0 Senior Office
Assistant position. The Administrative Aide position has been determined, with Human Resources Department concurrence, to be a
more appropriate classification to provide the level of support and administrative assistance to the Director and department, given the
clerical support required as well as program tracking and assistance.
County of Sonoma
FY 2012-2013 Recommended Budget
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FIRE AND EMERGENCY SERVICES
Mark Aston, Director
• The addition of 0.75 FTE part-time Administrative Aide position is recommended to assist with grant administration, grant reporting
and budget monitoring. Extra Help staff have been performing related work, but the ongoing staff needs and ongoing work are not an
appropriate use of Extra Help and warrants the addition of a regular, part-time position. This position is funded with grant
management and administrative funding and a reduction in extra help expenditures. Through managing the administrative functions of
the grant processes and reporting requirements, this allows department management to pursue other efforts including pursuing new
grants and providing higher level management program planning, coordination, and oversight functions with Sonoma County Fire,
and local law enforcement and emergency services entities.
• The addition of 0.50 FTE part-time Senior Office Assistant has been included to assist with Hazardous Material Program mandatory
electronic reporting requirements. SB2286, which went into effect on January 1, 2009, requires electronic reporting by January 1,
2013. This position will decrease the administrative functions performed by Fire Inspectors, thus allowing them to conduct more
Hazardous Materials regulatory inspections, and will provide enhanced services by performing database data entry, managing
electronic document systems, and assisting business owners with electronic submittal of Hazardous Materials Business Plans. The
position costs are included in the proposed Hazardous Materials Program Fees.
Core Services Maintained
The core services of delivering emergency response activities for fire protection, emergency medical, hazardous materials incidents, and
other natural disasters are maintained in this recommended budget. Utilizing salary savings recognized by positions filled at lower salary
steps as well as reduced extra help expenditures, services are able to be maintained within the recommended budget. The department will
also continue to act as lead agency for many state and federal grants for emergency management programs and first responder equipment
for multi hazard incidents on behalf of all the local provider agencies in the county.
Strategic Plan Focus
The department supports the Safe, Healthy and Caring Communities, Economic and Environmental Stewardship, and Investment in the
Future focus areas of the County’s Strategic Plan. Key projects in these focus areas include:
Safe, Healthy, Caring Communities
• Phase 1 of the Emergency Operations Center (EOC) information technology assessment and solution development with the intention
to improve automation of important situational information used by the management/command group working in the EOC. The
technology improvements in software and hardware will be defined with a corresponding implementation plan ($190,000).
• Development of the Standards of Coverage Plan for the delivery fire protection and emergency medical services in the unincorporated
area serviced by County Fire CSA #40. This plan will provide assessment and recommendation of performance measures, staffing
configuration, concentration and distribution of resources, and the corresponding funding requirements to provide service at the
defined “acceptable level of risk.” The Standards of Coverage Plan was recommended for development in the 2009 Fire Services
Analytical Review, and is a specific objective of the department’s Fire Strategic Plan “Vision 2020.”
• Implement the California Environmental Reporting System, electronic record and data management system for hazardous materials
business site information. Information is maintained in a state-wide central data base accessible by local emergency responders
electronically prior to or during the response or inspection. This information, and its accuracy, is critical for the safe mitigation of a
hazardous materials spill or release and to minimize negative impacts upon the environment. The system allows the business owner to
create the facility's Hazardous Materials Inventory or Building Occupancy reports online.
• Complete development of the Community Wild Fire Protection Plan, the comprehensive analysis of wild fire hazard identification and
mitigation focus for areas of urbanization within the watershed of the county. The plan provides guidance to homeowners for
preventative measures including building materials, construction styles, vegetation management, and water sources. This plan will
guide urban interface fire protection efforts for all areas of the county.
Economic and Environmental Stewardship
• Protect public, private, and open space lands with emphasis on reducing the risk of wildland fire and environmental contamination.
Investing in the Future
• Begin construction of two Type 3 County Fire Stations serving the Annapolis and Lakeville fire service areas. The goals and
objectives of the County Fire Strategic Plan “Vision 20/20” approved by the Board in 2009 identified the need for a capital
improvement plan for fire facilities, and these two priorities have been identified to date.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
147
Development Services

County of Sonoma
FY 2012-2013 Recommended Budget
148
Development Services

TRANSPORTATION AND PUBLIC WORKS
Phillip Demery, Director
MISSION STATEMENT
The Transportation and Public Works Department’s mission is to provide
quality transportation and public works services within Sonoma County in a
responsive and professional manner for the benefit of the general public.
DEPARTMENTAL DESCRIPTION
The Transportation and Public Works Department provides road construction
and maintenance services and directly provides or administers contracts for
the provision of various public utility services. For budgetary purposes, the
Transportation and Public Works Department has been grouped into 11
divisions.
Budget at a Glance:
Total Expenditures $220,900,752
Total Revenues $198,585,055
Total Net Cost $22,315,697
Total Staff 185.77
% Funded by Local Discretionary Funds 4%
Roads Division is the financing vehicle for roadway, sign, and traffic signal maintenance; road and bridge design and construction
activities; as well as planning and administrative functions for the other Transportation and Public Works divisions. The division’s core
mission is to maintain and improve the 1,383 miles of roadway and 330 bridges within the county.
Integrated Waste (Refuse) Division is the enterprise fund which finances integrated waste management activities throughout the
county, including operation of a solid waste landfill and a methane gas recovery-electrical generating facility; five transfer stations; postclosure
monitoring and maintenance of eight closed landfill sites; regulation of two franchise agreements for refuse collections; and
implementation of the applicable portions of the Sonoma County Integrated Waste Management Plan. This division also provides staff
support to the Sonoma County Waste Management Agency (a joint powers agreement) established for the purpose of waste stream
reduction and education.
Funding Sources
$18,272,533
$45,989,149
$15,754,403 $7,937,594
Funding Uses
$8,005,800
$66,665,623
$35,060,107
$97,896,030
$81,770,043
$27,523,664
$36,944,686
Federal, State Grants/Taxes/ License/
Permits/Franchises/Mitigation Fees
Charges for Services
Internal Reimbursements/
Internal Transfer of Funds
Fund Balance Use
Misc. Real Estate/ Equip. Rental/
Interest Earnings/Sale of Power
County General Fund
Transit/Paratransit Services
Airport
Roads
Integrated Waste
All Other Services
Transit Division is an enterprise fund and
includes county transit services provided by
Sonoma County Transit and Sonoma County
Paratransit (Americans with Disabilities Act
paratransit). Sonoma County Transit fixedroute
service is provided under contract by a
third-party operator (Veolia Transportation),
and Sonoma County Paratransit is operated
under contract by the Volunteer Center of
Sonoma County.
Airport Division is an enterprise fund which
finances the operation, maintenance, and
capital projects of the Charles M. Schulz-
Sonoma County Airport, a commercial
service airport with facilities for airline
passenger service and aircraft for business,
recreational, law enforcement, emergency
medical, and fire fighting purposes. The
division maintains a 1,000-acre facility with
more than 10 miles of runways and taxiways,
approximately 390 based aircraft, covered
storage for 367 aircraft, and uncovered tiedown
spaces for 120 aircraft.
Northern Sonoma County Air Pollution
Control District is a special fund established
to prevent the emission of air pollution from
"stationary sources” in the northern air basin
in the county, through enforcement of rules
and regulations enacted by the District’s
Board of Directors. The Board of Directors
appoints the Air Pollution Control Officer
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and the District’s hearing board members. Major activities include: issuing permits to businesses and organizations that produce and
release pollutants into the atmosphere; burn authorizations; monitoring ambient air quality; inspection and source testing; and
administration of state and regional programs for air pollution monitoring and reduction.
Special Projects Division is funded by the general fund and pays for engineering and administration services provided by the
department which are not chargeable to one of the other departmental budget divisions, start-up costs for potential new districts,
assistance to small water systems, cable television franchises, and other special assignments which arise.
The other five divisions are the Heavy Equipment Internal Service Fund Division which finances equipment maintenance and future
replacement; Rio Nido Geological Hazard Abatement District formed as part of the 1999 Landslide Mitigation Acquisition Program;
Permanent Roads to finance maintenance of five non-county roads established prior to passage of Proposition 13; Lighting Districts, a
division with twenty landscape and/or lighting districts plus four county service areas; and the water system services division.
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FY 11-12 ACCOMPLISHMENTS
• Completed the following projects: River Road at Hilton
Slide Repair, Annapolis Road Bridge over Gualala River,
Arnold Drive Shoulder Widening, Cold-In-Place
Recycling project on Adobe Road, ARRA Asphalt
Overlay, Watertrough Road Safe Routes to Schools
Project, Carriage Lane Storm Water Improvements,
Western Avenue Improvements, and Burbank Avenue
Improvements.
• Continued efforts to prioritize the road network and to
seek out alternative funding mechanisms for future
preventative and corrective maintenance costs.
• Completed the Environmental Impact Report for the
Airport Master plan implementation project and started
the design for the short-term project elements with
runway extensions, construction of standard runway
safety areas, and construction of service roads and new
taxiways
• Upgrade and installation of a new security and alarm
control system at the Airport.
• Submittal of permit applications for additional capacity at
the Central Disposal Site for continued landfill operations.
CalRecycle permit issued January 20, 2012, Regional
Water Quality Control Board permit pending.
• Completed the negotiations of a franchise agreement for
solid waste collection in the Lake Sonoma unincorporated
county zone by adding these customers to the franchise
agreement with Redwood Empire Disposal of Sonoma
County, Inc.
• Implemented a system to accept credit cards at disposal
sites, to reduce cash handling and increase customer
convenience.
• Completed side-by-side quality assurance testing of new
air monitoring network and decommission old network.
• Completed grants for all available funds under the Low
Emission School Bus grant program to replace older
school buses in the District with new, clean technology.
• Deployed electrical vehicle charging network in
collaboration with County Fleet Operations and local
cities.
• Completed construction of a new compressed natural gas
fueling facility at the Sonoma County Transit yard.
• Introduced three new low-floor minibuses to provide local
fixed-route transit service in Sebastopol, Windsor and
Cloverdale.
• Commenced with Phase I implementation of the NextBus
passenger information system, and introduced a new
mobile version of sctransit.com, specifically designed for
transit users via iPhone and Android devices.
FY 12-13 OBJECTIVES
• Implement a County Road Plan financed with new
funding sources to address the needs of the entire County
Road Network. The plan will:
o Improve Pavement Condition Index, as reported by
Metropolitan Transportation Commission, from poor
to fair or better.
o Restore or extend useful life of roads
o 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,
which may include equipment and resource sharing, sales
tax, transient occupancy tax, or vehicle licensee fee.
• Continue efforts to attract additional commercial airlines
for service to non-Alaska Air destinations.
• Expand Alaska Air services to include a third Los
Angeles flight and a daily flight to San Diego.
• Continue long-term planning for regional solution for
solid waste and settling 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.
• Construct facility improvements including tipping floor
repairs or replacements at the Central and Healdsburg
transfer stations; and complete Guerneville closed landfill
native trees replanting and construction of a burn waste
leachate containment and pumping station.
• Negotiate delegation to the Northern Sonoma County Air
Pollution District to implement Air Resources Board’s
Landfill greenhouse gas rule.
• Develop and implement a change-out incentive program
for woodstoves and fireplaces.
• Secure programmed funding to purchase up to six Orion
VII low-floor compressed natural gas buses to replace
2000 and 2002 buses.
• Work with Metropolitan Transportation Commission on a
regional basis to prepare for 2014 implementation of
Clipper, the Bay Area transit fare smart card program.
• Work with Sonoma-Marin Area Rail Transit and local
entities to start construction of the Cotati Intermodal and
Healdsburg Intermodal facilities in summer 2012 and to
support “Bus Bridge” service.
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Phillip Demery, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Roads - Special Revenue Fund
Expenditures 61,311,074 81,780,429 33.4
Revenues & Reimbursements 57,737,972 70,752,906 22.5
Net Cost 3,573,102 11,027,523 208.6 1
Refuse - Enterprise Fund
Expenditures 62,961,124 66,659,545 5.9
Revenues & Reimbursements 62,048,517 62,762,214 1.2
Net Cost 912,607 3,897,331 327.1 2
Transit - Enterprise Fund
Expenditures 29,738,896 27,618,898 (7.1)
Revenues & Reimbursements 26,543,896 24,188,664 (8.9)
Net Cost 3,195,000 3,430,234 7.4
Airport - Enterprise Fund
Expenditures 9,435,110 36,943,703 291.6
Revenues & Reimbursements 8,381,909 34,470,928 311.3
Net Cost 1,053,201 2,472,775 134.8
General Fund - Board District (Northern Sonoma County Air Pollution Control District)
Expenditures 2,206,539 2,402,478 8.9
Revenues & Reimbursements 1,872,680 1,936,780 3.4
Net Cost 333,859 465,698 39.5
Special Projects - General Fund/Other Gen Funds/PEG Fees
Expenditures 230,743 609,140 164.0
Revenues & Reimbursements 540,371 290,357 (46.3)
Net Cost (309,628) 318,783 203.0 4
Roads Heavy Equpment - Internal Service Fund
Expenditures 3,411,295 3,274,873 (4.0)
Revenues & Reimbursements 2,741,000 2,538,000 (7.4)
Net Cost 670,295 736,873 9.9
General Fund - Dist BOS (Rio Nido GHAD, Canon Manor West & Permanent Roads)
Expenditures 70,360 63,061 (10.4)
Revenues & Reimbursements 56,858 56,005 (1.5)
Net Cost 13,502 7,056 (47.7)
Internal Service Fund - District BOS (Water System Services)
Expenditures 905,797 821,800 (9.3)
Revenues & Reimbursements 743,465 801,265 7.8
Net Cost 162,332 20,535 (87.3)
Various Funds - District BOS (Lighting Districts)
Expenditures 951,956 726,825 (23.6)
Revenues & Reimbursements 814,995 787,936 (3.3)
Net Cost 136,961 (61,111) (144.6)
Total Expenditures 171,222,894 220,900,752 29.0
Total Revenues & Reimbursement 161,481,663 198,585,055 23.0
Total Net Cost 9,741,231 22,315,697 129.1
1
Drawing down available Traffic Mitigation funds to finance Highway 101 & Airport Interchange project.
2
Reclassifying Refuse Hauler Collection Franchise Fees to General Fund budget structure.
3
One-time Airport and Airfield Improvements.
4
Access improvements to the Board of Supervisors' Chambers.
3
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STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved to Date Recommended Change Change
Permanent Positions 184.56 184.77 185.77 1.00 0.5
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Roads
County Maintained Miles
Primary-Backbone System Miles (also
1,382 1,382 1,382
included in number above) 150 156 198
County & Cities Registered Vehicles* 456,805 466,044 466,044
Integrated Waste
Tonnage 235,450 240,000 240,000
Diverted Tonnage 107,356 110,000 110,000
Transit
Passenger Trips 1,294,754 1,339,892 1,370,710
Service Hours 99,992 102,060 103,150
Service Miles 1,812,303 1,841,625 1,861,294
Paratransit
Passenger Trips 36,013 36,733 37,468
Service Hours 42,661 43,000 43,800
Service Miles 618,015 623,070 634,662
Airport
Aircraft Operations 73,397 78,000 81,500
Airline Passengers 201,166 205,000 225,000
Based Aircraft 395 395 395
Lease Tenants 38 38 38
Air Pollution Control
Permits to Operate 30 20 20
Field Inspections 500 500 500
Complaint investigations 15 12 12
Burn Permits 3,344 3,300 3,300
*As reported by the state's Board of Equalization for Highway User Tax Account Allocation
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $221 million, a $50 million or 29% increase from FY 11-12. The increase
includes: $20 million for bridge improvements, road projects, and pavement preservation contracts; $26 million for Airport expansion
and airfield improvements projects; and $4 million for solid waste system capital projects, equipment investments, and environmental
compliance. Total revenues of $199 million reflect an increase of $37 million or 23% from prior year. Improved revenues are as follows:
Roads $11 million from federal resources primarily for bridge structure improvements and use of accumulated mitigation impact fees for
the Highway 101 at Airport interchange cooperative state-county projects; $2.5 million General Fund contribution increase for pavement
preservation allocated by the Board of Supervisors during FY 11-12 from Refuse Collection franchise fees; and $26 million in Federal
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Aviation Administration grants for airport facility investments. The increase is offset by $2.3 million decrease in Transit mostly due to
the end of American Recovery and Reinvestment Act one-time support.
FY 12-13 budget includes a total of $6.8 million General Fund contribution, which is a $2.2 million increase from the prior year as
directed by the Board to support the pavement preservation program. Of the total General Fund contribution, $500,000 is to comply with
the state’s National Pollution Discharge Elimination System (NPDES).
The recommended budget adds 1.0 full time position in the Integrated Waste Division to monitor the Refuse Collection Franchise
Agreement provisions, such as oversight of reporting requirements, temporary debris box services, unauthorized dumping remediation,
and customer complaints.
Core Services
• Road division staff will continue pavement preservation efforts, compliance with NPDES. In addition, the recommended budget plan
preserves, maintains and/or repairs the network of County maintained roads, signals, signs, street lights, and bridges.
• The Recommended Road Division Capital Project budgets include the construction, design, environmental review, and right-of-way
acquisition of various projects as listed in the appendix following this narrative. These projects are funded by various state and federal
dollars, matched with local funds from Measure M, Proposition 1B, Traffic Mitigation Fees, and developer contributions.
• Integrated Waste Division (IWD) staff will continue to provide solid waste management services at four rural transfer stations
(Annapolis, Guerneville, Healdsburg, and Sonoma) and at the Central Transfer Station. In addition, landfill operations are anticipated
to continue through the end of FY 12-13. CalRecycle (formerly known as California Integrated Waste Management Board) issued a
new solid waste permit on January 20, 2012, and IWD is waiting for a decision by the Regional Water Quality Control Board on the
long-term permit application. IWD will also continue to regulate franchise agreements for refuse collections in the unincorporated
areas of the county.
• The Charles M. Schulz-Sonoma County Airport team will provide services to airline passengers and aircraft operators for business,
recreational, law enforcement, emergency medical, and fire-fighting purposes. The recommended budget supports public services
through airport and airfield improvements.
• Transit services levels will be maintained to continue to serve the public by providing public transportation over 390 square miles in
Sonoma County. Through cooperative funding agreements with the cities of Cloverdale, Healdsburg, Windsor, Sebastopol, Sonoma,
Rohnert Park, Cotati, and Petaluma, Sonoma County Transit provides fixed route service consisting of 7 local, 13 intercity, 2
commute, and 1 seasonal route serving the Sonoma Coast.
• The Air Pollution District will continue emission prevention programs in the northern air basin in the county, through enforcement of
rules and regulations enacted by the District’s Board of Directors. District resources will continue to respond to specific community
concerns about air pollution through study or mitigation projects and community outreach. FY 12-13 business plan includes
developing a program to replace fireplaces and woodstoves with clean burning natural gas units.
Services Reduced or Eliminated
No baseline services are being reduced or eliminated. However, although funding has been identified for primary road segments, the
remaining county roads will only receive corrective maintenance services. Corrective maintenance primarily includes: pothole repairs,
slope repairs, debris removal, repair/construction of drainage facilities, removal of sight distance obstructive vegetation, guardrail repair,
signage, construction of viaducts and retaining walls, and winter storm road damage activities. The majority of county network roads are
in a poor condition requiring costly reconstruction repair. The cost for improving the non-primary roads and sustaining them at an
acceptable Pavement Condition Index is estimated to be $105 Million annually based upon traditional reconstruction practices. However,
product technology is constantly changing and the Department has experience with new techniques that together could reduce this
estimate by as much as 50%. As of this writing, staff is developing a long term plan to address the entire road system.
Strategic Plan Focus Area
Safe, Healthy & Caring Communities
• The Air District provides grant funding to a number of diverse projects in order to reduce the impact of vehicle emissions within
Sonoma County. In FY 12-13, $327,000 is recommended for vehicle emission reduction grants.
Economic & Environmental Stewardship
• The Road division is an integral part of the County’s successful National Pollution Discharge Elimination System (NPDES) program.
Capital project designs are planned for little or no environmental impact to the area. FY 12-13 recommended budget continues to
include $500,000 annual general fund support for program compliance.
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• The IWD is tasked with managing solid waste in a safe and efficient manner to protect the health of the community in accordance
with state and federal regulations. The recommended budget includes $4 million for landfill tipping facility improvements and landfill
closure compliance projects. In addition, IWD, in cooperation with the local refuse collection companies, continues to offer non-profit
organizations the community cleanup program. Organizations and events that use this program include the Day of Caring, Rebuilding
Together Santa Rosa, and the Russian River Chamber of Commerce.
• The Airport division continues to foster relationships in the community with local businesses, Chambers of Commerce, and Tourism
Boards in order to enhance local commerce through the availability of local air travel.
• Since 2006, Sonoma County Transit’s heavy-duty bus fleet has been 100% powered by natural gas. In 2010, the last of the diesel
powered paratransit vehicles were retired and replaced by gasoline powered minibuses, eliminating all diesel vehicles from the
County Transit fleet. The use of natural gas powered buses has resulted in a significant cost savings to Sonoma County Transit, as
well as, a countywide environmental benefit. In FY 12-13, $3.5 million is included for the purchase of additional natural gas powered
buses.
Invest in the Future
• The FY 12-13 budget includes $20.4 million designated for bridge and road improvement projects, which supports our county’s
priority to maintain safe and reliable infrastructure.
• Staff will continue to seek out new technology and alternative funding sources in order to enhance the ability of the department to
improve and maintain our aging roads and bridges. Analysis of the roads system current and future needs will allow the department to
invest and improve the most critical components of the network. The recommended budget includes $88,000 for pavement condition
inspection and funding modeling assistance.
• On January 20, 2012, CalRecycle issued a solid waste permit for the Central Disposal Site with the permit from the Regional Water
Quality Control Board still pending. Staff will continue to work towards re-permitting the Central Disposal Site for additional
capacity to continue landfill operations into the future, thereby providing a local solution for solid waste management and reducing
the need for additional trucking to transfer solid waste out of the county. In addition, the use of the new leachate pipeline to transfer
gray water directly to the Laguna Wastewater Treatment Plant will reduce trucking and the associated greenhouse gas emissions.
• The Airport division is continuing efforts to attract additional commercial airlines for passenger service to non-Alaska Air
destinations, and to expand Alaska Air services. Construction of the runway extension is expected to commence in FY 12-13 with
completion anticipated in fall of 2013. The runway extension will allow the Airport to serve a larger variety of planes which will
allow more carriers’ accessibility to the Airport, and the addition of more destinations. The runway will also meet new safety
requirements from the Federal Aviation Administration. The recommended budget appropriates $27 million for facility
improvements.
• Sonoma County Transit has developed several park and ride facilities throughout the county in an effort to promote carpooling and
the use of public transit. In FY 12-13, Sonoma County Transit will continue to work closely with SMART and local entities to
commence construction of the Cotati Intermodal and Healdsburg Intermodal facilities. These two facilities will be designed to allow
for future parking expansion in conjunction with carpool lanes along Highway 101 and future development of the SMART commuter
rail service. Also in FY 12-13, Sonoma County Transit will take advantage of technological advances to improve customer service
with a new GPS-based passenger information system. The new system will offer enhanced bus status information via the Internet,
Smartphone’s, and at bus shelters located at major destinations.
Civic Services & Engagement
Integrated Waste Division
• The County and IWD are members of the Solid Waste Advisory Group which is tasked with making recommendations on solid waste
system planning and operations through an open and transparent process that encourages input, cooperation and coordination with all
stakeholders. The County and IWD are also members of the Sonoma County Waste Management Agency and the Local Task Force,
both of which hold regular public meetings to discuss various items regarding solid waste management and diversion.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
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Phillip Demery, Director
APPENDIX
Bridges
ROADS CAPITAL PROJECTS
Overlays/Road Improvements
Bridge Replacement - Porter Creek Rd over Porter Creek 5,020,000 2012 Pavement Preservation Program 4,411,207
Jimtown Bridge Reinforcement 700,000 Arnold Drive at Agua Caliente Intersection Improvements 2,100,000
Bridge Seismic - Wohler over Mark West Creek 500,000 Airport Blvd at Fulton Road 1,780,000
Bridge Replacement - Geysers Road over Big Sulphur Creek 395,000 Hwy 12 at Madrone Approach Improvments - Caltrans Co-op 523,000
Bridge Seismic - Wohler over Russian River 350,000 Highway 116 at Mirabel Roundabout 450,000
Hauser Bridge Road over South Fork Gualala River - Replacement 325,000 Adobe at East Washington 390,000
Chalk Hill Bridge Replacement 305,000 Mirabel Road Shoulder Widening 270,000
Bridge Replacement - Boyes Blvd over Sonoma Creek 300,000 Stony Point at Roblar 295,000
Bohan Dillon Road over South Fork Gualala River - Replacement 250,000 Safe Routes to School - Sheppard/Roseland 260,000
Freestone Flat Road over Salmon Creek - Replacement 225,000 Laughlin Road Reconstruction 240,000
Bridge Replacement - Laughlin Rd over Mark West Creek 200,000 Airport Boulevard Crossing Improvements 75,000
King Ridge Road over Austin Creek 200,000 Research and Development Future Projects 100,000
Monte Rio Bridge Seismic Retrofit Study 200,000 10,894,207
Watmaugh Road Bridge 195,000
River Road over Gill Creek - Replacement 120,000
Geysers Road over Fraiser Creek - Replacement 100,000
O'Donnell Lane over Calabazas Creek - Rehabilitation 75,000
Research and Development for Future Projects 50,000
9,510,000 GRAND TOTAL 20,404,207
County of Sonoma
FY 2012-2013 Recommended Budget
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SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
MISSION STATEMENT
The mission of the Sonoma County Water Agency is to effectively manage
the water resources in its care for the benefit of people and the environment
through resource and environmental stewardship, technical innovation, and
responsible fiscal management.
DEPARTMENTAL DESCRIPTION
The Sonoma County Water Agency is a countywide special district founded
in 1949 whose Board of Directors is the Sonoma County Board of
Supervisors. In all operations, the Water Agency strives to manage resources
and make cost effective investments in Water Resources, the Environment,
and the Community.
Budget at a Glance:
Total Expenditures $220,347,682
Total Revenues $175,281,696
Total Net Cost $45,065,986
Total Staff 194.5
% Funded by Local Discretionary Funds 0%
The four key functions of the Water Agency are water supply, water transmission, flood control, and wastewater collection and
treatment.
Funding Sources
$68,064,682
$494,000
$37,410,000
Funding Uses
$17,861,408
$12,072,723
$46,860,519
$19,700,000
$41,200,000
$1,200,000
$37,900,000
$13,600,000
$779,000
$63,949,851
Property Tax
Sanitation Charges
Water/Power Sales
Grants/Loans/Other
Interest
Miscellaneous
Internal Transfers
Reimbursements
Use of Fund Balances
Water Transmission
System
Sanitation
Water Supply & Debt
Service
Internal Service
Flood Protection
As a water supplier, the Water Agency is
responsible for securing and maintaining water
rights and encouraging water conservation and
reuse to meet present and future demand.
The Water Agency’s water transmission system
provides for wholesale domestic water supply and
delivery to eight primary contractors (Santa Rosa,
Petaluma, Sonoma, Rohnert Park, Cotati, Valley of
the Moon Water District, Town of Windsor, and
North Marin Water District), a major noncontractor
customer, Marin Municipal Water
District, and to other smaller customers.
For the flood control function, the Water Agency
designs, constructs, and maintains flood control
facilities.
The Water Agency provides sanitation functions to
county sanitation districts (CSD) and zones, for
which the district of zone Board of Directors is also
the Sonoma County Board of Supervisors, with the
exception of the Sonoma Valley County Sanitation
District. The Sonoma Valley County Sanitation
District is governed by the Chair of the Board of
Supervisors, the 1 st District Representative, and the
Mayor of Sonoma. All of these core functions are
key elements in the overall infrastructure necessary
for a safe and healthy community.
There are two key strategic planning documents
$13,883,643
Administration & General guiding the Water Agency's activities. The first is
the Water Agency's Strategic Plan, which was
$65,719,538
adopted in 2007. This Plan is currently being
updated to cover Water Agency activities for the
next 5 years. The second document is the Water Supply Strategies Action Plan, which was approved by the Water Agency's Board in
2010. This plan listed water supply challenges faced by the Water Agency and its water customers and outlined strategies to ensure these
customers receive the water they need, when they need it. These documents are reviewed annually for yearly action items, and then
updated every five years to modify the Plans as appropriate.
County of Sonoma
FY 2012-2013 Recommended Budget
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SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
FY 11-12 ACCOMPLISHMENTS
• Continued the planning and implementation of the
Biological Opinion, including: design of the Mirabel fish
screen replacement and associated fish ladder upgrade;
design of demonstration habitat enhancements in Dry
Creek; and filling of the Wohler infiltration ponds. Staff
also completed three Dry Creek tributary restoration
projects.
• Achieved the 2015 goal of “Carbon Free Water” in
January 2012, when the Agency started receiving the
power purchases from the Sonoma County landfill. That
renewable power combined with the Agency’s
hydroelectric and solar power generation is more than the
total power the Agency consumes annually.
• Continued to improve operating procedures,
documentation, and the training of employees as required
by ISO 14000 and ISO 9001 Standards. These
international standards are benchmarks for Environmental
and Quality Management Systems and are an indication of
the Water Agency’s commitment to operating in an
environmentally friendly manner and continually
improving our processes.
• Received a total of $6.4 million in grants for various
projects. The Agency continues to monitor and
aggressively seek alternative funding in order to lower the
costs of infrastructure 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 A+ rating on the
Sonoma Valley Sanitation Bonds.
• Partnered with Human Services to sponsor and expand the
Sonoma County Youth Ecology Corps summer youth
employment program.
• Conducted communications satisfaction survey of the
Water Contractors and telephone survey of the public
regarding the Agency.
• Completed renovation and occupied operations building at
204 Concourse Boulevard, near headquarters at 404
Aviation Boulevard.
• Used the financial planning model to create multiple
financial scenarios to allow the Water Agency and its
customers to make key decisions on future major water
supply and transmission projects over the next 30 years.
• Completed 2nd phase of multiyear project on Laguna de
Santa Rosa to reduce flooding in Rohnert Park.
• Completed and commissioned the Russian River County
Sanitation District (CSD) disinfection upgrade project.
• Completed the Community Choice Aggregation Feasibility
Study and proceeded with potential implementation
efforts.
FY 12-13 OBJECTIVES
• Implement pilot habitat enhancement to increase capability
of Dry Creek to accommodate summer flows while
improving conditions for coho salmon and steelhead.
• Identify and secure federal, state and grant funding for
implementation of the Biological Opinion and continue to
pursue state and federal funding for natural hazard
reliability projects. Expanding non-tax and non-fee based
revenue sources is a key element in the Water Agency’s
strategic plan.
• Continue environmental and technical analyses to modify
minimum instream flow requirements as required and to
make technical adjustments to existing water rights.
• Review and revise the Water Agency's strategic plan to
guide activities for the 2012 to 2017 period.
• Complete implementation of the pilot program for a
volume based component to the Sonoma Valley County
Sanitation District’s rates.
• Conduct rate studies for water services.
• Move Service Center into Airport Sanitation Zone facility
and sell or lease 2150 West College Avenue facility.
• Prepare a Supervisory Control and Data Acquisition Master
Plan and begin an update to the Information Technology
Master Plan.
• Prepare environmental documents for Occidental CSD
reclamation system improvements.
• Construct recycled water expansion projects in the Sonoma
Valley CSD including components of the Napa Sonoma
Marsh and Sonoma Valley Recycled Water projects, and
continue replacement of the sewer main into Sonoma
Valley CSD treatment plant.
• Complete the planning work with water contractors to
cooperatively develop strategic capital projects for the
Transmission System, recycled water, and local supplies.
• Continue to develop and implement groundwater studies
and Groundwater Management Plans in Sonoma Valley and
the Santa Rosa Plain.
• Implement third phase of multiyear project on Laguna de
Santa Rosa to reduce flooding in Rohnert Park and ludwigia
infestation in nearby flood control channels.
• Continue progress on developing integrated storm water
detention and groundwater recharge projects in the flood
control zones 1, 2, and 3.
• Review support provided by the County and reach
agreement on necessary service levels and service
reimbursement.
• Continue exploring potential implementation of Community
Choice Aggregation (Sonoma Clean Power).
County of Sonoma
FY 2012-2013 Recommended Budget
158
Development Services

SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Administration and General Fund
Expenditures 43,048,875 46,860,519 8.9
Revenues & Reimbursements 44,029,479 45,952,871 4.4
Net Cost (980,604) 907,648 192.6
Flood Control
Expenditures 17,743,985 17,861,408 0.7
Revenues & Reimbursements 11,740,660 13,405,597 14.2
Net Cost 6,003,325 4,455,811 (25.8)
Water Supply& Debt Service
Expenditures 16,580,473 13,883,643 (16.3)
Revenues & Reimbursements
8,318,775 6,281,147 (24.5)
Net Cost
8,261,698 7,602,496 (8.0)
Water Transmission
Expenditures 50,588,282 63,949,851 26.4
Revenues & Reimbursements 47,092,559 52,041,847 10.5
Net Cost 3,495,723 11,908,004 240.6
Sanitation Zones
Expenditures 6,128,521 6,414,442 4.7
Revenues & Reimbursements 4,502,633 5,247,127 16.5
Net Cost 1,625,888 1,167,315 (28.2)
Sanitation Districts
Expenditures 40,986,983 59,305,096 44.7
Revenues & Reimbursements 32,670,264 40,655,759 24.4
Net Cost 8,316,719 18,649,337 124.2
Internal Services Fund
Expenditures 15,306,834 12,072,723 (21.1)
Revenues & Reimbursements
12,195,632 11,697,348 (4.1)
Net Cost
3,111,202 375,375 (87.9)
Total Expenditures 190,383,953 220,347,682 15.7
Total Revenues & Reimbursement 160,550,002 175,281,696 9.2
Total Net Cost
29,833,951 45,065,986 51.1
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 195.50 193.50 194.50 1.00 0.5
County of Sonoma
FY 2012-2013 Recommended Budget
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Development Services

SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
RECOMMENDED BUDGET
ADMINISTRATION
The recommended budget reflects $46.8 million, largely consisting of operating transfers through this budget to other budget units. The
Administration budget unit collects all salary and benefit revenues and expenses that are then allocated out to the appropriate enterprise
budgets, for operations and maintenance labor expenses, and to other internal service funds for equipment, fleet costs, power, facilities,
and other expenditures. The labor associated expenses are posted to Administration and funded by reimbursements from other budget
units. Additionally, operating transfers and equipment transfers from Administration to other enterprises show up as expenses in
Administration and revenues in other units.
The direct expenditures of Administration total $7.4 million, a $2.7 million increase from FY 11-12. This increase is primarily due to
increases in the funding for the Sustainability Fund of $578,100, intended for Agency staff and projects related to renewable energy and
climate change, including continuance of efforts related to Sonoma Clean Power per Board direction in April 2012 to pursue a possible
Aggregation Program and joint powers agreement and investigate start-up funding options. Increases are also due to $675,621 in
occupancy costs for the new operations building while continuing to maintain the 2150 West College site and to plan for the
maintenance facility; and increases in position costs due to the elimination of Mandatory Time Off and retirement and benefit cost
increases, and additional extra help services budgeted to better align with historical usage.
The recommended budget reflects $45.9 million in revenues, largely due to revenues received into the Administration fund that are
designated for other budget divisions and units, which are later transferred out of the Administration fund to those divisions and units,
and shown as an expense in the Administration fund. The direct Administration revenues total $7.2 million, which decreased by
$206,300 from FY 11-12, primarily due to lower property tax revenues. The balance of expenditures will be covered by usage of Water
Agency general fund and Spring Lake Park Fund balances as needed.
Recommended positions increase from 193.5 to 194.5 over FY 11-12. This results from the deletion of two long-term vacant positions
during FY 11-12 and the recommended position addition of 1.0 FTE Water Agency Program Specialist in FY 12-13 for water
conservation programs funded by a two year grant. This is a limited term position to match the grant funding. The Agency is also adding
a 0.25 FTE Account Clerk III to allow recruitment of a full time position when added to the current 0.75 FTE position allocation. The
Agency is also deleting 0.25 FTE Senior Environmental Specialist to match the less than full time status of the position.
FLOOD CONTROL
The recommended budget reflects $17.8 million in expenditures for Flood Control and Warm Springs Dam related expenditures. The
direct expenditures of Flood Control Zones total $9.5 million, a $44,000 decrease from FY 11-12. This decrease is primarily due to
projects being completed in FY 11-12 resulting in discontinuing costs. Total revenues reflect $13.4 million, including revenues to the
Flood Control Zones and Warm Springs Dam. Flood Control Zone revenues are $7.6 million, which increased by $1.1 million over FY
11-12, primarily due to a $1.3 million state grant and decreases in property taxes of $232,100. The difference between revenues and
expenditures is made up by use of the fund balances of each fund, which have been accumulating for capital and equipment purchases in
the six flood control zones, which include: Zone 1A – Laguna Mark West, Zone 2A-Petaluma, Zone 3A-Valley of the Moon, Zone 5A-
Lower Russian River, Zone 7A-North Coast, and Zone 8A-South Coast zones.
WATER TRANSMISSION
The Water Transmission recommended expenditures total $63.9 million, $31.5 million of which are direct expenses and the remainder,
$32.4 million, are operating transfers out to other budget units, related to reimbursements of labor and overhead expenses to the General
Fund. Included in this figure are the four designated funds created by the Restructured Agreement for Water Supply. Revenues reflect
$52.0 million, including operating transfers of $19.5 million out to other budget divisions, with actual received revenues totaling $32.5
million, following water deliveries of 45,961 acre-feet, a decrease of 4%. Revenues also reflect the proposed FY 12-13 water rate
increases of 5.26% to 5.98% depending on the aqueduct. The increases in rates are primarily attributable to the decreased water
deliveries, the costs of the Biological Opinion, and water contractors voluntary building fund balances in the aqueduct capital funds in
anticipation of future project needs. In past years the Water Agency has been awarded grants totaling $9.1 million for construction of
local natural hazard mitigation projects from the Federal Emergency Management Agency. These will be paid to the Water Agency over
several years as the specific projects are completed.
County of Sonoma
FY 2012-2013 Recommended Budget
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WATER SUPPLY
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
The Water Supply recommended budget reflects $7.5 million in expenditures. Water Supply expenditures decrease by $2.7 million from
FY 11-12, due to $448,330 in decreases related to Russian River projects that are completed or near completion, resulting in reductions
in consultant and labor costs. These projects include the Potter Valley Project, hydrologic index and water rights petitions, and data
sharing optimization projects. Additional expense reductions of $2.2 million are related to Recycled Water projects and reductions in
service and supply and consultant costs, as well as reductions in transfers of ARRA funding due to project wind downs. These reductions
are offset slightly by an increase in transfers to the aqueduct capital funds and storage facilities transfer funds to cover the costs of
capital projects, including the Sonoma Tank Fence Replacement Project, Petaluma Aqueduct Relocation Projects, the Kawana to
Sonoma Booster Pipeline design, and Mirabel Fish Screen and Fish Ladder Project. Additional expenditures are related to the Quagga
Mussel Prevention Program. Revenues total $6.2 million with revenues decreasing $2.0 million from FY 11-12 due to reduction in
ARRA grants, reductions in Agency general fund transfers resulting from the reduced expenditures, decreases in other donations, and
offsetting increases in the Russian River Charge paid by Marin Municipal Water District.
Additionally, the Water Agency continues to implement the Biological Opinion and Consistency Determination for the Russian River
water supply activities which mandate mitigation projects to protect the coho salmon and steelhead in the Russian River and its
tributaries. These projects have and will significantly increase the level of expenditures for staff, consultants, and construction over the
15 year term of the Biological Opinion. Expenditures specifically related to the Biological Opinion in the Water Transmission budget for
FY 12-13, are projected to be $3.6 million. The Water Agency is also aggressively pursuing federal appropriations through the Corps
and other federal sources to help offset the cost to local rate payers.
GENERAL SANITATION
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. The Water Agency will use expenditure control and
rate increases where appropriate to bring any projected fund balance shortfalls in line with these targets. From year to 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.
Occidental CSD – Projected to operate at Minimum Level of Service during FY 12-13
The Occidental CSD continues to face very serious financial and operational difficulties, with operating revenues and Occidental CSD’s
fund balance being inadequate to fully support operations and maintenance. The Water Agency’s General Fund has contributed nearly
$3.8 million since FY 97-98 with contributions of $960,000 anticipated for FY 11-12. For FY 12-13 the budget includes a $550,000
transfer from the Water Agency’s General Fund to Occidental CSD. FY 12-13 expenditures total $1.8 million, an increase of $213,945
over FY 11-12 primarily due to transfers to finance the Capital Replacement Program. Revenues are budgeted at $1.4 million, a decrease
of $19,880 from FY 11-12. The Occidental CSD operations and maintenance expenses are expected to decrease $79,000 in FY 12-13
primarily reflecting decreases in operations and maintenance costs resulting from reduced staff support services. This is offset by an
$80,000 increase in transfers to the Construction Fund for California Environmental Quality Act (CEQA) and design costs of increased
storage and reclamation capacity.
Russian River CSD – Projected to operate at Standard Level of Service during FY 12-13
The Russian River CSD irrigates approximately 20 acres of forest area adjacent to the treatment plant (referred to as the Burch property)
and approximately 40 acres of the Northwood Golf Course. During FY 06-07, it was determined that additional irrigation is necessary
and the initial work to complete Environmental Impact Report and CEQA studies for expansion of irrigation using recycled water began.
The FY 08-09 budget included increased expenditures in preparation of the irrigation expansion and a disinfection process capacity
County of Sonoma
FY 2012-2013 Recommended Budget
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SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
(ultraviolet process) capital project. The disinfection project moved ahead to construction in FY 10-11 with funding through a State
Revolving Fund loan. That project will be commissioned when testing and training are completed in April 2012. The FY 12-13
expenditures total $5.6 million, increasing by $352,257 over FY 11-12 primarily due to equipment and capital expenditures and
increases resulting from service for permitting and regulatory compliance and hazard assessment. Revenues are budgeted at $4.3 million,
an increase of $209,666 from FY 11-12. The operations and maintenance costs are budgeted to decrease, while maintaining transfers of
$220,500 to the Construction Fund and $118,750 to the Revenue Bond Fund.
Sonoma Valley CSD – Projected to operate at Asset Preservation Level of Service during FY 12-13
The Sonoma Valley CSD is continuing the program to replace its aging collection system in order to improve capacity and to ensure the
reliability and safety of the infrastructure. Funding for most of the replacement costs will be from future rate increases. The CSD’s long
term financial plan anticipates continued annual increases of 5.0% to 5.5 % in order to build revenues and fund balances which will
support additional debt. Additionally, the Sonoma Valley CSD is seeking assistance through state and federal infrastructure replacement
programs. During FY 12-13, this activity continues. Expenditures are budgeted at $46.2 million, including transfers within the budget
division for constructions costs, increased transfer to enhance the capital replacement fund, and debt payments to the appropriate budget
unit. Direct expenses total $23.4 million. Operations and maintenance expenditures are budgeted to increase $640,500, largely due to
contract and consulting services, equipment purchases and rental, and chemical costs. Interest on long term debt also increased by
$271,700. Partially offsetting the increases are reductions in staff time, legal services, and power costs. Total revenues are budgeted at
$29.8 million, including transfers into and within the budget division, including a State Revolving Loan transferred to the construction
fund for future capital needs. Actual revenues total $11.6 million, an increase of $604,000 due to a 5.5% rate increase, partially offset by
a $420,000 decrease in state grants.
The Water Agency continues to look at alternatives to the current billing method to make it more responsive to the amount of wastewater
created by residential customers. Concerns were raised over the fixed rate method, which resulted in the Water Agency exploring the
potential to consider actual usage and associated costs. Pending Board approval at the May 22, 2012 Board of Directors meeting, the
Sonoma Valley County Sanitation District will pilot a program for residential customers to have 30% of the total charges based on the
amount of water used. The remaining 70% of the charge would be a standard charge for all residential customers to account for the
system costs per household. This calculation will replace the existing system of Equivalent Single Family Dwelling (ESD) index, which
charges a 100% fixed amount to all single family dwelling units. If this pilot program is successful, it may be studied for feasibility in
other county sanitation districts.
South Park CSD – Projected to operate at Standard Level of Service during FY 12-13
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. Approximately 23,500 feet of this work has
been completed. 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 will push the transfer of the district into the future.
Expenditures are budgeted at $5.6 million, including internal budget transfers, a $2.1 million decrease over FY 11-12, largely due to
reductions in service and supply costs and capital replacement purchases. The operations and maintenance expenditures are budgeted to
decrease 0.3%, or $7,000. Revenues are budgeted at $5.0 million, a $102,476 increase from FY 11-12, reflecting increases in rates. In
addition, transfers to the Construction Fund will increase to $1.5 million to build funds for collection system replacement projects. A
2.0% increase in rates will partially offset the increased expenses. Budgets in future years will need to show an increase in fund balances
to pay for the last phase of the collection system replacement.
Sea Ranch Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13
The Sea Ranch Sanitation Zone consists of two wastewater collection and treatment systems located in Central and North Sea Ranch.
The Sea Ranch Association (Association) operates and maintains these systems under contract with the Water Agency. The Water
Agency has offered an option to transfer all assets, liabilities, and management responsibilities to the Association. In the most recent
discussions the Association has not expressed interest in a transfer of ownership. A complete video inspection of the collection system
was completed in FY 07-08. Based on this inspection and analysis of the results, the Water Agency completed approximately $100,000
of repair work to the system in FY 09-10. No capital improvement projects are planned for FY 12-13. Expenditures total $641,750, an
increase of $22,505 over FY 11-12, reflecting minor increases in operations and maintenance expenditures as well as transfer to the
Construction Fund. Revenues total $539,870, reflecting an increase of $36,494 due to rate increases which will be used to slowly build
fund balances to pay for future capital improvements.
County of Sonoma
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Penngrove Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
Water Agency operations in the Penngrove Sanitation Zone are limited to administrative services and operation and maintenance of the
collection system and pumping station. The wastewater collected by the Zone is treated at the City of Petaluma’s treatment plant.
Petaluma has notified all its customers of rate increases over the next several years to fund their new wastewater treatment plant that
meets advanced (tertiary) wastewater standards. The proposed budget for FY 12-13 includes expenditures of $742,557, reflecting a
decrease of $10,270 from FY 11-12 resulting from the wind down of building improvement projects and a minor reduction in bond
interest. Revenues total $650,375, increasing by $41,780 from FY 11-12 due to rate increases. A $34,500 increase in operating and
maintenance expenditures in the zone from several increases in rental equipment, small tool purchases, permits, and maintenance
projects will be offset by the proposed 5% rate increase.
Geyserville Sanitation Zone – Projected to operate at Asset Preservation Level of Service during FY 12-13
Current and future treatment plant inflows are expected to remain lower than the treatment and disposal capacity of the Geyserville
Sanitation Zone facilities. Therefore, there are no expansions to the treatment and disposal facilities planned at this time and the Zone
has funding for programs necessary to provide an Asset Preservation Level of Service. Expenditures total $421,277, including operations
and maintenance budgeted expenditures increasing by $11,700 from FY 11-12, due to increases in consulting services for permitting
requirements. This is offset by a proposed 2.0% increase in sanitation charges, with revenues totaling $314,921, a $2,065 increase from
FY 11-12, reflecting the rate increases as well as a reduction in delinquent collections revenue.
Airport-Larkfield-Wikiup Sanitation Zone – Projected to operate at Standard Level of Service during FY 12-13
The Airport-Larkfield-Wikiup Sanitation Zone expenditures total $4.6 million, an increase of $261,986 over FY 11-12. Operations and
maintenance expenditures are increasing by $157,500 due to increases in the cost to haul sludge and for consulting services to help with
permitting and collection system modeling. Additional increases reflect transfers to the Construction Fund for building improvements,
including building drain improvements and a drying bed. Revenues total $3.7 million, an increase of $663,660 over FY 11-12, reflecting
the increased transfers and rate increases of 7.5%.
Core Services Maintained:
The core services in the Administration Division are all maintained and include:
• Continuing several activities aimed at empowering the workforce and improving the practices and procedures used to deliver services
to our customers;
• Information technology system upgrades;
• Enhancements to the Geographic Information Systems capabilities;
• Continuing upgrading and enhancing the Agency’s financial management and billing systems; and
• Publishing the updated Strategic Plan.
The core services in the Flood Control Division are all maintained and include:
• Continued support for, and possible expansion of, the youth summer job program and use of these resources to help maintain and
improve the flood channels; and
• Continued efforts to provide flood protection in a manner that balances public safety and environmental protection. Work on stream
maintenance and creation of riparian habitat will continue similarly to previous years.
The core services in the Water Supply and Water Transmission Division are all maintained and include:
• Meeting or surpassing public health standards and environmental regulations;
• Integrating and protecting available sources of water while responsibly managing infrastructure to meet the current and future needs
of the Water Agency’s customers;
• Promoting water conservation and recycled water use; and
• Investments in capital replacement which are made to extend facilities’ capacity, assure reliable supply including periods soon after
local natural hazard events, and reduce operations and maintenance costs.
County of Sonoma
FY 2012-2013 Recommended Budget
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Development Services

Core Services Eliminated or Reduced:
No core functions are being eliminated or reduced.
Strategic Plan Focus
SONOMA COUNTY WATER AGENCY
Grant Davis, General Manager
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, as illustrated by the
following.
Investment in the Future:
• Efficient and effective use of resources through investment in water transmission system air valves and adding check valves in the
system, budgeted at $674,000. ISO 9000 and 14000 recertification is another example of how efficient operations and continual
improvement are being addressed.
• Investment in the Future is further supported by enhanced fiscal soundness, and expanded revenues are being addressed through
implementation of a new billing system, implementation of the pilot volume based rates for sanitation, and emphasis on obtaining
grant funding for projects. The county’s changing demographics have been addressed by the Water Agency for several years though
our Water Education materials and instruction being in both English and Spanish.
• Through maximizing use of real estate, the Agency is further investing in the future through consolidation of Water Agency
operations and maintenance activities at our 204 Concourse Boulevard facility and moving out of our more distant 2150 West College
location, which will be sold or leased. $600,000 has been allocated to these efforts.
Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship:
• Infrastructure necessary for Safe, Healthy, and Caring Communities and Economic and Environmental Stewardship is the foundation
for the Water Agency’s activities. FY 12-13 infrastructure projects include various recycled water projects, budgeted at $4,635,350,
and compliance with the Biological Opinion, approximately $17,600,000. Additionally, infrastructure projects may arise as needed
related to water supply and transmission; wastewater collection and treatment; flood control and stream maintenance; and ground
water studies and management.
Economic and Environmental Stewardship:
• The Water Agency is also a leading proponent of sustainability programs through its continuing support of Sonoma County Energy
Independence Program and through financial and organizational leadership in Sonoma Clean Power, supporting Economic and
Environmental Stewardship. $15,000,000 has been committed to this effort through the purchase of bonds.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
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ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
MISSION STATEMENT
To foster a healthy business environment and provide services that promotes
the local economy.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $3,969,670
Total Revenues $409,068
Total Net Cost $3,560,602
The Sonoma County Economic Development Department (EDD) provides
various business services and programs to encourage the startup, retention, Total Staff 7.00
and expansion of Sonoma County businesses and jobs, particularly small
businesses. The EDD promotes the creation of new jobs and employment
% Funded by Local Discretionary Funds 89.7%
opportunities, the diversification of economic activity, and the strengthening
of the County's tax base. In addition, through tourism and hospitality initiatives, staff manages funding agreements with visitor centers
throughout the county, as well as a contract with the Sonoma County Tourism Bureau (SCTB), a non-profit organization funded both by
participants of a business improvement area and by a County contribution from transient occupancy taxes (TOT). EDD also facilitates
the film program, primarily by responding to film inquiries, referring services, and partnering with local organizations to encourage
filming in Sonoma County.
Funding Sources
$113,000
$260,068
$36,000
Intergovernmental
Reimbursements
Research
Transient Occupancy
Tax
The "net cost" of the budget is financed by
the County Advertising Fund (Transient
Occupancy Tax). However, some programs
receive support and advice from the Sonoma
County Economic Development Board
Foundation, a nonprofit public benefit
corporation specifically organized and
operated as a supporting organization. This
relationship helps the foundation and the
County to maintain the community’s
economic vitality.
$3,560,602
Funding Uses
$51,000
Research
$1,554,631
Business Service
Programs
Workshops &
Publications
$2,260,033
Tourism/Hospitality
$104,006
County of Sonoma
FY 2012-2013 Recommended Budget
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ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
FY 11-12 ACCOMPLISHMENTS
• Completed the creation and began implementation of the
Economic Development Strategy and Jobs Plan in
November 2011, including initiatives for business
retention and assistance, permit assistance, cluster
development, workforce investment strategy, broadband
expansion, branding and marketing, and internal County
department coordination.
• Strengthened the maintenance of local jobs, in
conjunction with the General Services Department,
through development and implementation of the Local
Preference Policy for Goods and Services, adopted by the
Board of Supervisors in 2011.
• Completed and submitted the County of Sonoma
Comprehensive Economic Development Strategy (CEDS)
to the U.S. Department of Commerce’s Economic
Development Administration.
• Transitioned the Sonoma Green Business Program to a
dedicated, staffed program which provides businesses
with more focused resources to help them reduce costs
and become more competitive and sustainable.
• Increased the effectiveness and economic impact of
programs such as Sonoma County Restaurant Week by
leveraging social media and other resources to broadly
expand marketing and data collection efforts.
FY 12-13 OBJECTIVES
• Support countywide tourism efforts by managing
contracts for services with the Sonoma County Tourism
Bureau and various Visitors’ Centers as well as providing
assistance in the coordination and delivery of visitor
services.
• Develop an expanded business retention and expansion
program with the intent of visiting 200 businesses
throughout unincorporated area of the county in the first
year as well as collaborating with other local partners.
• Build a Cluster Development Program; including
partnering with local educational institutions, the
Workforce Investment Board, and the Santa Rosa
Chamber of Commerce Building Economic Success
Together, (BEST) program to provide educational
programs and workforce development training specific to
the needs to the cluster groups.
• Launch a pilot project focused on providing services to
new and existing business customers related to navigating
the regulatory environment, and identifying needs and
trouble-shooting obstacles to business establishment and
growth.
• Following approval by the U.S. Economic Development
Agency, the Innovation Action Council will continue to
support funding requests made in conjunction with the
Sonoma County Comprehensive Economic Development
Strategy.
• The Innovation Action Council will continue its work
with task forces focused on branding, workforce and
regulatory assistance.
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Special Revenue Fund - Operating Budget
Expenditures 1,928,977 2,040,183 5.8
Revenues & Reimbursements
602,269 409,068 (32.1)
Net Cost
1,326,708 1,631,115 22.9
Special Revenue Fund - Tourism Services
Expenditures 1,659,713 1,929,487 16.3
Revenues & Reimbursements 0 0 0.0
Net Cost 1,659,713 1,929,487 16.3
Total Expenditures 3,588,690 3,969,670 10.6
Total Revenues & Reimbursement 602,269 409,068 (32.1)
Total Net Cost 2,986,421 3,560,602 19.2
County of Sonoma
FY 2012-2013 Recommended Budget
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ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 4.50 7.00 7.00 0.00 0.00
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Events 13 13 15
Attendees 2,400 2,400 2,500
Publications 21 21 23
Film Permits 35 35 35
OTHER MEASUREMENTS
FY 10-11 FY 11-12 FY 12-13
Indicators Actual Estimated Recommended
Website(s) Visitors 100,989 120,000 145,000
RECOMMENDED BUDGET
The recommended budget includes expenditures of $3,560,602, an increase of $380,980. The increases reflect actions taken by the
Board in January 2012 to expand existing business retention and regulatory assistance efforts within the department, including the
addition of 1.5 FTE Program Development Manager and 1.0 FTE Administrative Aide. The expenditures also include the increase in
funding provided to the Sonoma County Tourism Bureau under Tourism Services, reflecting increases in TOT collections and formula
adjustment to align with the funding policy of providing 2% of the 9% TOT tax to the Bureau. These increases are supported by
increased funding from the Advertising Fund as well as offset by the elimination of one time funding in FY 11-12 for economic
initiatives, including the development of the Jobs Plan. Total revenues and reimbursements decreased by $193,000, largely reflecting a
discontinuance of a one-time transfer of CalWorks funds to help the Workforce Investment Board leverage federal funding that was
available in FY 11-12. The federal funds are no longer available to the Workforce Investment Board; there is no longer the ability or
need to continue the transfer relationship.
Core Services Maintained
• The department continues to foster and expand upon collaborative relationships with businesses, educational institutions, community
based organizations and local government and provide support to business and community organizations through access to services
such as the small business startup and expansion assistance center, business retention efforts and analysis, industry and cluster
development services, and tourism industry support.
• In FY11-12, the Innovation Action Council (IAC) completed a cluster-based strategy and action plan for generating jobs in Sonoma
County and for advancing workforce development efforts locally. These efforts and action plan are being implemented through the
department, to develop industry and aid in workforce development strategies.
• In FY 11-12, a Comprehensive Economic Development Strategy (CEDS) was developed and submitted to the federal Economic
Development Administration for approval and to be used in the pursuit of grant funds for County infrastructure and other projects
which would create economic development and access to jobs. In FY 12-13, the department will continue to work collaboratively with
local partner organizations and pursue the grant process.
• The department will continue to enhance County marketing efforts through tourism and industry services and studies, enhance
regulatory assistance, and enhance workforce development and strategy.
County of Sonoma
FY 2012-2013 Recommended Budget
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ECONOMIC DEVELOPMENT DEPARTMENT
Ben Stone, Director
Strategic Plan Focus
The department’s programs primarily support the County Strategic Plan in the Economic and Environmental Stewardship area.
Some of the key examples include:
• Jobs Plan implementation: Focus on business retention thru a coordinated effort with other community partners to encourage growth
within the county’s business economy.
• Innovation Action Council Task Force groups, such as branding, permit streamlining and workforce development. Approximately
$100,000 has been allocated for funding support with equal amounts coming from the County of Sonoma and a grant from the
Morgan Family Foundation.
• The EDD will continue working with a variety of groups in the implementation of efforts derived from the cluster studies and
business listening sessions to support growth in diverse areas and economy.
• EDD will continue to work with the Sonoma County Tourism Bureau and local visitor centers in order to develop new visitor
attraction programs and opportunities that will result in more local revenue, sustainable industry, and employment opportunities.
$2,260,050 in funding is provided to support these activities.
Investment in the Future:
• The EDD also supports Investment in the Future through developing enhancements that provide businesses with more focused
resources to help them reduce costs and become more competitive and sustainable through programs such as the Sonoma Green
Business Program, and coordination with the Sonoma County Energy Independence Program.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
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REGIONAL PARKS
Caryl Hart, Director
MISSION STATEMENT
The Sonoma County Regional Parks Department leads in the preservation,
conservation, restoration, and promotion of natural, scenic, historical, and
cultural resources in Sonoma County. We provide recreational, educational,
social, and cultural opportunities for the public.
DEPARTMENTAL DESCRIPTION
The Regional Parks Department includes four distinct divisions, two
enterprise funds, and County Service Area #41 in the Sonoma Valley that
includes three parks and is supported by property taxes.
Budget at a Glance:
Total Expenditures $18,724,995
Total Revenues $14,412,077
Total Net Cost $4,312,918
Total Staff 77.50
% Funded by Local Discretionary Funds 25%
Park Operations and Maintenance Division operates and maintains the county’s regional parks system, including three regional
recreation areas, fourteen open space parks and preserves, six paved and seven coastal access trails, seven community/neighborhood
parks, eight Russian River access parks, and six campgrounds. This division also maintains landscaping for the county parks, Veterans
buildings, other county properties, and Open Space District properties.
Recreation, Health and Education Programs Division creates, markets, and operates park programs that promote tourism, economic
development, preventative health, and
environmental sustainability.
Funding Sources
$2,464,667
$3,525,916
$1,102,500
Funding Uses
$750,880
$2,087,086
$279,929
$1,954,279
$2,174,519
$362,849 $937,537
$4,749,643
$2,353,606
$11,478,302
$3,228,277
Park Mitigation Fees
Rents/Concessions
Charges for Service
Fees (Caping, etc.)
Internal Reimbursements
Gasoline Sales, etc.
Transient Occupancy &
Other Taxes
General Fund
Park Operations &
Maintenance
Park Development
Veterans Buildings
Business Strategy &
Development
Recreational Health &
Education
Marinas
Responsibilities include program design,
web and social media presence, creation of
exhibits and displays, branding, advertising
and customer tracking. The division
develops and implements plans for
sponsorships and promotions, working
closely with associated marketing efforts.
The division serves as the primary liaison
between the department and the Regional
Parks Foundation, and is responsible for
enhancing and expanding the department’s
volunteer programs.
Park Planning and Development Division
coordinates planning for new parks, open
space, and trails and manages capital
projects as well as improvements and
renovation of existing parklands. The
division partners with other agencies and
organizations in planning acquisition and
improvements and to pursue funding
opportunities.
Administrative and Fiscal Services
Division manages all administrative
functions, including budget and fiscal
operations, human resources, grants, and
facilities.
The department operates Spud Point
Marina, the Sport Fishing Center, and
Mason’s Marina as enterprise funds.
County of Sonoma
FY 2012-2013 Recommended Budget
169
Development Services

REGIONAL PARKS
Caryl Hart, Director
FY 11-12 ACCOMPLISHMENTS
• Co-founded Parks Alliance with Sonoma Land Trust and
the Sonoma County Agricultural Preservation and Open
Space District to address the proposed closure of five
Sonoma County state parks.
• Launched holiday gift membership campaign with a new
iconic gift card and generated nearly $46,000.
• Began partnering with the County’s largest employers to
integrate the Park Membership as part of an employee
wellness benefit package; estimated to enhance revenues
by $50,000 and grow in the coming years.
• Initiated a Social Media program for the County allowing
the department to have an interactive presence with a
Facebook site, twitter postings and flicker photo
communications.
• Began process of transitioning Veterans Halls to
contracted service providers that will allow for continued
access by veterans and the community, while decreasing
dependence on County resources needed to operate them.
• Launched West County Gateway Project with National
Parks Service’s Rivers, Trails, and Conservation
Assistance planning grant.
• Restored historic Watson School for interpretive
programs and limited public use.
• Opened dry storage lot at Spud Point Marina for boats
with trailers and commercial fishing equipment storage.
• Held a number of exciting large scale events to promote
Parks, including the Healdsburg Water Carnival, the
Tolay Fall Festival, and the “Water Bark” at Spring Lake.
• Implemented the Park-n-Eat program to provide park
visitors with meal options in the parks and generate new
revenues to support operations and youth environmental
education programs at Spring Lake Park.
• Completed Cloverdale River Park Boat Ramp and FEMA
work.
FY 12-13 OBJECTIVES
• Develop funding sources to create long-term, sustainable
park system, allowing completion of several key
initiatives that enhance and add to the value of Sonoma
County’s Regional Park system:
o Launch the Outdoor Recreation Economic Stimulus
Initiative to integrate state and regional parks, trails
and available Open Space District lands into a
cohesive network to expand ecotourism and
recreational opportunities in Sonoma County.
o Execute initiatives to provide value-added
programs and special events in County parks, and
increase overall membership by 10%.
o Intensify web-based communication, marketing,
and e-commerce strategies.
o Work with the Open Space District to acquire Mark
West Creek properties for a future Regional Park.
o Develop North Slope Sonoma Mountain trails and
park center in partnership with Sonoma County
Agricultural Preservation and Open Space District.
o Develop long-term sustainability plan for marinas.
• Support the opening of a Marine Travel Lift to commence
haul-out operations at Spud Point.
• Complete the Tolay Lake Regional Park Master Plan.
• Complete Taylor Mountain Master Plan with the Sonoma
County Agricultural Preservation and Open Space District
and open the park to the public.
• Continue work on Central Sonoma Trail linking Flowery
Elementary School to Larsen Park and providing an
alternate route to Highway 12.
• Install electronic pay stations in at least 12 parks making
it easier to pay parking fees with credit cards.
County of Sonoma
FY 2012-2013 Recommended Budget
170
Development Services

REGIONAL PARKS
Caryl Hart, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Regional Parks - General Fund
Expenditures 15,458,755 15,056,922 (2.6)
Revenues & Reimbursements 11,872,838 11,531,004 (2.9)
Net Cost 3,585,917
3,525,918 (1.7)
Regional Parks - Equipment Replacement Other - General Fund
Expenditures 0 0 0.0
Revenues & Reimbursements 1,032
0 (100.0)
Net Cost (1,032)
0 (100.0)
Regional Parks - Special Fund Revenue
Expenditures 1,270,942 1,065,342 (16.2)
Revenues & Reimbursements 705,675
463,867 (34.3)
Net Cost 565,267
601,475 6.4
Parks CSA - Special Fund
Expenditures 181,902 235,083 55.5
Revenues & Reimbursements 151,198 197,400 30.6
Net Cost 30,704 37,683 22.7
Spud Point Marina - Enterprise Fund
Expenditures 2,484,185 2,325,560 (6.4)
Revenues & Reimbursements 2,494,672
2,191,756 (12.1)
Net Cost (10,487)
133,804 (1,375.9)
Sport Fishing Center - Enterprise Fund
Expenditures 58,350 42,088 (27.9)
Revenues & Reimbursements 26,545 28,050 5.7
Net Cost 31,805 14,038 (55.9)
Sub-Total Enterprise Funds
Expenditures 2,542,535 2,367,648 (6.9)
Revenues & Reimbursements 2,521,217
2,219,806 (12.0)
Net Cost 21,318
147,842 593.5
Total Expenditures 19,454,134 18,724,995 (3.7)
Total Revenues & Reimbursements 15,251,960 14,412,077 (5.5)
Total Net Cost 4,202,174 4,312,918 2.6
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 81.55 82.71 77.50 (5.21) (6.3)
County of Sonoma
FY 2012-2013 Recommended Budget
171
Development Services

REGIONAL PARKS
Caryl Hart, Director
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Regional Parks
Park Visitors 3,831,909 5,150,100 5,603,743
Veterans/Community Center Use
Events 4,397 3,655 4,410
Attendance 319,317 280,885 20,850
Acreage
Developed 732 751 777
Undeveloped 49,047 49,111 57,203
Total 49,779 49,862 57,980
CSA #41 - Parks
Visitors Day Use 232,159 233,500 239,400
Acreage
Developed Acres 19.2 19.2 19.2
Undeveloped Acres 1.4 1.4 1.4
Total 20.6 20.6 20.6
Marinas
Permanent/Transient Vessel Berthing Days 119,056 129,816 138,494
General Public/Berther User Days 69,153 71,101 68,493
Note: Park Attendance & Acreage Workload Indicators assume Regional Parks will manage and
operate Annadel State Park for FY 12-13.
RECOMMENDED BUDGET
The recommended budget includes expenditure of $18.5 million, a decrease of $925,000 from the adopted FY 11-12 budget. This
change is the net result of reduced operational expenses for the Veterans Buildings ($950,000) while increasing expenditures by $25,000
for communications expenses ($12,000), sanitation costs ($8,000), and the cost to maintain park equipment ($5,000).
Total revenues of $14.4 million decreased by $880,000, reflecting $709,000 in reduced rental income from the Veterans Buildings and
$464,000 in reduced revenue from: Spud Point Marina ($303,000), other rents and parking ($63,000), federal disaster relief funding
($74,000), and operating transfers ($24,000). This is off-set with $290,000 in revenue increases, primarily from higher camping revenue
($71,000), donations ($50,000), and reimbursement for services including overhead costs for managing Annadel State Park ($167,000).
Recommended position changes include adding a 1.0 Administrative Aide/Volunteer Coordinator to increase the use of volunteers to
address maintenance and program needs, adding a 0.5 Marketing Specialist to support stronger outreach efforts (offset by reducing a
Senior Office Assistant position by 0.5), and funding a 1.0 Park Planning Manager (vacant and unfunded in FY 11-12) to provide
management support for planning functions. Other changes to reduce expenses include converting a 1.0 Account Clerk III position to an
Account Clerk II, eliminating a vacant Parks and Grounds Maintenance Worker II, reducing administrative Extra Help, and holding the
Business Strategy and Development Manager and a Park Planner II vacant. The department will also eliminate a total of 5.5 positions
from the Veterans Halls as operations of these facilities are transitioned to private, third-party operators.
The recommended budget adds at mid-year a 1.0 Senior Office Assistant to support the implementation of parking pay stations, while
further reducing administrative extra help at that time. The Department also recommends replacing a 1.0 Administrative Services Officer
County of Sonoma
FY 2012-2013 Recommended Budget
172
Development Services

REGIONAL PARKS
Caryl Hart, Director
I and Account Clerk II at Spud Point Marina with a full-time Department Analyst to handle the marinas’ administrative and fiscal
functions, and increasing the Administrative Services Officer I in the Business Strategy and Development unit from a 0.75 allocation to a
1.0 allocation. The recommended budget also includes funding for a second Volunteer Coordinator to expand its volunteer services and
accomplish additional resource management, visitor services and educational opportunities for interested groups and individuals.
Included in the Recommended budget is the opening Taylor Mountain as a Regional Park, with partial funding provided by the Open
Space District, pending availability of $60,000 in TOT funds, historically used to cover the costs of opening new parks, or additional
District funding.
Core Services Maintained
• Keeping all regional parks open to the public and maintaining a satisfactory level of maintenance. The parks will remain safe and in
good condition, with a top priority of responding to the public’s needs and providing valuable visitor services and activities.
• Continuing planning for new parks and for improvements in existing parks, and pursuing promising grant opportunities.
• Providing meeting space for the county’s Veterans organizations and to the public and non-profit groups, primarily through
contractors.
• Maintaining county grounds and other maintenance service contracts at a basic level.
• Operating Spud Point Marina and the Sport Fishing Center in Bodega Bay, including the refurbishment of the Marine TraveLift to
provide haul-out services for boaters that will generate additional revenue, continued funding to address the extensive backlog of
deferred maintenance (significant progress was made in repairs and maintenance in FY 11/12), and funding a major breakwater repair
at the Sport Fishing Center to ensure the Center’s long-term viability.
Services Eliminated or Reduced
The Department does not anticipate eliminating or reducing any services.
Cost Savings/Redesign
• The Department anticipates that $160,000 in savings from the Veterans Buildings will occur in FY 12-13, primarily through a new
business model. Projected savings in future years are estimated at $300,000 as one-time transition costs will not be required.
Following Board direction, the Department plans to contract operations of most of the Veterans Buildings (including the Santa Rosa,
Petaluma, Cotati, Sebastopol, and Guerneville Buildings) to other organizations, while maintaining operations at the Sonoma
Building.
• The Department also anticipates transitioning the County’s full management responsibility for the Veterans Buildings to General
Services. Currently, Regional Parks handles reservations and services for the Veterans and renters, while General Services handles
most maintenance and repairs.
Strategic Plan Focus
Safe, Healthy and Caring Communities
• The budget supports this Focus Area by maintaining low-cost access to parks. Evidence demonstrates that those who live closer to
parks exercise more and have better health.
Economic and Environmental Stewardship
• A major priority for Regional Parks in FY 12-13 is establishing a collaborative Outdoor Recreation Economic Stimulus Initiative that
will integrate state and regional parks, trails and fee Open Space District lands into a cohesive network to expand ecotourism and
recreational opportunities in Sonoma County.
• According to the most recent surveys by the Sonoma County Tourism Bureau, outdoor adventure/recreation is the number one interest
of people traveling to Sonoma County, and a major passion of County residents. From Bodega Bay to the Russian River, north to
Cloverdale and east to Sonoma, each area contains limitless possibilities for ecotourism as a pillar of Sonoma County’s new
sustainable economy. The Initiative will include other County departments, non-profit organizations, and the Tourism Bureau. It will
build on the efforts of groups such as the Sonoma County Parks Alliance to keep all state parks in the county open. It will identify
ways to provide increased access to lands that the public has already paid for.
• In addition to promoting the Strategic Plan goal of Agricultural and Environmental Stewardship, the initiative will also support
tourism as one strategy for Economic Development and Jobs. The initiative will strengthen the connection between the county’s
scenic beauty, parks, and other recreational opportunities to make Sonoma County a prime destination for eco-tourism while also
serving local residents.
County of Sonoma
FY 2012-2013 Recommended Budget
173
Development Services

REGIONAL PARKS
Caryl Hart, Director
Invest in the Future
• The County regained management responsibility for Mason’s Marina in March, 2012. This creates an opportunity to take a fresh view
of the County’s three marinas in Bodega Bay, which have struggled financially for years. Together with General Services, Regional
Parks will develop a long-term plan for all of the marinas. In addition, Regional Parks looks forward to opening Taylor Mountain
Regional Park to the public in 2012 to serve current and future Sonoma County residents and visitors.
Civic Services and Engagement
• The department will continue to expand public support through the Park Membership program and closer working relationships with
other County agencies, cities and the non-profit community, particularly through fundraising and increased volunteerism.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
174
Development Services

11
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SONOMA COUNTY REGIONAL PARK FACILITIES
Sonoma County Regional Parks
1. Alder Park 30. Sea Ranch Access Trail Black Point
2. Arnold Field 31. Sea Rach Access Trail Pebble Beach
3. Bird Walk Coastal Access 32. Sea Ranch Access Trail Shell Beach
4. Cloverdale River Park 33. Sea Ranch Access Trail Stengel Beach
5. Colgan Creek Trail 34. Sea Ranch Access Trail Walk On Beach
6. Crane Creek Regional Park 35. Shaw Park
7. Doran Beach Regional Park 36. Shiloh Ranch Regional Park
8. Ernie Smith Community Park 37. Soda Springs Reserve
9. Foothill Regional Park 38. Sonoma Valley Regional Park
10. Forestville River Access/Mom's Beach 39. Spring Lake Regional Park
11. Gualala Point Regional Park 40. Spud Point Marina / Mason's Marina
12. Guerneville River Park 41. Steelhead Beach Regional Park
13. Healdsburg Veteran's Memorial Beach 42. Stillwater Cove Regional Park
14. Helen Putnam Regional Park 43. Sunset Beach River Access
15. Hood Mountain Regional Park 44. Tolay Lake Regional Park
16. Hudeman Slough Boat Launch 45. Tom Schopflin Fields
17. Hunter Creek Trail 46. Watson School
18. Kenwood Plaza Park 47. West County/Joe Rodota Trail
19. Laguna De Santa Rosa Trail 48. Westside Regional Park
20. Larson Park 49. Wohler Bridge Fishing Access
21. Maddux Ranch Park 50. Annadel (State Owned)
22. Maxwell Farms Regional Park 51. Tayor Mountain (SCAPOSD Owned)
23. Moran Goodman Park 52. North Sonoma Mountain
24. Occidental Community Center (SCAPOSD/County Owned)
25. Pinnacle Gulch/Short Tail Gulch Trails
26. Porto Bodega Sport Fishing Center
27. Ragle Ranch Regional Park
28. Riverfront Regional Park
29. County Santa Rosa of Sonoma Creek Trail
175
FY 2012-2013 Recommended Budget
Sonoma County
Veterans Memorial Halls
A - Cloverdale
B - Cotati
C - Guerneville
D - Petaluma
!(
Sonoma
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:
City Limits
County Park
Veterans Hall
Data Source: Sonoma County ISD
E - Santa Rosa
F - Sebastopol
G - Sonoma
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0 3 6 12
Miles
Development Services
March 2012

County of Sonoma
FY 2012-2013 Recommended Budget
176
Development Services

OTHER COUNTY SERVICES
Other County Services contains the following departmenetal budgets:
Sonoma County Agricultural Preservation & Open Space District
Agricultural Commissioner
U.C. Cooperative Extension
Library
Fairgrounds
Advertising
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
177
Other County Services

County of Sonoma
FY 2012-2013 Recommended Budget
178
Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT
William J. Keene, General Manager
MISSION STATEMENT
The mission of the Sonoma County Agricultural Preservation and Open Space
District (District) is to permanently preserve the diverse landscapes of Sonoma
County for future generations, including working farms and ranches,
greenbelts and community separators between and around urban areas, natural
areas and wildlife habitat, and land for public access and passive recreation.
Budget at a Glance:
Total Expenditures $31,346,956
Total Revenues $24,311,888
Total Net Cost $7,035,068
DEPARTMENTAL DESCRIPTION
Total Staff 24.75
The District partners with willing landowners, public agencies, and non-profit
% Funded by Local Discretionary Funds 0%*
organizations to permanently protect land from development, through
*The District is funded by a voter approved sales tax measure.
agreements with landowners (conservation easements) and outright purchase
of land. District acquisitions are guided by a long-range acquisition plan,
“Connecting Communities and the Land,” which reflects community desires and values and directs preservation to the highest priority
farmlands, greenbelts, natural areas, and recreational lands. In addition, the District implements the Agricultural Resources and Open
Space and Resource Conservation Elements of
the Sonoma County General Plan.
Funding Sources
In November 1990, Sonoma County voters
Sales Tax
approved Measures A and C to create a unique
land protection agency, the Agricultural
Preservation and Open Space District (District)
$14,410,999
Rent
and funded it with a quarter-cent sales tax to
2011. In November 2006, voters overwhelmingly
$16,128,000
approved Measure F to take effect in 2011,
Interest Earnings extending the quarter-cent sales tax through
2031. Since its inception, the District has
Fund Balance
protected over 87,000 acres. It has received a
national award from the National Association of
Counties and the Trust for Public Land, ranking
$641,769 $166,188
it as one of the top open space and farm land
conservation programs in the nation.
Funding Uses
$406,500
$494,033
$7,506,600
$8,603,475
$14,336,348
Land Acquisition/
Conservation Planning
Stewardship/
Land Management
Public Information/
Education
Moore Grant-
Conservation Benefits
Debt Service
Primary financing for the District comes from the
voter-approved sales tax. The District’s sales tax
funds currently generate approximately $16
million annually. Through March 2011, the Open
Space Authority levied the sales tax and ensured
that the District’s open space purchases were
consistent with the voter-approved expenditure
plan. On April 1, 2011, the Authority reorganized
as the Sonoma County Open Space Fiscal
Oversight Commission to provide fiscal
oversight of the District’s operations. The
Sonoma County Board of Supervisors now levies
the sales tax and entered into a contract with the
District for funding the administration of
Measure F.
The District’s budget currently consists of six
distinct funds. The first provides for the
operations of the District to carry out the
acquisition and preservation of agricultural and open space lands. The second fund provides for the activities of the Open Space Fiscal
Oversight Commission. The third is for land management needs beyond Measure F. The fourth is for operations and maintenance needs
of District owned properties during Measure F and after Measure F, if required. The fifth is for a conservation benefit program funded by
the Moore Foundation. Lastly, the District’s sixth fund is an educational reserve for Cooley Ranch.
County of Sonoma
FY 2012-2013 Recommended Budget
179
Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT
William J. Keene, General Manager
FY 11-12 ACCOMPLISHMENTS
• Protected 3,008 acres of land at a cost of approximately
$8.7 million bringing the District’s total acres protected to
more than 87,100 acres. The protection of these lands
ensures critical access to future parkland, the scenic
qualities of a backdrop of the City of Healdsburg, the
maintenance of an important wildlife corridor, and the ongoing
management of a sustainable working forest that is
home to endangered Coho salmon.
• Enhanced the effectiveness of the bi-annual Matching
Grant Program through the revision of the program’s
guidelines, selection criteria, and administration. Hosted
two well-attended program workshops and prepared to
fund $2.0 million in grants for this competitive program,
which preserves, protects, and enhances urban open
spaces.
• Stewarded over 85,000 acres of District-protected land.
For easement properties, this included monitoring,
permitted use requests, and follow up on easement
violations. For fee properties, invasive species removal,
reduction of fire fuel load, infrastructure maintenance,
and minor improvements were completed. Almost all fee
properties are currently leased for grazing or some other
agricultural use.
• In collaboration with partnering organizations and
agencies, continued to provide opportunities for the public
to enjoy with District-protected land, through the Taylor
Mountain Permit program, District Outings program, and
the Agricultural and Environmental Education program.
• Leveraged District funds and staff resources to attract
outside funding towards the Laguna de Santa Rosa Trail,
Healdsburg Ridge Trail, East Slope Sonoma Mountain
Ridge Trail, Calabazas Creek Preserve Trail, and North
Slope Sonoma Mountain Ridge Trail projects.
• In collaboration with stakeholders, partners, elected
officials, and the community, presented a three-year Work
Plan to the District’s Board of Directors outlining
opportunities and challenges in land and natural resource
conservation. The Work Plan will guide the District’s
priorities through FY 14-15.
• Embarked on the development of a county-wide
vegetation and habitat map which will increase the quality
of data used by the District and its County partners for a
variety of planning and environmental compliance
activities. The updated vegetation and habitat map will be
used for planning and prioritizing land acquisition as well
as providing baseline information valuable for land
management.
• Working in partnership with resource conservation
districts, non-government organizations, and community
volunteers, enhanced over a thousand feet of critical
riparian habitat along Mark West Creek for Coho salmon.
FY 11-12 ACCOMPLISHMENTS (CONTINUED)
• In collaboration with local and regional partners, received
a $750,000 grant from the Moore Foundation to document
the economic value of conserving natural ecosystems,
park lands, and agricultural lands.
• Participated in a $500,000 grant program to map the
county’s carbon sequestration potential in forest and
working landscapes, and to develop tools for greenhouse
gas emissions accounting in natural and agricultural
landscapes.
• In collaboration with County partners, participated in
projects and programs addressing agricultural
sustainability and local food production such as the Food
Systems Alliance, the Sonoma County Food Forum, the
Agricultural Technical Advisory Committee, and the
County Lands Project.
FY 12-13 OBJECTIVES
• Develop a fee lands strategy to refine land management
planning and implementation efforts, evaluate property
disposition options, and identify areas where volunteers,
partnering organizations, and outside funding could be
utilized to further District resources.
• Begin implementation of conservation valuation initiative
in partnership with County agencies and other
collaborators.
• Begin implementation of county wide carbon
sequestration analysis of forests and open space lands.
• Develop a District climate mitigation and adaptation
strategy.
• Transfer identified fee lands to park agencies or other
land management partners that have the capacity and
mission to protect the conservation values intended by the
District; the District will retain conservation easements
over the transferred properties.
• Using strategic conservation planning, prioritize and
pursue land and easement acquisitions based on important
resource values, partnerships, and available funding.
County of Sonoma
FY 2012-2013 Recommended Budget
180
Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT
William J. Keene, General Manager
FINANCIAL SUMMARY
Total Revenue
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
SCAPOSD
Beginning Cash Balance 60,893,521 42,027,828 (31.0)
Expenditures
SCAPOSD
Operating 7,132,373 7,612,064 6.7
Capital Improvements 3,141,770 3,456,670 10.0
Land & CE Purchases 17,200,000 11,513,000 (33.1)
Stewardship Reserve 500,000 600,000 20.0
Funding of Fiscal Oversight Commission 57,000 52,122 (8.6)
Cooley Education Program 20,000 0 (100.0)
Moore Grant-Conservation Benefits 0 406,500 0.0
SCAPOSD O&M Reserve 0 200,000 0.0
Debt Service 7,535,180 7,506,600 (0.4)
Total Expenditures 35,586,323 31,346,956 (11.9)
Revenues and Reimbursements
Sales Tax Earned 16,000,000 16,128,000 0.8
Contribution - Measure C 11,867,484 7,375,931 (37.8)
Rental Income 167,268 166,188 (0.6)
Interest Earned 553,362 641,769 16.0
Total Revenues and Reimbursements 28,588,114 24,311,888 (15.0)
Net Cost/Use of Fund Balance 6,998,209 7,035,068 0.5
Ending Cash Balance 32,305,407 17,715,940 (45.2)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Current Recommended Change Change
Permanent Positions 26.52 24.92 24.75 (0.17) (0.68)
RECOMMENDED BUDGET
The recommended budget reflects overall expenditures of $31.3 million, a $4.3 million decrease from FY 11-12. Recommended
expenditures are supported by $24 million in revenues and $7 million in use of fund balance.
Core Services Maintained
• Continue stewardship of the more than 78,000 acres of land protected by District-held easements.
• Continue resource management, habitat, and public access projects at selected District-owned properties, including Taylor Mountain,
Montini Preserve, Healdsburg Ridge, and North Slope Sonoma Mountain.
• Support urban space open space conservation through the District’s competitive Matching Grant Program.
County of Sonoma
FY 2012-2013 Recommended Budget
181
Other County Services

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT
William J. Keene, General Manager
Services Eliminated or Reduced
The District will not eliminate nor reduce any core services.
Strategic Plan Focus
• Safe, Healthy & Caring Communities: Support of Health Action’s 2020 Vision and corresponding Priorities for Action through
agricultural initiatives, public access projects, Matching Grant Program, and outings and education programs; provide educational and
recreational opportunities for Sonoma County youth and families.
• Economic & Environmental Stewardship: Conservation efforts such as agricultural land preservation support the economic viability
of the county; land protection and stewardship activities benefit the natural environment (e.g. source watershed protection, climate
change initiatives, restoration).
• Invest in the Future: The mission of the District is to preserve open space and agricultural land for future generations of Sonoma
County residents.
• Civic Service & Engagement: The District will continue to leverage its resources to attract outside funding. Periodic public workshops
are held to update the Board and the residents of Sonoma County on the activities of the District, and to engage the public in future
acquisition and stewardship planning. The Authority has reorganized as the Sonoma County Open Space Fiscal Oversight
Commission to provide independent fiscal oversight of the District’s operations.
LONG TERM FINANCIAL PLAN
SCAPOSD Fund
FY 11/12 - 15/16
FY 16/17 - 20/21
FY 21/22 - 25/26
FY 26/27 - 30/31
Beginning Cash Balance
60,401,056
31,834,778
15,842,200
4,820,914
Revenues
Sales Tax & Interest Earned
84,940,076
90,624,142
96,092,623
81,495,330
Expenditures
Operating 33,205,285 33,785,920 34,376,708 26,349,174
Stewardship 9,406,670 6,300,000 7,200,000 6,800,000
Land Purchases 33,363,000 29,000,000 28,000,000 23,100,000
Debt Service 37,531,400 37,530,800 37,537,200 30,027,050
Total Expenditures
113,506,355 106,616,720 107,113,908 86,276,224
Ending Cash Balance
31,834,777
15,842,200
4,820,915
40,020
Stewardship Reserve Fund
12,669,875
17,780,248
24,622,394
32,552,951
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
182
Other County Services

LAND INTERESTS OF THE
Sonoma County Agricultural Preservation and Open Space District
MENDOCINO
LAKE
Preston
(
SULPHUR CREEK
BIG SULPHUR CREEK
CLOVERDALE
LITT L E SULPHUR CREEK
Asti
(
SOUTH FORK GUALALA RIVER
Sea Ranch
(
Annapolis
(
WHEATFIELD FORK GUALALA RIVER
Geyserville
(
Las Lomas
(
DRY C RE EK
Stewarts Point
Lytton
( (
HEALDSBURG
Jimtown
(
Kellogg
(
NAPA
AUST IN CREEK EAST
AUSTIN CREE K
PACI FIC
Walsh Landing
(
Fort Ross
(
Cazadero
(
El Bonita
( Korbel Hacienda
Guerneville(
(
(
( Rio Dell
Guernewood Park( Hollydale
( (
(
Fulton
(
Mark West Springs
(
Forestville
(
Sheridan
(
( (
Jenner
Monte Rio
(
(
Duncans Mills
Sousa Corner
(
Graton SANTA ROSA
Oakmont
(
(
Camp Meeker
(
Occidental
Kenwood
(
(
SEBASTOPOL
Carmet
Freestone
(
(
Cunningham
Glen Ellen
Cadwell
(
Salmon Creek
(
( Bodega
( Hessel
( (
Bodega Bay
Knowles Corner ROHNERT PARK
(
RUSSIAN RIVER
SALMON CREEK
ESTERO A MER ICANO
(
Valley Ford
WINDSOR
MARK WEST CREEK
COTATI
SANTA ROSA CR E EK
(
Bloomfield
Penngrove
(
Two Rock
(
PE TALUMA RIVER
MANTANZAS CREEK
SONOMA CREEK
(
Agua Caliente (
El Verano
(
SONOMA
( Vineburg
OCEAN
PETALUMA
SAN ANTO NIO CREEK
Lakeville
(
Schellville
(
Big Bend
(
Sears Point
(
MARIN
Legend
0 5 ´
Miles
Map Date: 3/11/10
S:/GISProjects/Miscellaneous/Countywide/PDFs/countywide_for_CAO.pdf
District Holdings
Acquisition Plan Designation
Other Lands
Public or Protected Land
Agriculture
Greenbelts
Incorporated City
Natural Resources
Recreation
County of Sonoma
FY 2012-2013 Recommended Budget
183
Sources: Sonoma County GIS Group,
USGS, Sonoma Land Trust, SCAPOSD
Other County Services

County of Sonoma
FY 2012-2013 Recommended Budget
184
Other County Services

AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
MISSION STATEMENT
To promote and protect agriculture, health and safety of our community,
environment, and economy through education and the enforcement of laws
and regulations.
Budget at a Glance:
Total Expenditures $4,733,138
Total Revenues $3,466,434
DEPARTMENTAL DESCRIPTION
Total Net Cost $1,266,704
The Agricultural Commissioner’s Office is mandated to promote and protect Total Staff 30.23
agriculture, the environment, and public welfare and safety through
enforcement of local, state, and federal laws and regulations. The department
% Funded by Local Discretionary Funds 26.45%
is organized into three distinct divisions: Agriculture, Weights and Measures,
and Fish and Wildlife Commission. The Agricultural Commissioner’s Office also participates on the County Planning Review Advisory
and Environmental Review Committees.
The basic functions of the Agricultural Division are regulatory. The division is charged with environmental protection and protecting
agriculture worker health and safety through pesticide regulation and agriculture hazardous materials programs. Natural resources are
also protected through local ordinance programs, including erosion protection during vineyard/orchard site development, and water
utilization for frost protection within the Russian River Watershed. Through the pest exclusion, detection, and eradication programs our
natural resources and agricultural commodities are protected while allowing commerce to occur. Consumers are protected through
inspection of agricultural products at nurseries, certified farm markets, and farms. The Agricultural Division also compiles a crop report
which includes an annual accounting of the gross agricultural production value in the county.
Funding Sources
$1,252,105
$60,550
$840,105
Funding Uses
$2,580,379
State/Federal Funds
Licenses/Fines/
Charges for Services
Special Funds
General Fund
The Weights and Measures Division enforces
local, state, and federal standards for a wide
range of commercial devices. Weighing,
measuring and timing devices are inspected
for conformance to acceptable business
applications and are tested for accuracy.
Pricing accuracies are routinely inspected at
local businesses that operate automated point
of sale systems. In response to consumer
concerns regarding mislabeled quantities,
packaged commodities are verified against
their label statement. Fuels and other
petroleum products are tested for quality and
octane specifications. Sales of bulk
commodities are monitored for proper
documentation. The division also administers
the Weights and Measures Transaction
Verification Fund, which is used to support
the price verification program.
$824,728
$60,550
$3,847,861
Agricultural Programs
Weights & Measures
Programs
Special Fund Expenditures
The Fish and Wildlife Commission
(Commission) is an advisory body to the
Board of Supervisors and is responsible for
making recommendations and funding grants
relative to the conservation and enhancement
of fish and wildlife and their habitat in
Sonoma County. The Commission also
administers the Abalone Fund, which
primarily serves to fund grants to enhance
the abalone population on the North Coast.
The Agricultural Commissioner’s Office
provides staff support to the Commission.
County of Sonoma
FY 2012-2013 Recommended Budget
185
Other County Services

AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
FY 11-12 ACCOMPLISHMENTS
• Conducted successful activities to work to eradicate the
European Grapevine Moth, resulting in an 85%
reduction in moths detected in 2011 as compared to
2010. Acreage under quarantine was significantly
reduced in early 2012 and the majority of acreage in
Sonoma County will be considered for deregulation at
the end of 2012.
• Developed and brought to the Board for approval new
standards and best management practices for
vineyard/orchard site development involving tree
removal for the Grading, Drainage, and Vineyard and
Orchard Site Development Ordinance. This included
holding public meetings to receive input from other
resource agencies, the grower community,
environmental groups, and other stakeholders, and
contracting with an engineering firm to develop science
based standards and best management practices.
• Restructured staffing associated with the Grading and
Drainage Ordinance to reflect the newly adopted
standards, including implementing strategic succession
planning efforts with internal staff as well as leveraging
external resources to ensure successful program
administration.
• Continued working with the other resource protection
agencies, the grower community, and environmental
groups in response to the State Water Resources Control
Board’s Frost Protection Regulations and the County
Frost Protection Ordinance, included updating the
Vineyard and Orchard Frost Protection Ordinance. An
educational workshop targeted for growers on water
issues and regulations was hosted by the Agricultural
Commissioner’s Office in collaboration with the
Sotoyome and Southern Sonoma County Resource
Conservation Districts and the Sonoma County
Winegrape Commission, with over 350 attendees.
• Partnered with state agencies, counties and the District
Attorney to successfully settle five consumer complaint
cases that returned $3.42 million across the state.
• Strengthened the Quantity Control Inspection Program
by completing over 580 inspections. 21% of businesses
failed their initial price verification inspection. This
resulted in the issuance of approximately 160 violation
notices and the assessment of $21,000 in re-inspection
fees.
• Rebuilt and established new leadership at the
department in response to seven vacant supervisory and
management positions.
FY 12-13 OBJECTIVES
• Maintain or enhance the department’s most critical
programs that protect the health, safety, economy and
environment of Sonoma County by researching and
pursuing grant funding opportunities and by evaluating
opportunities to increase efficiencies.
• Deploy and service detection traps for the European
Grapevine Moth and conduct outreach to the wine grape
growing community on treatment protocols, which are
integral for removing Sonoma County from quarantine
status.
• Conduct inspections to ensure compliance with the
European Grapevine Moth quarantine requirements to
move fruit during harvest. These inspections will help to
prevent the reintroduction of European Grapevine Moth
into areas eligible for deregulation at the end of 2012.
• Continue pursuing strategies to increase efficiencies for
an effective pesticide use program with reductions in
field staff hours that are the result of budget reductions.
• Assist producers in complying with quarantine
requirements for the Light Brown Apple Moth.
• Implement newly adopted provisions related to tree
removal in the Grading, Drainage and Vineyard and
Orchard Site Development Ordinance.
• Sustain an effective quantity control inspection program
through statistical sampling procedures and closer
partnerships with Sonoma County’s Consumer District
Attorney and other counties and state agencies.
• Petition the Secretary of the California Department of
Food and Agriculture for approval of a variable
inspection plan that will allow Weights and Measures
resources to be strategically shifted toward areas of the
greatest risk for consumer harm.
• Continue to investigate and assist with consumer
complaints filed with the Weights and Measures
Division.
County of Sonoma
FY 2012-2013 Recommended Budget
186
Other County Services

AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Agricultural Commissioner - General Fund
Expenditures 5,130,535 4,672,588 (8.9)
Revenues & Reimbursements
3,878,431 3,420,484 (11.8)
Net Cost
1,252,104 1,252,104 0.0
Agricultural Commissioner - Special Fund
Expenditures 67,150 60,550 (9.8)
Revenues & Reimbursements 48,150 45,950 0.0
Net Cost 19,000 14,600 (23.2)
Total Expenditures 5,197,685 4,733,138 (8.9)
Total Revenues & Reimbursement
3,926,581 3,466,434 (11.7)
Total Net Cost
1,271,104 1,266,704 (0.3)
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 33.50 33.35 30.23 (3.12) (9.4)
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Agricultural Division
Pesticide Registrant Activites 4,538 4,538 4,538
Pesticide Compliance Inspections 51 46 45
GWSS Shipment & Trapping Activities Insp. 8,234 7,601 6,499
Pest Exclusion Inspections 13,482 12,133 10,785
Pest Detection Traps 92,786 90,930 86,010
Grading, Drainage, and Vineyard and Orchard Projects 89 93 94
Frost Registrants 471 475 125
Weights & Measures Division
Device Inspections 11,311 11,270 9,240
Quantity Control Inspections 241 100 100
Price Verification Inspections 24,782 24,238 19,300
County of Sonoma
FY 2012-2013 Recommended Budget
187
Other County Services

AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
RECOMMENDED BUDGET
The recommended budget includes total expenditure of $4.7 million, a decrease of $464,547 from the adopted FY 11-12 budget. The
change is the net result of a decrease in salary and benefit costs ($180,000) due to the elimination of two vacant field staff positions and
one vacant Senior Office Assistant, and the reduction of one management position to part-time. Savings from these reductions are offset
by general increases in benefit costs. Reductions were also made in non-salary expenditures ($217,000), including vehicle costs and
contractually provided services; the majority of these reductions were made in response to reductions in state and federal contract
revenues that had previously funded various services.
Total revenues decrease by $460,147, reflecting a decrease of nearly $318,000 in various state and federally funded contract revenues for
specific quarantine and pest detection work, as well as nearly $23,000 resulting from Frost Protection registrations converting from an
annual, to a one-time or change-based registration cycle. Additional decreases of approximately $13,000 are primarily associated with
fewer civil settlements anticipated in Weights and Measures cases, and a net decrease of approximately $29,000 in other miscellaneous
revenues. In addition, unclaimed gas tax revenues (based on prior year net costs) are decreasing by approximately $14,000. Net County
cost related to agricultural programs, requiring General Fund appropriations, totals $1,049,446 as compared to approximately $1,500,000
in FY 08-09, causing the decrease in unclaimed gas tax revenues.
Recommended position changes include eliminating two (2.0) field staff positions and one (1.0) Senior Office Assistant, reducing one
management position to part-time (from 0.75 to 0.68 FTE), and increasing an Office Assistant II from a 0.6 FTE to 0.8 FTE to help
offset the impact of eliminating the Senior Office Assistant.
Core Services Maintained
The Agricultural Commissioner’s Office developed the FY 12-13 budget with a focus on retaining services that allowed us to: 1)
maximize state/federal revenues that allow us to protect the county’s economy; 2) guard the integrity of programs geared toward
protecting the health and safety of Sonoma County residents; 3) protect the environment; and 4) protect consumers by ensuring equity in
the marketplace. As a result of diminishing resources, the department will strive to continue to retain basic services in the following
listed below. It is important to note that aside from European Grapevine Moth (EGVM)-related work we are no longer providing
services at historic levels in any of these core programs.
• Work related to combat EGVM will remain a priority until Sonoma County is no longer under quarantine.
• Priority will be given to pesticide use enforcement to the maximum extent possible with the limited resources of the department to
help ensure the protection of citizens and the environment.
• Work will continue at a reduced level in various pest detection and exclusion programs including searching for Glassy-winged
Sharpshooter, Sudden Oak Death, Medfly, and other damaging pests.
• Continue to implement the Grading, Drainage, and Vineyard and Orchard Site Development Ordinance (VESCO), including new
elements that address tree removal during site development.
• Continue to collect information regarding water systems used for frost protection purposes.
• Under the division of Weights and Measures, continue to have a presence in the market place to inspect devices and truth in labeling
activities to protect consumers purchasing products from any commercial retailer, but at reduced levels, including elimination of
routine package inspections at retail locations.
• Staff will conduct inspections of hazardous materials handlers to ensure safe storage and handling practices.
Services Eliminated or Reduced
The Agricultural Commissioner’s Office has balanced its FY 12-13 budget by implementing the following:
• Eliminating two (2.0) vacant Agricultural Biologists positions in the Agriculture Division. This is offset by transferring a Weights and
Measures inspector away from package, device and price verification inspections, to focus instead on contract programs in the
Agricultural division, and reducing field staff hours worked in general funded agricultural programs by approximately 48% as
compared to FY 08-09, when we implemented the first round of general fund reductions. The impacts of this shifted and reduced
workload are as follows:
o Time spent conducting pesticide use enforcement activities will be approximately 45% less than what it had been prior to
FY 08-09. Reduced time in this program equates to fewer and infrequent regulatory inspections, as well as decreased
opportunities for general field surveillance and education. While efforts will be strategically directed to the highest risk
areas, the department anticipates that over time, these reductions will lead to an increase in non-compliance by pesticide
County of Sonoma
FY 2012-2013 Recommended Budget
188
Other County Services

AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
o
o
applicators. Ultimately, this has the potential to threaten the environment, field worker safety, and residents. The
department will strive to increase time available in this program through the implementation of efficiencies.
Diverting one full-time Weights and Measures field staff toward programs in the agricultural division decreases Weights
and Measures field staff from 5.0 to 4.0 FTEs; a 20% reduction compared to FY 11-12 and a 33% reduction compared to
FY 10-11. As a result, Weights and Measures staff will have a decreased presence in the market place. Staff will strive to
continue to protect consumers to the maximum extent possible by ensuring that commercial weighing and measuring
devices are accurate, that consumers are charged the prices as they are posted at retail locations, and that consumer
complaints are responded to. However, with this level of reductions, fee and rate payers as well as consumers will no
longer receive the same level of services as they have come to expect from our department. For example, staff may not be
able to respond to all complaints, response times will be slower, inspection intervals will lengthen, and commodity package
inspections, which assure accurate quantity labeling in retail locations, will be conducted only on a complaint basis.
All other non-contract and partially funded programs in the Agricultural division have been eliminated or reduced to the
smallest number of hours possible. This generally means program work occurs only based on responding to complaints and
doing the minimum level of work necessary to meet fee payer or funding obligations. These programs include: certified
farmers’ market and organic registrations and inspections, pest detection, management and eradication, and other
certification programs that allow for shipment of agricultural products. All of these programs support the agricultural sector
of the County’s economy.
• The elimination of a recently vacated Senior Office Assistant equates to a 25% reduction in our administrative and fiscal support staff
since FY 10-11, and may lead to an increase in customer service response times both on the phone and at the counter and a possible
decrease in field staff productivity resulting from decreased availability of administrative support. The Department’s office hours will
continue to be limited to the 8am-11am and 1pm-4pm schedule that was implemented at the beginning of FY 11-12. In addition, the
Department will no longer provide administrative support to the Fish and Wildlife Commission. The Commission will consider
options for providing administrative support, including potentially funding their own extra help assistance, and act on this by the end
of FY 11-12. Any necessary budget amendments will be brought forth once approved by the Commission.
• The reduction of the ASO I to a part-time position means that special administrative and fiscal projects will take longer to execute.
This includes a potential delay in implementation of policies and procedures that will help promote departmental efficiencies or
generate revenues. The reduction in hours is anticipated to be offset by a more strategic and targeted use of ASO time to focus on the
most critical projects.
Strategic Plan Focus
The reductions in the FY 12-13 budget were developed with specific consideration of the County’s Strategic Plan. Specifically, the
following components of the Strategic Plan are reflected in the department’s FY 12-13 budget:
Safe, Healthy, & Caring Communities
• Implementing efficiencies in a manner that allows the greatest possible amount of staff time to be spent conducting pesticide use
enforcement and hazardous materials activities to protect the health and safety of residents. Total expenditures associated with
pesticide use enforcement will be approximately $407,000.
Economic & Environmental Stewardship
• The activities associated with preventing the spread and deregulation of EGVM and preventing the introduction of the Glassy-winged
Sharpshooter (GWSS) are critically important to protecting the County’s $8 billion winegrape crop and related industries. The EGVM
program is nearly fully funded by federal and state funds, with a total program cost of approximately $1.2 million in FY 12-13. The
GWSS program is fully funded by state funds, with total program costs of approximately $264,000 in FY 12-13.
• Investment of staff time in the Grading, Drainage, and Vineyard and Orchard Sited Development Ordinance, and the Frost Protection
Ordinance ensure that the activities associated with agricultural industry are conducted in a manner that protects both the environment
and our local economy. These programs are anticipated to have a total cost of approximately $198,000, and generate approximately
$111,000 in fee revenue.
• A continued presence by Weights and Measures inspectors in the marketplace protects consumers and ensures fair business
competition. The FY 12-13 budget includes approximately $709,000 in expenditures.
• Continued funding for two wildlife specialists protects the diversity of our agricultural commodities and the local food movement by
assisting livestock and poultry producers. The FY 12-13 budget includes approximately $100,000 for wildlife specialist services.
County of Sonoma
FY 2012-2013 Recommended Budget
189
Other County Services

DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
AGRICULTURAL COMMISSIONER
Tony Linegar, Agricultural Commissioner/Sealer
County of Sonoma
FY 2012-2013 Recommended Budget
190
Other County Services

MISSION STATEMENT
Our mission is to sustain a vital agriculture environment and community in
Sonoma County by providing University of California research-based
information in agriculture, natural resource management, and nutrition and
youth development.
DEPARTMENTAL DESCRIPTION
U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
Budget at a Glance:
Total Expenditures $737,541
Total Revenues $101,635
Total Net Cost $635,906
Total Staff 4.65
The University of California Cooperative Extension (UCCE) provides
science-based research and educational programming to assist people in
% Funded by Local Discretionary Funds 86.22%
Sonoma County to solve problems and create opportunities in agriculture,
natural resources, and youth development. Examples of high priority topics addressed by University academic staff include restoration of
degraded salmon habitat, monitoring recovery of endangered Coho salmon, watershed management, identification and prevention of
pests that effect wine grapes, supporting Master Gardeners, and maintaining high standards and expanding the Sonoma County 4-H
program. Through an agreement between the County of Sonoma and the University of California, these academic and staff appointments
are supported by a University budget that exceeds $1 million dollars in FY 12-13 while the County provides clerical and field assistant
support staff, office space, and operational support.
The Sonoma County Department of UCCE brings the research and educational strengths of the entire University of California (U.C.)
system to address needs of the local
agricultural industry and disseminate
Funding Sources
$635,906
Funding Uses
$83,536
$72,765
$102,265
$81,030
$49,590
$16,600
$32,932
$23,069
$29,034
$170,265
$51,795
$35,265
$91,030
Compost Grant
SOD Grant
Donations &
Reimbursements
Gas Tax Revenue
General Fund
4-H Youth Development
Master Gardeners
Watershed Management
Livestock & Range
Management
Sea Grant
Viticulture
Integrated Pest
Management
Speciality Crops
Sudden Oak Death
information to the community at large.
UCCE is a statewide program. Mutually
beneficial exchange of expertise between
neighboring counties occurs through a
revenue or in-kind service reciprocity.
Services provided by the U.C. staff include
education and research assistance in
horticulture, marine science, viticulture,
rangeland and watershed management, and
livestock industries. In addition, U.C. and
County support staff, along with trained
volunteers, provide information to the
community on integrated pest management,
home composting, and gardening. The
department is a resource on sudden oak
death, wastewater utilization, and pesticide
use reduction. The 4-H program within
UCCE serves 1,200 youth with the help of
450 adult volunteers in 29 clubs with 64
projects, such as public speaking, welding,
lapidary, and husbandry of rabbits and other
farm animals. The Master Gardener
Volunteer Program provides 280 trained
master gardeners to conduct public
presentations and answer an increasing
number of public service calls for gardening
tips and information on alternatives to
pesticides, pesticide use reduction in lawns
and gardens, home composting, food
gardening, irrigation systems and Sudden
Oak Death.
County of Sonoma
FY 2012-2013 Recommended Budget
191
Other County Services

U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
FY 11-12 ACCOMPLISHMENTS
• Received United States Department of Agriculture (USDA).
Beginning Farmers and Ranchers grant to develop a
program that will provide educational opportunities for
potential new farmers and ranchers.
• Coordinated the development of the County Lands Program,
working with other County departments, agencies, local
growers and producers and consumers.
• In conjunction with the Board of Supervisors, coordinated
the formation of a regional food system network in a five
county area, including: Sonoma, Napa, Marin, Mendocino
and Lake.
• Conducted research to explore management practices to
enhance ecosystem services, i.e. carbon sequestration and
water capture, to increase income possibilities for ranchers
and dairy producers, while enhancing natural resources on
local rangelands.
• Expanded 4-H program outreach efforts through the new
Diversity and Leadership program.
• Continued a comprehensive ongoing monitoring program to
document the success of efforts to recover endangered Coho
salmon populations in Russian River tributaries in
collaboration with local landowners, the Department of Fish
and Game, National Oceanic and Atmospheric
Administration Fisheries, the Army Corp of Engineers, and
the Sonoma County Water Agency. Surveys conducted
during the summer in 2011 confirmed the presence of wild
Coho in several non-project streams, indicating that adult
fish are recolonizing and spawning in historical habitats.
• Provided support to monitor and correctly time insecticide
treatments for the control of European Grapevine Moth
(EGVM). Developed brochures to assist in key larvae
identification. Provided identification of vine mealybug and
advice on control.
• Introduced farmers to new specialty crop variety and
organic growing techniques, such as heirloom apples,
peaches, cherries, raspberries, cut flowers, tomatoes, sweet
peppers, and hot chili peppers.
• Sudden Oak Death (SOD) public outreach was conducted at
43 major events and one-on-one with oak tree owners and
arborists reaching 6,697 people. Additional contacts were
made through brochures and the SOD website.
• Over 20% of Master Gardener Compost Program
participants started or increased their home composting,
which reduced the input of yard waste and kitchen scraps
into the landfill by 2,629 tons. Additionally 66% of
surveyed gardener participants indicated they had changed
their attitude toward the use of pesticides in the home
garden, 40% responding they no longer use any pesticides at
all. This has reduced the amount and cost for disposal of
unused toxic home garden pesticides and helped to clean
waterways.
FY 12-13 OBJECTIVES
• Increase awareness of University of California
Cooperative Extension through the web site:
cesonoma.ucdavis.edu and educational meetings for the
agricultural community and the general public.
• Implement the County Lands for Food Production
Program, working with key County partners, to encourage
food production that provides locally grown food on
County owned land.
• Educate new and existing farmers about the technical
aspects of growing specialty crops profitably through
short courses, cooperative efforts with the Santa Rosa
Junior College Agriculture Department, and one-on-one
with hands-on trainings.
• Provide support for monitoring and correctly time
insecticide treatments for the control of European
Grapevine Moth. Study more effective tools to monitor
populations under low levels.
• Study the uptake of systemic insecticides in vineyards to
optimize control of mealybugs and sharpshooters, and
develop guidelines for growers and pest managers.
• Establish a field trial to evaluate the performance of Pinot
Noir clones that may be infected with virus that causes
“grapevine necrotic union” disease.
• Continue to monitor temperatures at key vineyard sites
within the Russian River watershed to determine
inversion strength and assess the possibility of the use of
wind machines for frost protection.
• Provide information to grower stakeholders regarding the
vineyard conditional waiver for the Sonoma Creek
watershed including options for water quality
management plans.
• The Master Gardner Food Gardening Specialists will
continue to partner with the iGrow consortium to teach
families how to grow their own food in backyard gardens.
• Expand 4-H programs to develop a variety of new
projects that address healthy living, science, engineering
and technology, and citizenship; provide leadership
opportunities for our 1,100 youth and 450 adult
volunteers.
• Work with the Agricultural Commissioner’s Office to
pursue options for shared resources to increase
efficiencies and cost effectiveness.
County of Sonoma
FY 2012-2013 Recommended Budget
192
Other County Services

U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
U.C. Cooperative Extension
Expenditures 789,133 737,541 (6.5)
Revenues & Reimbursements
153,227 101,635 (33.7)
Net Cost
635,906 635,906 0.0
Total Expenditures 789,133 737,541 (6.5)
Total Revenues & Reimbursement 153,227 101,635 (33.7)
Total Net Cost 635,906 635,906 0.0
STAFFING SUMMARY
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Adopted Recommended Change Change
Permanent Positions 4.67 4.65 4.65 0.00 0.00
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Newsletter Circulation 12,000 15,600 15,600
# of Volunteers 800 700 700
# of Public Contacts 85,000 100,000 100,000
Research Projects 20 20 13
Educational Meetings 1,250 1,500 1,500
RECOMMENDED BUDGET
The recommended budget includes total expenditures of $ $737,541, a $51,592 decrease from FY 11-12, due to a decrease in unclaimed
gas tax revenue assumptions to better align with actual revenues received in FY 11-12, as well as a $7,068 decrease in the Sudden Oak
Death grant from the USDA/Forest Service. These revenue decreases are offset by reduced expenses related to Sudden Oak Death as
well as reductions in contracts and supply costs, and reduced building rent negotiated in FY 11-12. As such, no services are proposed to
be eliminated or reduced in this budget
University of California Cooperative Extension (UCCE) provides expertise to preserve agriculture through education and research based
information, assisting the sustainability of agriculture producers, improving natural resources and strengthening community development
and leadership in youth and adults. UCCE has many priorities to meet the needs of the County. One priority will be to address the need
for major innovation in local food systems, through implementing several issues raised at the 2011 Food Forum. Using staff expertise
and extra help funding, many issues will be developed into successful programs, including the County Lands for Food Production
Program, Agritourism, and streamlining the permit process
Core Services Maintained
The UCCE office will continue to provide core services and programs, through educational outreach and research, to address the critical
agricultural and natural resource needs for the County of Sonoma. Core services include education and research support in horticulture,
County of Sonoma
FY 2012-2013 Recommended Budget
193
Other County Services

U.C. COOPERATIVE EXTENSION
Stephanie Larson, Director
marine science, viticulture, livestock management, and watershed management, providing information in integrated pest management,
home composting, and gardening. UCCE will continue to support 4-H and Master Gardener programs.
Strategic Plan Focus
UCCE will provide core services focusing on Economic and Environmental Stewardship, and Safe, Healthy and Caring Communities.
Economic & Environmental Stewardship:
• UCCE will continue to develop Agritourism industry for local farmers and ranchers, working with tourism industries to increase
economic opportunities. UCCE will also continue to assist agricultural producers through the permit process, including developing
written resources to define the permitting requirements, allowing for enterprise diversity. (Program supported by County funding
estimated at $20,000.)
• UCCE will lead educational programs and research to improve water quality and coordinate the monitoring program that documents
the survival of juvenile Coho salmon reintroduced in seven tributaries of the Russian River. (Program funded by the University of
California, estimated at $500,000 each year for 2 years, with partial administrative staff support by the County.)
• UCCE is researching the feasibility of using wind machines in specific locations as an alternative to the use of water for vineyard frost
protection. (Program funded and staffed by the University of California, estimated at $100,000.)
• Global warming from greenhouse gas accumulation could be tackled in part by improved understanding of pasture management and
the potential for significant carbon sequestration on rangelands. UCCE will continue to conduct research to devise means whereby
ranchers and dairies may improve their bottom line by using management practices that capitalize on opportunities inherent to
sustainable pasture systems. (Program funded and staffed by the University of California, estimated at $50,000.)
Safe, Healthy, Caring Communities
• Access to locally grown foods will to continue to be explored by building partnerships with other County departments, local growers
and producers and Sonoma County consumers. The County Land for Food Production Program (CLFP) will be further developed and
implemented. The Beginning Farmers and Ranchers Development Program (BFRDP) will provide educational opportunities and
increase the number of farmers and ranchers in the area, to increase local food production and access. (Both programs funded by a
USDA grant received by the University of California for $700,000 over a 3 year period – CLFP ~$20,000, BFRDP ~$680,000, with
partial administrative support staff provided by the County.)
• Inadequate crop diversity and the limited number of new, young farmers threaten the availability of locally produced fruits and
vegetables. UCCE will continue to teach farmers about cultural practices and marketing for new specialty crops in order to meet the
demand for high quality, locally grown produce. (Program funded and staffed by the University of California, estimated at $100,000,
with partial administrative staff support by the County.)
• Limited water resources and reduced water quality from urban runoff threatens our waterways. UCCE Master Gardeners will continue
to reach out with educational programs that teach home gardeners how to reduce or eliminate the use of toxic garden products.
(Program supported by University of California staff as County staff estimated at $50,000.)
• The UCCE 4-H program continues to give youth leadership and educational experiences through hundreds of hands-on, learn-bydoing
projects and activities. The UCCE 4-H program provide youths with opportunities to develop responsibility, resolve conflicts,
master skills and practice making choices that will impact their future in positive ways. (Program supported by County funding
estimated at $100,000.)
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
194
Other County Services

MISSION STATEMENT
Organize and provide access to information and universal knowledge. Protect
intellectual freedom and promote the value and joy of reading, in order to
enrich the lives of the people of our community.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
LIBRARY
Sandra M. Cooper, Director
Total Expenditures $16,104,267
Total Revenues $15,068,195
Total Net Cost $1,036,072
The Sonoma County Library is a joint powers agency established by the county
Total Staff 138.33
and cities to provide library service on an equal basis throughout the county. % Funded by Local Discretionary Funds 0%
The Library Joint Powers Authority (JPA) is governed by a seven-member
Library Commission, which includes five appointees of the Board of
Supervisors and one appointee each from the cities of Petaluma and Santa Rosa. Under the terms of the JPA the Commission is
authorized to provide policy and direction over the staffing, budget, operations, and development of the library system and the Board of
Supervisors is responsible for approval of the library budget. Current services are financed through property tax revenues, fees, fines,
public donations, and state and federal aid.
Funding Sources
$63,700
$962,300
Funding Uses
$1,846,200
$1,567,837
$67,840
$565,000
$1,036,072
$13,974,355
$898,608
$11,226,622
Property Taxes
Investment Revenue
Fines, Fees &
Miscellaneous
Intergovernmental -
State & Counties
Use of Fund Balance
Library Facilities
Salaries & Benefits
Library Materials
Other Operating
Capital Outlay &
Contingency
The Sonoma County Library is a countywide
system that provides services through ten
regional libraries, two rural library stations,
and the central library located in Santa Rosa,
which also serves as the headquarters for the
library system. The library provides a
general and comprehensive collection of
books, magazines, and multi-media materials
for reference and public borrowing. The
programs and collections for children under
age twelve are especially wide-ranging.
County residents can find information on the
availability and location of books and other
materials using the online catalog. People
living anywhere in the county may request a
book, and it is made available to them at the
nearest library building. This is made
possible through the library’s van delivery
service that operates five days a week
moving materials from one library to
another. The library is available 24/7
through its Internet website with the library
catalog, an increasing number of licensed
electronic information resources, and
organized links to the “free” Internet
resources. Public computers and Internet
access are provided to the public at all
libraries in the system. There is free wireless
access to the Internet for people with
properly equipped personal electronic
devices. The library contracts with the
Mendocino County Library for bookmobile
service to Sea Ranch and Stewarts Point and
shares its online integrated library catalog with Mendocino County Library and Lake County Library, on a cost-recovery contract basis,
giving residents of all three counties access to the collections and delivery of requested items. The Wine Library at the Healdsburg
Regional Library has a unique collection on the history and business of the wine industry. The library serves as the county archives, and
provides a comprehensive collection in Sonoma County history and genealogy and provides access to state and federal information and
publications.
County of Sonoma
FY 2012-2013 Recommended Budget
195
Other County Services

LIBRARY
Sandra M. Cooper, Director
FY 11-12 ACCOMPLISHMENTS
• Continued efforts to streamline materials handling
processes by reconfiguring the staff workspace and
switchboard area at the Central Library.
• Streamlined work processes and reduce workload by
initiating a web-based system to manage facilities work
orders.
• Continued to work with cities to remodel libraries to
update service, integrate self-check technology, and
enhance the functionality of each facility.
• Completed remodel of the Sonoma Valley Library and
will have completed the remodel of the Sebastopol
Library by June 2012.
• Continued work to develop a comprehensive, readily
available set of policy and procedures such as Injury &
Illness Prevention and Workplace Security, Fund Balance
Policy; and began drafting the Family Medical Leave
Act, and continued work on the Employer/Employee
Relations Policy and Regulations.
• Improved services by a upgrading the software for
Horizon, the Integrated Library System (ILS) catalog.
FY 12-13 OBJECTIVES
• Create financial management systems and procedures to
support continuous improvement in budget management and
report creation.
• Launch Sonoma Heritage Collection, online digital exhibits
based on the Library’s unique holdings in the Wine Library
and the History and Genealogy Library.
• Create a digital library branch that is available 24x7 and
upgrade the Library’s web site.
• Complete project evaluating the feasibility of adding e-
books to the Library’s collections.
• Complete implementation of RFID for all circulation
functions and install security gates where feasible.
• Continue efforts to streamline materials handling processes
and reduce staff workload.
• Continue implementation of performance management
system, and complete comprehensive set of policies and
procedures.
• Implement new telephone system for entire library.
• Work with County Administrator and cities’ staffs to review
the 1975 Joint Powers Agreement in an effort to determine if
structure and governance changes will result in service
delivery improvements to Sonoma County residents.
County of Sonoma
FY 2012-2013 Recommended Budget
196
Other County Services

LIBRARY
Sandra M. Cooper, Director
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Library-JPA Operating Fund
Expenditures 15,847,358 15,277,367 (3.6)
Revenues & Reimbursements 14,743,426 14,761,595 0.1
Net Cost/Use of Fund Balance 1,103,932 515,772 (53.3)
Capital Equipment Fund
Expenditures 540,000 365,000 (32.4)
Revenues & Reimbursements 0 0 0
Net Cost/Use of Fund Balance 540,000 365,000 (32.4)
Gifts and Donations - Special Revenue Fund
Expenditures 135,000 157,000 16.3
Revenues & Reimbursements
156,600 90,100 (42.5)
Net Cost/Use of Fund Balance
(21,600) 66,900 4.1
Library & Branch Projects - Special Revenue Fund
Expenditures 311,000 260,500 (16.2)
Revenues & Reimbursements 190,200 194,400 2.2
Net Cost/Use of Fund Balance 120,800 66,100 (45.3)
Cromwell Equest - Special Revenue Fund
Expenditures 25,000 25,000 0
Revenues & Reimbursements 5,000 6,000 20.0
Net Cost/Use of Fund Balance 20,000 19,000 (5.0)
Wine Library - Special Revenue Fund
Expenditures 30,400 19,400 (36.2)
Revenues & Reimbursements
23,250 16,100 (30.8)
Net Cost/Use of Fund Balance
7,150 3,300 (53.8)
Total Expenditures 16,888,758 16,104,267 (4.6)
Total Revenues & Reimbursements 15,118,476 15,068,195 (0.3)
Total Net Cost/Use of Fund Balance 1,770,282 1,036,072 (41.5)
STAFFING SUMMARY*
FY 11-12 FY 11-12 FY 12-13 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 138.33 138.33 138.33 0.00 -
* See Appendix for allocation by job classification.
County of Sonoma
FY 2012-2013 Recommended Budget
197
Other County Services

LIBRARY
Sandra M. Cooper, Director
WORKLOAD SUMMARY
FY 10-11 FY 11-12 FY 12-13
Workload Indicators Actual Estimated Recommended
Items Added & Processed 66,302 66,302 67,268
Reference Questions Handled 243,035 243,035 247,896
Items Checked Out 3,760,318 3,760,318 3,835,524
Items Checked Out per FTE 27,186 27,186 27,729
Requests Filled 691,804 691,804 705,640
RECOMMENDED BUDGET
The recommended budget includes total expenditure of $16.1 million a $785,000 decrease compared to the FY 11-12 adopted budget.
Net decrease is primarily the result of completion of the Sonoma and Sebastopol remodel projects $868,000, offset by an increase in
operating expenditures of $268,000 due to an increase in salaries and benefits resulting from: 1) increased cost of health insurance, 2)
end of negotiated 5.5 furlough days, and 3) discontinuing the delay of step increases. Funding sources include property tax, state tax and
grants and donations/gifts. Overall revenues of $15 million are decreasing by $50,000 from the prior year, as a result of one-time funds
for branch projects.
• Total beginning FY 12-13 fund balance (excluding special revenue funds discussed on the next page) is projected to be $4.1 million.
When the budgeted revenues and expenditures are accounted for, the ending fund balance is estimated at $3.0 million. The committed
“rainy day” portion of the total fund balance will remain at approximately $1.9 million, which meets the Library Commission’s
adopted fund balance policy of either $1.5 million or 12.5% of annual operating expenditures (12.5% will equal $1.9 million in FY
12-13), whichever is greater.
• At the April 5, 2012 Commission meeting, an FY 2012-13 budget was approved. However, the Library Commission has
recommended savings be found and implemented to attain a zero use of fund balance. Based on the Library's Interim Budget Policies
for FY 2012-13, "Annual budgets must be created with long-term sustainability in-mind, and operating expenditures will not be
increased to the point that the Library becomes overly reliant on reserves or unreliable one-time revenue." The Library will pursue
opportunities for expenditure savings and bring budget adjustments to the Board of Supervisors for approval in late summer. The
Library’s contract with SEIU expires on June 30, 2012. Thus, the results of those negotiations may necessitate budget adjustments.
• Due to the timing of employee negotiations, the library budget comparison on the previous page does not reflect budget adjustments
based on negotiated agreements and revenue changes. The following table shows the actual budget for FY 09-10 and 10-11, the
adopted and revised budgets for FY 11-12 and the requested budget for FY 12-13.
Special Revenue Funds
The Sonoma County Library created special revenue funds over the years for specific purposes, and generally receives revenues from
donations, gifts, and interest earnings. This year’s budget includes expenditures for various activities including facilities, programs, and
staff development. The details of these expenditures are highlighted below:
• Gifts and Donations. In FY 12-13, expenditures related to equipment, special departmental supplies, the Summer Reading Program
and other library programs, books/materials, and facilities improvements total $157,000. Revenue from interest and donations equals
$90,100. An estimated $599,372 will remain in fund balance at the end of FY 12-13. The fund includes activity for the Santa Rosa
Friends, facilities and special collections, the Sebastopol Friends, the Petaluma History Room, the Sonoma Branch gifts, the Miller
gifts, the John Thomas Smith gift, the Central Branch building funds, special projects, and other miscellaneous gifts.
• Library & Branch Projects. FY 12-13 recommended expenditures include staff development and materials from the Sadowsky Fund,
and books/materials from the Memorial Book fund and facilities improvements from the Petaluma funds, all totaling $260,500.
Revenue from interest and donations equal $194,400. An estimated $1,736,070 will remain in fund balance at the end of FY 12-13.
The Library and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Arnoldo Fund, Sadowsky
Fund, Cogsdell Fund, Petaluma Building Fund, Buffum Fund, Hopkins Fund, Crider Fund, Matz Fund, Nobles Fund, Harris Fund,
and Curtis Fund.
• The Cromwell Bequest. In FY 12-13, expenditures include library equipment and furniture/fixtures for a total of $25,000. Revenue
from interest equals $6,000. An estimated $688,002 will remain in fund balance at the end of FY 12-13.The bequest established in
1987, is a major endowment for the Petaluma Library. The funds are to be used for substantial enrichment and/or enhancement of the
County of Sonoma
FY 2012-2013 Recommended Budget
198
Other County Services

LIBRARY
Sandra M. Cooper, Director
Petaluma Library in the areas of facilities, collections, and services. A contribution from this bequest will be evaluated as a potential
source of partial funding for the self-check project and facility improvement projects, mentioned previously.
• The Wine Library. In FY 12-13, expenditures include office supplies, professional services, and equipment for a total $19,400.
Revenue from interest and donations equals $16,100. An estimated $9,389 will remain in fund balance at the end of FY 12-13.This
fund is primarily used to report expenditures for the Wine Library, a joint public/private partnership, providing business and technical
information to the wine industry. The library provides space, utilities, support, and staff. Partners in the wine industry provide funds
for books, periodicals, supplies, and resources for the Wine On-Line project.
Core Services Maintained
The Library core services include providing access to comprehensive collection of books, magazines and multi-media materials for
reference and to borrow. The library catalog is available on-line 24 hours each day.
Services Eliminated or Reduced
o
In order to balance the FY 11-12 operating budget, starting on July 31, 2011 Library business hours were reduced by about
25%. The recommended budget assumes reduced hours will continued into FY 12-13. Commission and management will
continue to review operational changes and bring, if needed, necessary changes to the Board in the fall.
Strategic Plan Focus
• The Library’s mission and services aligns with the County’s strategic plan focus area of investing in the future by providing
educational materials to the general public and children and families.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The Library Commission concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
199
Other County Services

County of Sonoma
FY 2012-2013 Recommended Budget
200
Other County Services

FAIRGROUNDS
Tawny Tesconi, Fair Manager
MISSION STATEMENT
Promote and protect agricultural and social values; enrich educational,
cultural, and recreational well-being; and contribute to the economic
development of our service area by utilizing the fairgrounds for attractive and
financially responsible programs and events on a year-round basis.
DEPARTMENTAL DESCRIPTION
Budget at a Glance:
Total Expenditures $10,071,643
Total Revenues $9,470,325
Total Net Cost $601,318
Total Staff 33.75
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
% Funded by Local Discretionary Funds 0%
county fair and the year-round management of the fairgrounds. The fair is
budgeted on a calendar year basis and is accounted for as an enterprise fund. Reimbursements to the County for support services
provided to the fair are received through the Non-Departmental revenue budget. The agreement between the County and the fair includes
the following:
• The Sonoma County Board of Supervisors appoints fair directors.
• The Sonoma County Board of Supervisors approves the fair budget.
• All assets, liabilities, and net revenues of the fair belong to the County.
• All permanent employees of the fair are employees of the County.
The Sonoma County Board of Supervisors approved the fair budget for calendar year 2012 on December 13, 2011.
Funding Sources
$1,708,500
$18,000
$180,000
$416,900
$385,650
$1,396,700
601,318
$5,364,575
County Fair
Interim Events
Satellite Wagering
Harvest Fair
(Cost Recovery)
Other
Horse Racing
Outside Contributions
Fund Balance
Funding Uses
$694,280 $122,000
349,463
$1,946,700
$3,159,450
County Fair
Interim Events
Satellite Wagering
Racing
Administration
Maintenance
Debt Service
$1,308,250
$1,121,950
$326,300
$1,043,250
Capital Improvements
Funded by Fair
Other
County of Sonoma
FY 2012-2013 Recommended Budget
201
Other County Services

FAIRGROUNDS
Tawny Tesconi, Fair Manager
2011 ACCOMPLISHMENTS
• Production of a 17-day Fair versus a 13-day Fair that was
financially successful.
• Golf Course management bidding and contracting process
to a more viable management structure.
• Through an aggressive competitive bidding process, the
Sonoma County Fair continues to see savings in expenses
and increased profits in revenue related contracts.
• Construction of a new saddling paddock at the racetrack
with all construction funding provided by an outside
source.
• In-house management of Fair ATM services has resulted in
increased revenues. In 2011 the fair also assumed
management of the Satellite Wagering facility ATM
services.
• More aggressive sponsorship development program at the
Fair.
• Completion of the Brookwood Parking Lot Storm Water
Improvement Project on November 30, 2011.
2012 OBJECTIVES
• Restructuring of debt related to Photovoltaic system to more
favorable terms.
• Multi-year Naming Rights sponsorship opportunity for the
new racing paddock.
• Performance of an energy audit to determine if additional
upgrades can be effectively made that result in cost savings.
• Development of a charitable foundation to support Fair
activities.
• With the addition of the Deputy Fair Manager, a focused
effort on booking more public events and consumer shows
to the Fairgrounds.
• Research revenue generating uses for the Jockey Club that
compliment the satellite wagering operations that currently
exist in that facility.
• Repurpose the “Z” Barn property on Aston Avenue to a
revenue generating partnership since these stalls are no
longer needed for racing.
• Collaborate with other organizations to research bonds or
other funding mechanisms to do community benefit facility
improvements.
FINANCIAL SUMMARY
Calendar 2011 Calendar 2012 %
Budget Division/Fund Adopted Recommended Change
Fairgrounds-Special Fund Operations
Expenditures 9,495,700 9,027,900 (4.9)
Revenues & Reimbursements
9,495,600 9,084,675 (4.3)
Net Cost
100 (56,775) (56,875.0)
Fairgrounds-Special Fund Capital
Expenditures 1,342,780 1,043,743 (22.3)
Revenues & Reimbursements
882,010 385,650 (56.3)
Net Cost
460,770 658,093 42.8
Total Expenditures 10,838,480 10,071,643 (7.1)
Total Revenues & Reimbursements 10,377,610 9,470,325 (8.7)
Total Net Cost 460,870 601,318 30.5
County of Sonoma
FY 2012-2013 Recommended Budget
202
Other County Services

FAIRGROUNDS
Tawny Tesconi, Fair Manager
STAFFING SUMMARY
Calendar 2011 Calendar 2011 Calendar 2012 FTE %
Staffing Adopted Approved Recommended Change Change
Permanent Positions 36.75 33.75 33.75 0.00 0.00
WORKLOAD SUMMARY
Calendar Year Calendar Year Calendar Year
2010 2011 2012
Workload Indicators Estimated Estimated Projected
Total Fair Attendance 270,245 300,000 340,000
Youth/Adults Entering Competitive Exhibits 5,100 5,100 5,500
Junior Livestock Exhibitors 1,105 1,105 1,000
Harvest Fair Attendance 26,023 28,000 25,000
Events not Sponsored by the Fair
Number of event days 190 200 200
Estimated attendance 704,342 750,000 750,000
RECOMMENDED BUDGET
The recommended budget includes total expenditure decreases of $767,000 from the adopted 2011 Calendar Year budget. $345,000 of
this change is the result of the completion of capital projects funded through grants and an additional decrease is resulting from the
transfer of management of the Golf Course from internal management to contracted management. Total revenues decrease by $907,000;
reflecting a $500,000 decrease in capital grant funding available in this budget year and the gross changes in revenues previously
reported from the Golf Course operations.
Core Services Maintained
• All core services have been maintained in this budget year, although management of the Golf Course will be provided by an outside
contractor.
COMPARATIVE INCOME STATEMENT & WORKING CAPITAL
2009-2012
2009 2010 2011 2012
Description Actual Actual Actual Budget
Operating Revenues 8,623,217 9,081,358 9,495,700 9,084,675
Operating Expenses
8,605,090 9,167,644 9,495,600 9,027,900
Net Operating Income (Loss)
Plus: Non-Operating Revenues
18,127 (86,286) 100 56,775
20,998 319,231 882,010 385,650
Net Income (Loss)
39,125 232,945 882,110 442,425
Loan Payment (For Turf Track) (147,681) (151,522) (165,000) (163,652)
State Loan (For Photovoltaic System) (175,747) (178,879) (175,000) (185,811)
Racing Shorfall
Capital Expenditures (59,987) (389,786) (1,002,780) (694,280)
Net Change in Working Capital (Fund Balance) (344,291) (487,242) (460,670) (601,318)
County of Sonoma
FY 2012-2013 Recommended Budget
203
Other County Services

FAIRGROUNDS
Tawny Tesconi, Fair Manager
PROJECTED FUND BALANCE
2011 2012 2013 2014 2015
Actual Projected Projected Projected Projected
Beginning Fund Balance 3,984,727 3,192,209 2,595,039 2,221,743 1,890,055
Total Operating Revenue 9,241,936 9,084,675 9,150,000 9,250,000 9,250,000
Total Operating Expense (9,566,630) (9,027,900) (9,100,000) (9,150,000) (9,150,000)
Net Gain (Loss) (324,694) 56,775 50,000 100,000 100,000
Less Debt Service - Turf Track (principal only) (155,462) (159,505) (163,653) (167,947) 1
Less Debt Service - Photovoltaic (principal only) (182,228) (185,810) (189,643) (193,741) (198,126)
Less Capital Projects and Equipment (863,063) (646,780) (200,000) (50,000) (50,000)
Equipment Purchased >$5K (20,987) (47,500) (20,000) (20,000) (20,000)
Capital Contributions from Outside Sources 753,916 385,650 150,000
2
Ending Fund Balance 3,192,209 2,595,039 2,221,743 1,890,055 1,721,929
1 The final payment for the Turf Track loan is scheduled for November 2014.
2
Division of Fairs and Expositions reserve level practice is 15% or annual revenues. A specific Sonoma County Fair & Exposition policy regarding
reserves is under construction.
Services Eliminated or Reduced
None
Strategic Plan Focus
• Environmental and Economic Stewardship –The fair’s $5 million 2012 investment in the annual county fair will generate tangible
benefits beyond the educational, cultural and agricultural tradition. Using the California Department of Food & Agriculture‘s 2009
economic spending factor of 46.26, the 340,000 fairgoers estimated for 2012 have the capacity to generate $16 million in total
spending impact for our economy. In addition, the Sonoma County Harvest Fair is recognized as the primary wine event that
promotes the County's wine industry. Over 300 events are held at the fairgrounds annually, and this event generate revenues for local
small businesses such as hoteliers and gas stations; and provides substantial tax support to local municipalities from transient
occupational and sales taxes. The fair board will continue to focus on securing funds for projects that improve the carbon footprint of
the fair such as storm water management.
• Safe, Healthy & Caring Communities –The fair does annual ADA improvement projects and through funds provided directly from
department operations and through grants, over $250,000 in restroom facility improvements is planned for 2012. Also, in 2011 the
facility adopted a Smoke-Free Policy for the fair and non-fair events and continues to educate the public about the hazards of
smoking.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
The department head concurs with the County Administrator’s recommended budget.
County of Sonoma
FY 2012-2013 Recommended Budget
204
Other County Services

ADVERTISING
Veronica A. Ferguson, County Administrator
PROGRAM DESCRIPTION
The Advertising Fund was established in 1973 to account for revenues
generated by the county Transient Occupancy Tax (TOT). The Advertising
Fund is made up of 75% of the tax proceeds, with the remaining 25%
allocated to the County General Fund. Tax revenues are derived from a nine
percent tax on the rental of hotel, motel, inn beds, and campgrounds in the
unincorporated (non-city) areas.
Budget at a Glance:
Total Expenditures $3,727,188
Total Staff
n/a
% Funded by Local Discretionary Funds 100%
Through use of Advertising Fund allocations, the County seeks to encourage
tourism, agriculture, and economic development in the County by supporting promotional, community and cultural activities. Annually,
the Board of Supervisors approves the use of Advertising Funds to provide grants to Chambers of Commerce and other local private
non-profit organizations whose purpose is to promote cultural activities, historical preservation activities, agricultural promotion
activities which enhance tourism and industry, and local events. These grants are dedicated to be used for advertising and promotional
activities and are essential to the outreach and awareness activities local non-profits are able to perform to promote their events and
organizations locally and beyond the community.
A portion of the Advertising Funds is dedicated to affordable housing resources within the county to support workforce housing.
Another portion provides grants to public safety entities in the incorporated areas to address the impacts of tourists and visitors on their
ability to provide services. The Advertising Funds finance a significant portion of the Regional Parks Department and are utilized in the
operations and maintenance of various parks throughout the county and to aid in the opening and maintaining new parks and facilities.
Funding Sources
Funding Uses
$25,000
$3,727,188
$150,000
$129,643
$30,000
$465,737
$30,000
$448,040
$245,000
$90,000
Transient Occupancy Tax
Use of Retained Earnings
Agricultural Promotion
Chambers of Commerce
Historical Organization
Cultural & Art Events/Org.
Community Safety Impacts
Regional Parks Maint/Ops
Affordable Housing
Collections & Administation
Contingencies
The Advertising Funds are also used to
finance the Economic Development
Department (budgeted separately). The
Economic Development Department serves
to encourage economic activity through
business startup, retention and expansion, to
create employment opportunities within the
county. Through the Economic Development
Department budget, the Advertising Funds
are also used to finance a large portion of the
Sonoma County Tourism Bureau, a
nonprofit dedicated to marketing and
promoting Sonoma County as a tourist
destination of choice, spurring economic
impact and local jobs.
Should tourist tax proceeds increase,
increased funding would be available to
assist with Advertising Program initiatives,
including greater support to the Regional
Parks Department and other county
infrastructure, and increased grant funding
available to non-profits to encourage and
promote new events and organizations and
monies to spur economic development and
growth within the county.
$2,163,768
County of Sonoma
FY 2012-2013 Recommended Budget
205
Other County Services

ADVERTISING
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
Special Revenue Fund - Advertising
Expenditures 3,861,027 3,752,188 (3)
Revenues & Reimbursements 0 0 0
Net Cost 3,861,027 3,752,188 (3)
RECOMMENDED BUDGET
The FY 12-13 recommended budget is $3.7 million, reflecting a decrease in expenditures of $108,839 mainly due to a reduction in onetime
designations from the FY 11-12 budget, including costs for increased audit enforcement and Vacation Rental registration
compliance, the Veterans Building transition project and a pilot visitor resources calendaring project with the Sonoma Valley Visitors
Bureau. These decreases are offset by increases in certain program categories and new program categories, following amendments to the
Advertising and Promotions Policy approved by the Board in March 2012.
Increases in appropriations to the Regional Parks Department are also recommended, in order to finance the operations and maintenance
costs associated with the opening of Taylor Mountain Regional Park and Open Space Preserve, anticipated to be operational in FY 12-
13. TOT revenues are estimated to remain consistent with FY 11-12, which experienced an 8% average increase in TOT revenues. This
budget requires the use of $706,110 in fund balance, with a remaining fund balance of $332,709 estimated for FY 12-13 following
recommended appropriations.
Core Services
• The FY 12-13 recommended appropriations, if approved, will continue to support the Advertising Program including grants to nonprofits
to increase visitor attendance and awareness through advertising. According to travel industry reports each year Sonoma
County hosts more than 7 million domestic and international visitors. These visitors contributed more than $1.3 billion in 2010 to the
area's economy. The tourism industry supports more than 16,500 jobs, and brings in more than $80 million in taxes. The
recommended budget follows the County’s goal to support the tourism industry by granting funds to small and large events and
cultural organizations.
• As a result of the Advertising and Promotions Policy update process in FY 11-12 and the resulting implemented annual competitive
application funding process for grants, the Board will be afforded the opportunity to annually review and approve grants through the
competitive process, to be undertaken each winter.
• This budget provides $65,000 in continued one-time support for Permit & Resource Management Department Housing Element
implementation which is still in process.
• The recommend budget includes continued support to the Regional Parks Department through the allocation of $2.1 million to
partially finance department baseline expenses. The recommended allocation includes $60,000 in additional support for new park
operations and maintenance costs associated with the opening of Taylor Mountain Regional Park and Open Space Preserve in
FY 12-13.
• During FY 01-02, the Board of Supervisors approved an Economic Uncertainty Reserve (EUR) in the event TOT revenues fell
significantly short of projections, with the goal being to set aside 5% of the estimated revenues for this reserve. The current EUR falls
short of this goal by $16,481. Staff recommends this amount be allocated to the EUR, to reach a set aside of 5% of estimated revenues
in FY 12-13.
• This budget also recommends an Appropriation to Contingencies of $129,643, to provide an avenue for funding unforeseen needs
during the fiscal year.
Strategic Plan Focus Areas
• The Advertising Program continues to support Economic and Environmental Stewardship through $580,000 in support of agricultural
promotions, non-profit entities and many economic development efforts and initiatives as well as reinvesting into projects and
initiatives that strengthen major county industries, including tourism.
County of Sonoma
FY 2012-2013 Recommended Budget
206
Other County Services

ADVERTISING
Veronica A. Ferguson, County Administrator
• The Advertising Program further continues to support Economic and Environmental Stewardship through $2.1M in support to
maintain and manage parks and public lands.
• The Program also continues and formalizes support of Safe, Healthy and Caring Communities through the addition of the Community
Safety Impacts category into the Program Policy, funded at $90,000, approved by the Board in March 2012.
• The Program also supports Investment in the Future through $245,000 in affordable housing set aside funds, which are used for the
implementation on the General Plan’s Housing Element, and have historically also been used to support housing and homeless
services programs.
ADVERTISING FUND ALLOCATIONS
FY 11-12 FY 12-13 Dollar
Category Description Estimate Recommended Change
A1 Chambers of Commerce 27,500 30,000 2,500
B2 Community Safety Impacts 100,000 90,000 (10,000)
C Agricultural Promotion 153,000 150,000 (3,000)
D Historical Commissions 44,500 30,000 (14,500)
E Local Events/Orgs 23,130 100,000 76,870
F Major County Events & Org 350,020 300,000 (50,020)
Advertisers Sub-total 698,150 700,000 1,850
B1 Regional Parks 2,231,768 2,163,768 (68,000)
G1 Departmental Activities 43,540 48,040 4,500
PRMD - Housing Element
G2 Project 100,000 65,000 (35,000)
G2 Affordable Housing Set Aside 126,706 180,000 53,294
County Program Sub-Total 2,502,014 2,456,808 (45,206)
G3 ACTTC Collection 130,819 130,819 0
G3 ACTTC Audit 200,000 181,500 (18,500)
G3 VRBO Program 100,000 0 (100,000)
Consultant 100,000 0 (100,000)
G4 Legal Services 77,500 77,500 0
G5 CAO 52,544 75,918 23,374
Program Admin Sub-total 660,863 465,737 (195,126)
Contingencies 0 129,643 129,643
TOTAL EXPENSES 3,861,027 3,752,188 (108,839)
County of Sonoma
FY 2012-2013 Recommended Budget
207
Other County Services

County of Sonoma
FY 2012-2013 Recommended Budget
208
Other County Services

CAPITAL PROJECTS
Capital Projects contains the following departmental budgets:
Capital Projects
Justice Services
17%
Other County
Services
5%
Capital Projects
2%
Health & Human
Services
25%
Administrative
Support & Fiscal
Services
14%
Development
Services
37%
County of Sonoma
FY 2012-2013 Recommended Budget
209
Capital Projects

County of Sonoma
FY 2012-2013 Recommended Budget
210
Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
DEPARTMENTAL DESCRIPTION
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.
Budget at a Glance:
Total Expenditures $31,939,890
Total Revenues $30,069,215
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
Total Net Cost
Total Staff
% Funded by Local Discretionary Funds
$1,870,675
00.00
18%
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.
Funding Sources*
$4,840,686
$2,754,259
$1,413,213
$1,010,314
$1,594,167
$2,779,861
$8,121,671
$9,425,719
General Fund
Tobacco Securitization
Justice/Courthouse
Construction
Park Mitigation Fees
Local Sales Tax/
Transportation Tax
State/Federal
Long Term Debt
Cities/Other
*78% or $25 million of fundingis carryover from PY project budgets; 17% or $5.5 million is
from new General Fund; 4% or $1.4 million is new revenue from other sources.
In addition to the narrative, this document
contains the FY 12-13 Capital Project
Financing Table composed of a complete
listing of recommended repair and
replacement projects and improvement
projects; a funding source recap; and brief
descriptions of the work included in the FY
12-13 Budget.
Funding Uses
$9,431,126
$1,689,028
$4,833,113
$3,543,204
$53,308
$532,088
$632,463
$11,225,560
County Administration
Center
Adult Detention Facilities
Chanate & Health Services
Los Guilicos & Juvenile
Detention
Veterans/Community
Service Buildings
Other Facilities
Sheriff's Communicaitons
Project
Regional Parks
County of Sonoma
FY 2012-2013 Recommended Budget
211
Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
FY 11-12 ACCOMPLISHMENTS
Completed over 40 Capital Projects, some highlights
include:
• Construction of the Family Justice Center.
• Relocated divisions of Probation and Information Systems
to a newly remodeled 370 Administration Drive.
• Relocated hydronic water line infrastructure in
anticipation of proposed court site transfer.
• Renovated Sebastopol Library in partnership with the
Sonoma County Library System.
• Repaired gas line at Santa Rosa Veteran’s Hall.
• Completed server room expansion in the Sheriff’s Office
building.
• Completed Phase 3 construction of the Cloverdale
Regional Park.
• Construction of Russian River access at Sunset Beach
Park.
FY 12-13 OBJECTIVES
• Further implement physical barrier removal in year four
(of twelve) of the County’s updated ADA Transition Plan.
• Continue to promote shared services on construction
projects for the County Library system and for other
interested public agencies.
• Continue implementation of initial recommendations of
the Comprehensive County Facilities Plan, including
more efficient space use guidelines, standardized
workstation layouts, and mobile work strategies; present
full report findings and recommendations to the Board of
Supervisors.
• Continue installation of electric vehicle charging
infrastructure in support of the county-wide “electric
trail” concept.
• Support the delivery of the Phase II solar array at Los
Guilicos under a power purchase agreement, helping
achieve net energy neutrality for that campus.
• Relocate Fleet Operations and the Transportation and
Public Works Material Laboratory from their current
location to a new, updated facility, clearing the way for
new court house construction activity on their former site.
• Support the Sheriff’s Office Radio Bureau upgrade of
existing County radio communications tower
infrastructure and related implementation of the BayWEB
regional interoperability project.
• Initiate master planning and public improvements to the
Roseland project, pending funding.
• Various improvements to the Main Adult Detention
Facility to improve inmate population management
capability.
• Initiate the phased remodel of the La Plaza A building in
support of divisional consolidations and co-locations for
improved space utilization and more efficient operations.
• Continue to refine the Criminal Justice master plan in
light of latest findings and strategies, and also in light of
potential future AB 900 funding that could allow
construction of a Community Corrections Center for
Sonoma County.
County of Sonoma
FY 2012-2013 Recommended Budget
212
Capital Projects

CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
FINANCIAL SUMMARY
FY 11-12 FY 12-13 %
Budget Division/Fund Adopted Recommended Change
General Government
Expenditures 24,062,809 22,508,764 (6.5)
Revenues & Reimbursements
21,425,204 20,942,683 (2.3)
Net Cost
2,637,605 1,566,081 (40.6)
Regional Parks
Expenditures 9,888,474 9,431,126 (4.6)
Revenues & Reimbursements
12,210,184 9,126,532 (25.3)
Net Cost
(2,321,710) 304,594 (113.1)
Total Expenditures 33,951,283 31,939,890 (5.9)
Total Revenues & Reimbursements 33,635,388 30,069,215 (10.6)
Total Net Cost 315,895 1,870,675 492.2
STAFFING SUMMARY
No staff is allocated to this department.
RECOMMENDED BUDGET
The recommended budget of $32 million includes 144 capital projects (94 General Government and 50 Regional Parks). Project
appropriations fall into the following categories: General Government Repair/Replacement and Improvement Projects $22.5 million and
Regional Parks $9.4 million.
General Government
The General Fund capital project target for FY 12-13 is $5.5 million for general government projects, of which $1.4 million has been
appropriated directly into the Sheriff’s Office budget for equipment investment in the County’s radio system. An additional $1.6 million
is allocated specifically for fourth year funding of A.D.A. Transition Plan projects. A brief summary of project types follows:
• Projects that add value to capital assets: These projects address a range of needed improvements, including seismic performance,
space reorganization or expansion, preparing for new programs, and removing physical barriers. Example projects this year 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.
• Communications Projects: These projects help sustain and improve critical public safety communications. Examples of projects
scheduled in FY 12-13 include: infrastructure improvements at sites throughout the County to improve communication coverage;
beginning development of a 700MHz radio system; and several infrastructure replacement projects to replace aging equipment and
improve reliability.
• Assessment/Planning: These efforts focus on both near term opportunities and medium-to-longer term strategic objectives. The
Comprehensive County Facilities Plan 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.
County of Sonoma
FY 2012-2013 Recommended Budget
213
Capital Projects

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

CAPITAL PROJECTS AND MAJOR REPAIRS
Veronica A. Ferguson, County Administrator
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. One strategic implementation project nearing
completion is the Comprehensive County Facilities Plan (C.C.F.P.) which is evaluating County facilities and service delivery needs,
developing a plan for how facilities can be used or reconfigured more efficiently and effectively, and providing an implementation
and finance plan to pay for the improvements. Concurrently, the County is evaluating adult detention facilities and developing plans
for both expansion and consolidation. Once completed, the C.C.F.P., together with the Adult Detention Facility Plan, will provide a
“road map” for future County facility development and capital improvements. In the meantime, the Capital Projects budget addresses
the more immediate facility needs, while making use of preliminary findings from the C.C.F.P.
Safe, Healthy, and Caring Communities
• The state is in process of planning a new criminal court building for Sonoma County. The new court building will be constructed at
the County Administration Center (C.A.C.), located in proximity to the Main Adult Detention Facility in order to provide secure
circulation of in-custody inmates to the courts and to avoid the cost of transporting inmates. The state has approved the purchase of its
preferred site at the C.A.C. This move will displace the County’s Fleet Operations center which presents an opportunity to create a
more efficient center by combining fleet operations with the County’s heavy equipment fleet operations.
DEPARTMENT HEAD CONCURRENCE OR COMMENT
Certain capital investments for FY 12-13 will result in positive operational improvements, more efficient use of resources, extension of
the useful life of existing assets, and/or enhancement of public service delivery. Some of the more notable are: Radio Infrastructure
Communication Towers upgrades, providing improved public safety coverage county-wide; MADF Dayroom Divider projects to
enhance inmate management and operational efficiency; Fleet/Materials Lab Relocation, allowing consolidation of Light and Heavy
Fleet maintenance operations while complying with the terms of the state court house project site transfer; the La Plaza A Interim
Reconfiguration, serving to implement a pilot example of more efficient County space standards and furniture management, and ADA
Barrier Removal projects facilitating equal access to County -provided public services and programs.
APPENDIX
For additional project information, please refer to the attached document.
• FY 12-13 Capital Projects Financing Table
County of Sonoma
FY 2012-2013 Recommended Budget
215
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
County Administration Center
Hazard Mitigation Plan Implementation/102160
Administration Center Security Improvements/109025
GENERAL GOVERNMENT CAPITAL PROJECTS
Hazard mitigation assessments of County facilities
based on priorities in the County Hazard Mitigation
Plan.
Evaluate the security needs at the County
Administration Center and prepare a list of
recommended improvements with a budget and work
plan
902,938 850,515 52,423
% of Project Expended 94.2%
50,000 - 50,000
% of Project Expended 0.0%
2755 Mendocino Avenue Office Building/109090 Renovation of 2755 Mendocino for Family Justice
7,425,823 6,188,906 1,236,917
Center.
% of Project Expended 83.3%
Data Processing Building Seismic Retrofit/109223 Retrofit the ISD Data Processing building to current
259,000 32,040 184,000 226,960
standards for Essential Services buildings.
% of Project Expended 12.4%
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 84,774 115,398
% of Project Expended 42.4%
Administration Center Paving/109256 Closeout project.
N/A N/A 266
% of Project Expended 0.0%
Administration Center Switchgear Repairs/109280 Replace deteriorated electrical cones, insulators,
105,000 561 104,439
transformers and line fluids on 12kV power loop.
% of Project Expended 0.5%
La Plaza A & B Space Reorganization/109363 Reconfigure existing interior space in the La Plaza
395,000 119,270 233,000 275,730
buildings to make more efficient use of space.
% of Project Expended 30.2%
Architect/Fac Ops Space Reorganization/109389 Operational program development for consolidation of 35,000 16,463 18,538
GS F.O./Arch/R.E. Divisions.
% of Project Expended 47.0%
New Sheriff Building/109413 Closeout project.
N/A N/A 543
% of Project Expended 0.0%
Dispatch Comm Replacement/109579 Complete replacement of obsolete computer system 3,052,668 3,047,306 5,362
supporting radio consoles in the Sheriff Dispatch Center. % of Project Expended 99.8%
CMP Energy Improvements/109587
Adminstration Center Irrigation/Landscaping/109611
Installation of additional energy eficiency measures
identified in the September, 2008 Investment Grade
Audit Report prepared by Aircon Energy.
Complete landscaping retrofit at the County
Administration Center to reduce water consumption and
create a demonstration of low water usage, xeriscape
landscaping.
23,825,464 22,357,821 947,643
% of Project Expended 93.8%
468,174 368,174 100,000
% of Project Expended 78.6%
370 Administration Drive/109850 Renovation of 370 Administration Drive for divisions of 2,865,591 2,580,026 285,565
ISD and Probation.
% of Project Expended 90.0%
ACTTC Re-model/109892 Closeout project.
N/A N/A 12,052
% of Project Expended 0.0%
Sheriff's Building - Covered Parking/109926 Complete construction of protected parking for S.O.
223,766 217,932 5,834
emergency response vehicles.
% of Project Expended 97.4%
Admin Building Re-model/109934 Complete re-model of Administration Building.
189,000 132,055 56,945
% of Project Expended 69.9%
County of Sonoma
FY 2012-2013 Recommended Budget
216
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Administration Building HVAC Repair/Replacement/1099
Condition assessment, design and cost estimating to
replace the old equipment and ducts with new, energy
efficient equipment that will save money and reduce
greenhouse gas.
90,000 - 90,000
% of Project Expended 0.0%
Data Processing Building Cooling/109959 Close out project.
333,000 331,351 1,649
% of Project Expended 99.5%
Comprehensive County Facilities Plan/109983
Planning "roadmap" for county facility and real estate
resources; promote better and higher resource use,
increased efficency and effectiveness of delivery of
county services.
1,258,254 1,019,691 50,000 238,563
% of Project Expended 81.0%
p , g
Criminal Justice Expansion/109991 to bypass old jail site.
12,558,681 11,982,966 150,000 575,715
% of Project Expended 95.4%
HOJ South Elevator Repair/110056 Perform the repairs to the elevator as recommended in 252,000 - 252,000
the assessment report.
% of Project Expended 0.0%
HOJ Elevator Repair/110338 Perform the repairs to the elevator as recommended in 475,822 296,478 179,344
the assessment report.
% of Project Expended 62.3%
HOJ Cafeteria Re-model/110353 Closeout project.
N/A N/A 1,227
% of Project Expended 0.0%
Subtotal County Administration Center 54,965,353 49,626,328 617,000 4,833,113
County of Sonoma
FY 2012-2013 Recommended Budget
217
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Adult Detention Facilities
MADF Observation Cell Padding/111161 Install "safety cell" padding to four observation cells in 40,000 29,084 10,916
the Mental Health Module, reducing risk of injury.
% of Project Expended 72.7%
y
MADF Touchscreens/111252 Information Justice System (IJS) for intregrated
1,286,493 1,212,704 73,789
reporting.
% of Project Expended 94.3%
MADF HVAC Controls/111294 MADF HVAC controls upgrade.
119,000 89,085 29,915
% of Project Expended 74.9%
MADF Bunk Installation/111310 Continue phased installation of additional bunks in
331,162 260,602 70,560
single bunk cells in order to increase capacity.
% of Project Expended 78.7%
MADF Doors/111328
Upgrade cell doors; continue installation of new high
security doors and frames for increasing population of
mentally ill and higher risk inmates.
876,000 512,101 150,000 363,899
% of Project Expended 58.5%
MADF Recreation Yards/111393 Closeout project.
N/A N/A 49 -
% of Project Expended 0.0%
MADF Sewer Improvements/111419 Ongoing project to assess and mitigate the presence of 120,000 77,290 42,710
unwanted materials in the City's sewer system.
% of Project Expended 64.4%
MADF Expansion Wall Reseal/111468 Ongoing maintenance effort by Fac Ops.
83,000 37,781 45,219
% of Project Expended 45.5%
MADF Recreation Yard Resurfacing/111476 Ongoing maintenance project to resurface 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 detriorayed tile showers with 126,000 112,950 13,050
stainless steel liners.
% of Project Expended 89.6%
y
MADF Male Special Visiting Modification/111534 floor visting area from the bridge in MS housing
46,503 29,154 17,349
module.
% of Project Expended 62.7%
MADF Underground Fuel Tank/111559 Provide a new, larger underground diesel tank for the 200,000 49,905 150,095
existing MADF emergenecy generator.
% of Project Expended 25.0%
MADF F-Mod Mezzanine Security Barrier/111567 Housing module dividers for inmate management and 475,000 463,111 11,889
out of cell time.
% of Project Expended 97.5%
MADF MH Day Room Divider/111583 Closeout project.
N/A N/A 651
% of Project Expended 0.0%
MADF PTZ Cameras/111591 Install new pan-tilt-zoom cameras in housing modules; 191,000 4,923 186,078
provide increased monitoring for safety of officers.
% of Project Expended 2.6%
MADF Camera Replacement/111609 Ongoing replacement older cameras.
45,000 - 45,000
% of Project Expended 0.0%
MADF Air Flow Improvements/111617 Clean ductwork, adjust equipment, and air registers to 360,000 156,924 203,076
bring the system into compliance.
% of Project Expended 43.6%
MADF Fire System Upgrade/111625
Upgrade and/or replace fire alarm system components in
Housing Modules E, G, H, and J, and all corridors and
offices within the Expansion.
352,000 81,831 270,169
% of Project Expended 23.2%
MADF Booking Carpet Replacement/111633 Complete replacement worn out flooring.
50,000 38,558 11,442
% of Project Expended 77.1%
County of Sonoma
FY 2012-2013 Recommended Budget
218
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
MADF Court Holding Area/111641 Modify doors to improve cell security in holding.
110,000 1,955 108,046
% of Project Expended 1.8%
MADF Toilets/Sinks/111658 Complete replacement of existing fixtures with stainless 85,000 81,369 3,631
steel; existing fixtures present a safety risk.
% of Project Expended 95.7%
MADF Elevator Repairs/111666 Assess and repair malfunctioning elevator.
32,230 - 32,230
% of Project Expended 0.0%
Divide housing modules A & B, into sub dayrooms
MADF A/B Dayroom and Rec Yard Subdivision/111674 (upper & lower) and rec yards to facilitate jail
population management and increase out of cell
450,000 - 450,000 450,000
activitity.
% of Project Expended 0.0%
MADF Grinder/Auger System/111682
Install a grinder/auger in the MADF main sewer line to
intercept and remove unwanted materials from the waste
stream entering the City's sewer system per City
Administrative Order.
443,000 - 443,000 443,000
% of Project Expended 0.0%
MADF R-Mod Dayroom Divider/111690 Sub-divide existing dayroom to allow inmates more time 155,000 - 155,000 155,000
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 - 475,000 475,000
commensurate with the population in this module.
% of Project Expended 0.0%
CCC Pilot Project/112110 Plan the pilot Community Corrections Center at
70,000 - 70,000
N.C.D.F. Utilize Building 100 and part of Building 400. % of Project Expended 0.0%
Adult Detention Exp. Planning/112227
Schematic design phase, only, funding of the M.A.D.F.
expansion per the Pre-Schematic MADF design
presented to the Board in January 2011; consolidate &
expand facilities.
3,773,259 3,685,639 87,620
% of Project Expended 97.7%
NCDF - 200 Unit Re-roof/112342 Complete roofing replacement.
503,773 489,390 14,383
% of Project Expended 97.1%
NCDF 100 Unit Dry Rot Repairs/112367 Closeout project
N/A N/A 729
% of Project Expended 0.0%
NCDF 300 Unit Re-roof/112375 Roofing replacement.
215,000 159,820 55,180
% of Project Expended 74.3%
NCDF Dining Hall Flooring/112383 Flooring replacement.
40,000 22,486 17,514
% of Project Expended 56.2%
Subtotal Adult Detention Facilities 11,171,420 7,629,596 1,673,049 3,543,204
County of Sonoma
FY 2012-2013 Recommended Budget
219
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Chanate and Health Services
Orenda Center HVAC/124040 HVAC upgrade.
50,000 - 50,000
% of Project Expended 0.0%
Orenda Center Re-roof/150763 Closeout project
N/A N/A 210
% of Project Expended 0.0%
Orenda Center Window Replacement/150813 Complete window replacement.
55,000 51,902 3,098
% of Project Expended 94.4%
Subtotal Health Services 105,000 51,902 - 53,308
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%
Juvenile Hall Replacement/113308 Closeout project
N/A N/A 7,021
% of Project Expended 0.0%
Juvenile Justice Center/113431 Closeout project
N/A N/A 6,197
% of Project Expended 0.0%
VMCH Phase III/113498 Phase III construction of new VCMH-VMCC ; also 12,037,161 11,691,661 345,500
construct a new ball field near the new VMCC.
% of Project Expended 97.1%
Los Guilicos Water System Replacement/113555 Replace private, on-site water system installed in the
75,000 - 75,000
1950s; migrate JJC/VOMCC irrigation to city water. % of Project Expended 0.0%
Los Guilicos Photovoltaic System/113563 Expand proposed photovoltaic array to increase solar 4,388,500 4,330,131 30,000 58,369
capacity from 0.75 MW to 1.5 MW.
% of Project Expended 98.7%
Subtotal Los Guilicos 16,540,661 16,021,791 30,000 532,088
Veterans' Memorial/Commmunity Svc. Bldgs.
Vets Buildings Repairs/145177 Various repairs at Veterans Memorial Buildings.
3,433,052 2,803,434 629,618
% of Project Expended 81.7%
Santa Rosa Vets ADA/150797 Closeout project
N/A N/A 2,845
% of Project Expended 0.0%
Subtotal Memorial Buildings 3,565,856 2,936,238 - 632,463
County of Sonoma
FY 2012-2013 Recommended Budget
220
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Other Facilities
ADA Projects/109371
Animal Shelter Expansion/150060
Various ADA barrier removal projects, including the
preparation of the 2009 update of the Self Evaluation
and Transition Plan.
Renovate existing Animal Shelter to improve efficiency
and be more in line with current best practices for the
operation of the shelter.
5,483,129 5,344,089 139,040
% of Project Expended 97.5%
4,581,584 4,548,753 32,831
% of Project Expended 99.3%
Spud Pt. Transformer Replacement/150136 Replace aging transformer.
45,000 752 44,248
% of Project Expended 1.7%
Sonoma Vly SO Substation/150219 Installed 12kW PV system at Sonoma Sheriff's
2,920,022 2,889,912 30,000 30,110
Substation. Will cut GHGs by 5.7 tons/yr.
% of Project Expended 99.0%
Electric Vehicle Infrastrucure/150235 Install Electric Vehicle Charging Stations; adding 15 to 50,000 5,050 44,951
20 EV and chargers per year to the County over 5 years. % of Project Expended 10.1%
Facility Planning/150268
Various planning efforts: Secure MADF to new Court
House connection study, consolidated MADF kitchen,
furniture and space guidelines, security electronics
assessment at JJC.
1,076,000 317,936 758,064
% of Project Expended 29.5%
Water Conservation/150300 Initial landscape water conservation projects at CAC. 152,000 141,344 10,656
% of Project Expended 93.0%
2009 ADA SETP Improvements/150326
Remove physical barriers per the approved County of
Sonoma 2009 updated ADA Transition Plan; Barrier
removalprojects per approved, prioritized
implementation schedule.
7,513,660 1,320,791 1,600,000 5,792,869
% of Project Expended 17.6%
HSD/DAFSU Relocation/150342 Closeout project
N/A N/A 6,213
% of Project Expended 0.0%
Redevelopment Improvements/150375
Hazardous Materials Mgt/Abatement/150532
Roseland property - Maintain groundwater monitoring
well and on-going sampling and reporting test results to
the Water Quality Board.
Continuation of phased abatement to address hazmat
found in County facilities in the course of other projects
for which abatement was otherwise not foreseen.
927,458 474,584 60,000 452,874
% of Project Expended 51.2%
1,263,243 942,333 320,910
% of Project Expended 74.6%
SCERA Re-model/150540 Complete re-model of SCERA offices.
47,950 42,270 5,680
% of Project Expended 88.2%
g Q y
Ground Water Contam. Monitor/Remed./150573 606,401 504,426 20,000 101,975
% of Project Expended 83.2%
Human Services Improvement Projects/150722 Improvments to HSD facilities.
2,546,297 968,436 1,577,861
% of Project Expended 38.0%
Morgue Retaining Wall/150748 Repairs of storm-damaged retaining wall.
206,000 149,960 56,040
% of Project Expended 72.8%
Emergency Generator Projects/150755 Provide emergency generators at various County
360,000 283,187 76,813
facilities.
% of Project Expended 78.7%
County of Sonoma
FY 2012-2013 Recommended Budget
221
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Water Hazards in 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
% of Project Expended 13.5%
TPW Sonoma Road Yard Renovation/150847 Complete assessment of conditions and determine the 39,854 39,708 146
scope and cost of improving the buildings and site.
% of Project Expended 99.6%
Emergency Services Warehouse/150862
Needs Assessment for storage facilitiy for Fire and
Emergency Services department to replace current
inadequate facilities in Los Guilicos.
25,000 12,922 12,078
% of Project Expended 51.7%
Smoking Ordinance/150870 Support implementation of smoking ordinance with
140,000 22,630 117,370
Designated Smoking Area design & construction.
% of Project Expended 16.2%
Fleet/Materials Lab Relocation/150888
The budget includes funds for a portion of the project
management of the Fleet Maintenance facility move.
Project Budget will be adjusted to reflect the full cost of
the move when the Board approves the relocation plan.
280,000 - 280,000 280,000
% of Project Expended 0.0%
QECB Projects/150896 Various QCEB-funded energy efficiency preojcts.
1,289,832 - 1,289,832 1,289,832
% of Project Expended 0.0%
Subtotal Other Facilities 29,640,109 18,020,762 3,679,832 11,225,561
SUBTOTAL GENERAL GOVERNMENT 115,988,399 94,286,617 5,999,881 20,819,736
Sheriff's Office Communications Projects
Communications Sites Obtain/Develop/150094 Closeout project.
N/A N/A 1,148
% of Project Expended 0.0%
Mobile Data Terminals/150276 Reprogram all UHF channels and all mobile radios on 100,000 - 100,000
those channels to comply with mandated regulations.
% of Project Expended 0.0%
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.
1,587,880 - 1,587,880
% of Project Expended 0.0%
TOTAL SHERIFF'S OFFICE COMMUNICATIONS 1,687,880 - - 1,689,028
TOTAL GENERAL GOVERNMENT 117,676,279 94,286,617 5,999,881 22,508,764
County of Sonoma
FY 2012-2013 Recommended Budget
222
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Helen Putnam Park/140053
Hood Mountain/140095
REGIONAL PARKS
Planning and constructing expanded access to regional
park.
Complete resources studies and master plan 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.
65,179 15,063 - 50,116
% of Project Expended 23.1%
660,523 109,096 4,000 551,427
% of Project Expended 16.5%
Sea Ranch Trail Work/140111
Relocate sections of the Bluff Top Trail public access
easement and access to Walk On Beach, prepare final
design and C.E.Q.A. and complete improvements.
71,804 50,772 - 21,032
% of Project Expended 70.7%
Doran Park/140137 Planning and environmental review for a new boat ramp, 315,075 104,636 - 210,439
parking and associated improvements.
% of Project Expended 33.2%
Mark West Creek/140145 Proposed new 1,100-acre regional park in the Mark
511,294 46,294 15,000 465,000
West Creek watershed.
% of Project Expended 9.1%
Healdsburg Ridge/140152 Design and construction management for recreation
395,661 207,947 - 187,714
access to Healdsburg open space, funded by Open Space % of Project Expended 52.6%
Laguna de SR Trail/140160 New trail development is underway with funding from 1,563,501 987,790 - 575,711
the Open Space District.
% of Project Expended 63.2%
Copeland Creek Trail/140178 Plan trail connecting Sonoma State University to Crane 55,000 1,000 - 54,000
Creek Regional Park.
% of Project Expended 1.8%
North Sonoma Mountain Trail/140194 Phase I trail construction underway, funded by the Open 1,961,660 1,337,952 - 623,708
Space District.
% of Project Expended 68.2%
Stillwater Cove Park/140236 Closeout project.
N/A N/A - 1,453
% of Project Expended 0.0%
Russian River Access Sites - Lower/140251 Feasibility study to identify Russian River access areas 25,000 - 25,000 25,000
below Wohler Bridge to the coast.
% of Project Expended 0.0%
Sonoma Valley Regional Park/140269 Closeout project.
N/A N/A 20,000
% of Project Expended 0.0%
Ragle Ranch/140285 Planning and design for permanent restroom near the
25,000 - 25,000 25,000
volleyball and tennis courts.
% of Project Expended 0.0%
SMART Trail SW-Santa Rosa/140319
Design and construction of a 1.3 mile Class 1 trail
parallel to the rail corridor. 1,128,460 171,443 - 957,017
% of Project Expended 15.2%
County of Sonoma
FY 2012-2013 Recommended Budget
223
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Timber Cove Trail Plan/140327 Feasibility study is underway to identify a 3 mile trail 199,465 53,495 - 145,970
parallel to Hwy 1 for the California Coastal Trail.
% of Project Expended 26.8%
Hudeman Slough/140368 Planning for boat launch redevelopment and A.D.A.
175,000 2,000 150,000 173,000
improvements.
% of Project Expended 1.1%
West County Trail/140376 Bridge replacement design on the existing trail between 438,641 306,236 - 132,405
Petaluma Ave and Merced Ave.
% of Project Expended 69.8%
Park Paystations/140384 Install pay stations at various parks to provide options 122,454 - - 122,454
for paying for park use, reduce field staff fee collection
time, and increase parking revenue.
% of Project Expended 0.0%
Shiloh Ranch/140392 Complete trail improvement work.
295,018 294,558 - 460
% of Project Expended 99.8%
Crane Creek Park/140434 Closeout project.
N/A N/A - 8,093
% of Project Expended 0.0%
Foothill Park/140442 Phase 4 includes construction of a well, restroom,
268,533 19,939 74,000 248,594
connections to utilities, and picnic area.
% of Project Expended 7.4%
West Sonoma County Gateway/140459
Plan for access to public and publicly-used open space
including trailheads, access easements, use agreements,
and access operating agreements.
82,000 6,280 5,000 5,720
% of Project Expended 7.7%
Sonoma Schellville Trail/140475 Planning and acquisition for 4.8-mile trail.
274,125 55,921 130,000 218,204
% of Project Expended 20.4%
Sonoma Valley Trail/140491 Feasibility study for a 13 mile Class I trail connecting 211,175 - 21,175 21,175
Santa Rosa with Sonoma.
% of Project Expended 0.0%
Estero Trail/140509 Planning for a trail connection on the Open Space
50,000 - 50,000 50,000
District's conservation easement on Bordessa Ranch.
% of Project Expended 0.0%
Occidental Community Center/140517
Redevelop existing building, centralizing recreational
support services and providing a tourism base for
recreational access to parks and open space properties in
West County.
100,000 - 100,000 100,000
% of Project Expended 0.0%
Petaluma - Sebastopol Trail/140525 Feasibility Study for a 12 mile Class I trail connecting 182,000 - 6,000 6,000
Petaluma with Sebastopol.
% of Project Expended 0.0%
Santa Rosa Creek Trail/140541 Complete construction repair of 2.14 mile Class 1 trail 825,680 677,274 - 148,406
from Fulton to Willowside roads.
% of Project Expended 82.0%
Westside Boat Launch/140558 Planning and environmental review for a new boat ramp, 272,500 12,500 - 260,000
parking and associated improvements.
% of Project Expended 4.6%
Kenwood Plaza/140582 Fabricate and install interpretive signs.
34,501 30,269 - 4,232
% of Project Expended 87.7%
County of Sonoma
FY 2012-2013 Recommended Budget
224
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Birdwalk Coastal Access/140632 Complete interpretive signs.
602,116 601,183 - 933
% of Project Expended 99.8%
Bohemia Ranch/140640 Closeout project.
N/A N/A 5,000
% of Project Expended 0.0%
Steelhead Beach/140657 Develop walk-in campground area and park entry
95,553 43,916 - 51,637
improvements.
% of Project Expended 46.0%
Cloverdale Regional Park/140665
Sonoma Valley Park/140681
Complete Phase 3 construction of boat ramp, parking,
family picnic sites, and pathways along with river bank
restoration and planting.
Plan and develop a trail extension into the 41-acre
expanded park area, opening it for public use.
918,769 693,692 - 225,077
% of Project Expended 75.5%
82,287 53,653 - 28,634
% of Project Expended 65.2%
Tolay Lake Regional Park/140707 Comprehensive Master Plan and studies for a 3,434-acre 2,276,573 1,660,556 150,000 616,017
regional park between Petaluma and Sonoma Valley.
% of Project Expended 72.9%
Schopflin Fields/140715 Construct additional baseball/soccer field.
25,000 - 25,000 25,000
% of Project Expended 0.0%
Sonoma Mtn. Park/140723 Planning for access and public recreational use.
25,000 9,822 - 15,178
% of Project Expended 39.3%
Guerneville River Park/140772
Taylor Mountain Regional Park/140806
Bodega Bay Breakwater/140830
Phase 2 includes acquisition for park expansion and
access along with construction of boat launch, parking,
picnic area, and pathway.
Complete Master Plan and design Phase 1 including the
driveway, parking, trails, restroom, picnic areas, and a
natural play course off of Petaluma Hill Road.
Planning and environmental review for marina and
Bodega Harbor channel dredging.
366,593 18,568 5,000 348,025
% of Project Expended 5.1%
61,169 51,689 5,000 9,480
% of Project Expended 84.5%
284,917 176,530 - 108,387
% of Project Expended 62.0%
SF Bay Trail/140863 Planning and acquisition for over 9 miles of regional 137,328 128,253 - 9,075
trail in southern Sonoma County.
% of Project Expended 93.4%
Sunset Beach Park/140871
Riverfront Park/140889
Complete new Russian River access including parking,
picnic area, trail, boat portage, landscape restoration,
and road improvements.
Phase 3 constructs Lake Benoist and Russian River
access including trails, park driveway extension, picnic
and rest areas, boat portages, entry kiosk, and lakeshore
and river planting restoration.
1,069,746 1,066,898 - 2,848
% of Project Expended 99.7%
479,520 216,315 - 263,205
% of Project Expended 45.1%
Healdsburg Dam/140897 Finalize design and obtain permits for renovation of
135,000 15,291 15,000 119,709
seasonal dam on Russian River.
% of Project Expended 11.3%
Occidental to Coast Trail/140905 Closeout project.
N/A N/A - 5,877
% of Project Expended 0.0%
County of Sonoma
FY 2012-2013 Recommended Budget
225
Capital Projects

Capital Projects Financing Table
FY 2012-2013
Project Title/Index
Project Description
Total Project
Budget
Total
Expenditures
To Date
New
Funding
FY 12-13
Total
Appropriation
(Gross Exp.)
Central Sonoma Valley Trail/140921 Planning and construction of Class I trail parallel to
384,845 270,602 5,000 114,243
Highway 12 connecting schools and parks.
% of Project Expended 70.3%
Bodega Bay Bike and Ped. Trail/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.
1,485,622 709,005 20,000 776,617
% of Project Expended 47.7%
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.
44,000 10,837 25,000 33,163
% of Project Expended 24.6%
Storm Damage Projects/140988 Repair storm damage from 2005-06 Flood.
3,439,906 2,179,215 - 1,260,691
% of Project Expended 63.4%
TOTAL REGIONAL PARKS 22,223,193 12,396,490 875,175 9,431,126
GENERAL GOVERNMENT CAPITAL PROJECTS 117,676,279 94,286,617 5,999,881 22,508,764
REGIONAL PARKS CAPITAL PROJECTS 22,223,193 12,396,490 875,175 9,431,126
GRAND TOTAL CAPITAL PROJECTS 139,899,472 106,683,107 6,875,056 31,939,890
County of Sonoma
FY 2012-2013 Recommended Budget
226
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.
County of Sonoma
FY 2012-2013 Recommended Budget
227
State Financial Schedules

County of Sonoma
FY 2012-2013 Recommended Budget
228
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 1
County Budget Act State of California
January 2010 All Funds Summary
Fiscal Year 2012-13
Total Financing Sources
Total Financing Uses
Unallocated Decreases to Additional Total Increases to Total
Fund Balance Fund Balance/ Financing Financing Financing Fund Balance/ Financing
Fund Name June 30,2012 Net Assets Sources Sources Uses Net Assets Uses
(1) (2) (3) (4) (5) (6) (7) (8)
General Fund 0 22,587,990 361,351,186 383,939,176 383,171,822 767,354 383,939,176
Special Revenue Funds 0 51,697,686 407,388,536 459,086,222 455,218,199 3,868,023 459,086,222
Capital Project Funds 0 1,870,675 30,069,166 31,939,841 31,939,841 0 31,939,841
Debt Service Funds 0 0 11,727,974 11,727,974 11,232,507 495,467 11,727,974
Subtotals - Governmental Funds 0 76,156,351 810,536,862 886,693,213 881,562,369 5,130,844 886,693,213
Less: Operating Transfers 0 0 (86,331,371) (86,331,371) (86,331,371) 0 (86,331,371)
Total Governmental Funds 0 76,156,351 724,205,491 800,361,842 795,230,998 5,130,844 800,361,842
Enterprise Funds 0 11,193,614 122,722,722 133,916,336 133,916,336 0 133,916,336
Internal Service Funds 0 15,762,528 49,965,748 65,728,276 65,728,276 0 65,728,276
Special Districts & Other Agencies 0 46,845,656 229,141,630 275,987,286 275,987,286 0 275,987,286
Total Other Funds 0 73,801,798 401,830,100 475,631,898 475,631,898 0 475,631,898
Total All Funds 0 149,958,149 1,126,035,591 1,275,993,740 1,270,862,896 5,130,844 1,275,993,740
County of Sonoma
FY 2012-2013 Recommended Budget
229
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 2
County Budget Act State of California
January 2010 Governmental Funds Summary
Fiscal Year 2012-13
Total Financing Sources
Total Financing Uses
Unallocated Additional Total Total
Fund Balance Decreases to Financing Financing Financing Increases to Financing
Fund Name June 30,2012 Fund Balance Sources Sources Uses Fund Balance Uses
(1) (2) (3) (4) (5) (6) (7) (8)
10-010-XXX General 0 21,749,693 360,885,500 382,635,193 382,624,760 10,433 382,635,193
10-065-XXX ACO Funds 0 838,297 465,686 1,303,983 547,062 756,921 1,303,983
10 Total General 0 22,587,990 361,351,186 383,939,176 383,171,822 767,354 383,939,176
11-110-XXX Advertising 0 709,995 6,908,863 7,618,858 7,618,858 7,618,858
11-140-XXX Fish/Wildlife 0 11,150 45,800 56,950 56,950 56,950
11-160-XXX Road 0 11,077,523 49,224,113 60,301,636 60,251,636 50,000 60,301,636
11-190-XXX Tobacco Tax 0 182,394 182,394 182,394 182,394
11-300-XXX Mandated 0 33,097,926 41,100,243 74,198,169 70,946,870 3,251,299 74,198,169
11-400-XXX Public Safety Realignment 0 981,832 37,598,465 38,580,297 38,580,297 38,580,297
11-580-XXX Human Svcs-Realign 0 30,169,169 30,169,169 30,169,169 30,169,169
11-590-XXX Human Services Dept 0 124,695,936 124,695,936 124,695,936 124,695,936
11-600-XXX DCSS-Child Support Enf 0 10,017 14,571,820 14,581,837 14,581,837 14,581,837
11-610-XXX Dept of Health Services 0 52,092,979 52,092,979 52,092,979 52,092,979
11-640-XXX Health-Realign 0 545,595 23,869,540 24,415,135 24,415,135 24,415,135
11-650-XXX Mental Health-Realign 0 13,332,135 13,332,135 12,765,411 566,724 13,332,135
11-660-XXX Mental Health Svcs Act 0 5,263,648 13,597,079 18,860,727 18,860,727 18,860,727
11 Total Special Revenue 0 51,697,686 407,388,536 459,086,222 455,218,199 3,868,023 459,086,222
12 Total Capital Projects 0 1,870,675 30,069,166 31,939,841 31,939,841 0 31,939,841
13 Total Debt Service 0 0 11,727,974 11,727,974 11,232,507 495,467 11,727,974
Subtotals 0 76,156,351 810,536,862 886,693,213 881,562,369 5,130,844 886,693,213
XX Operating Transfers* 0 0 (86,331,371) (86,331,371) (86,331,371) 0 (86,331,371)
Total Governmental Funds 0 76,156,351 724,205,491 800,361,842 795,230,998 5,130,844 800,361,842
*Transfers within a fund totalling $27,400,188 have been eliminated from the above fund totals. Transfers between funds are included within the above
funds and eliminated here before consolidating General County totals.
County of Sonoma
FY 2012-2013 Recommended Budget
230
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 3
County Budget Act
State of California
January 2010
Fund Balance-Governmental Funds
Fiscal Year 2012-13
Less: Obligated Fund Balance
Total
Total
Estimated Less: Unallocated
Fund Balance Unassigned Fund Balance
Fund Name June 30, 2012 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2012
(1) (2) (3) (4) (5) (6) (7) (8)
10-010-XXX General 66,127,938 30,386,835 30,372,338 5,368,765 0
10-020-XXX General Reserve 28,369,186 28,369,186 0
10-065-XXX ACO Funds 4,434,934 4,434,934 0
10 Total General 98,932,058 30,386,835 0 0 34,807,272 33,737,951 0
11-110-XXX Advertising 1,371,363 15,000 1,356,363 0
11-140-XXX Fish/Wildlife 151,542 151,542 0
11-160-XXX Road 17,791,589 669,355 17,122,234 0
11-300-XXX Mandated 127,651,185 127,651,185 0
11-400-XXX Public Safety Realignment 1,664,360 1,664,360 0
11-590-XXX Human Services Dept 413,051 413,051 0
11-600-XXX DCSS-Child Support Enf 10,017 10,017 0
11-610-XXX Dept of Health Services 43,656 43,656 0
11-640-XXX Health-Realign 1,694,041 1,694,041 0
11-650-XXX Mental Health-Realign 3,344,121 3,344,121 0
11-660-XXX Mental Health Svcs Act 9,994,092 9,994,092 0
11 Total Special Revenue 164,129,017 684,355 162,088,299 1,356,363 0 0 0
12 Total Capital Projects 1,870,675 0 0 0 1,870,675 0 0
13 Total Debt Service 20,247,440 0 20,247,440 0 0 0 0
Total Governmental Funds 285,179,190 31,071,190 182,335,739 1,356,363 36,677,947 33,737,951 0
*Fund Balance Component Definitions (encumbrances are excluded):
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.
3) Committed - Formal action required by the Board of Supervisors.
4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.
County of Sonoma
231
FY 2012-2013 Recommended Budget
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010
Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2012-13
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
General Fund - Nonspendable:
10-010-000 Inventory 39,699 39,699
10-010-000 Retirement Deposits 30,078,081 30,078,081
10-010-371 P.W.-Water Systems-Advances 69,055 69,055
10-010-776 Tobacco Deallocation-LT Receivables 200,000 200,000
Subtotal - Nonspendable 30,386,835 0 0 30,386,835
General Fund - Assigned:
10-010-000 General Fund Balance 11,000,000 11,000,000 0
10-010-070 IS Replacement-A 2,960,160 1,822,223 1,137,937
10-010-071 IS Replacement-B 406,553 2,518 404,035
10-010-072 Technology Investment Fund 1,578,109 1,537,312 40,797
10-010-110 County Center Parking 53,344 16,293 37,051
10-010-120 So Co Energy Watch 273,602 3,572 277,174
10-010-251 ARM-Mitigation 189,178 1,100 190,278
10-010-320 Parks-Equip Replace 180,365 180,365
10-010-370 P.W.-District Formation 85,206 5,044 80,162
10-010-371 P.W.-Water Systems 308,635 3,761 312,396
10-010-400 Sheriff-Radio Replacement 218,884 2,000 220,884
10-010-403 Sheriff-Radio Infrastructure 1,079,265 1,079,265
10-010-440 Probation-SAC Ops & Replacement 222,728 222,728
10-010-775 Tribal Development Impact Mitigation 3,500,000 3,500,000
10-010-776 Tobacco Deallocation 6,659,581 5,709,575 950,006
10-010-777 Refuse Franchise Fees 1,156,728 1,156,728 0
10-010-779 Assessment Appeals 500,000 500,000 0
Subtotal - Assigned 30,372,338 21,749,693 10,433 8,633,078
General Fund - Unassigned:
10-010-000 State Mandates 508,662 508,662
10-010-000 JMS System 500,000 500,000
10-010-000 OPEB 3,000,000 3,000,000
10-010-000 Supplemental Tax Processing 1,360,103 1,360,103
Subtotal - Unassigned 5,368,765 0 0 5,368,765
Subtotal General Fund 66,127,938 21,749,693 10,433 44,388,678
General Reserve - Unassigned
10-020-000 General Reserve 28,369,186 28,369,186
ACO Funds - Assigned
10-065-100 Fleet ACO 2,284,982 688,051 2,973,033
10-065-200 Reprographics ACO 2,007 2,007
10-065-400 Communications ACO 1,072,120 838,297 233,823
10-065-500 Facilities ACO 770,721 66,638 837,359
10-065-600 Records ACO 305,104 2,232 307,336
Total ACO Funds 4,434,934 838,297 756,921 4,353,558
10 Total General Fund 98,932,058 22,587,990 767,354 77,111,422
County of Sonoma
FY 2012-2013 Recommended Budget
232
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010
Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2012-13
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Advertising - Nonspendable:
11-110-000 Long Term Receivables 15,000 15,000
Advertising - Committed:
11-110-000 Advertising 1,042,704 709,995 332,709
11-110-000 Economic Uncertainties 313,659 313,659
Total Advertising 1,371,363 709,995 0 661,368
Fish/Wildlife - Restricted:
11-140-000 Fish/Wildlife 151,159 11,150 140,009
11-140-100 Abalone Preservation 383 383
Total Fish/Wildlife 151,542 11,150 0 140,392
Road Fund - Nonspendable:
11-160-060 Maint Division-Inventory 669,355 669,355
Road Fund - Restricted:
11-160-000 Road 3,257,383 159,266 3,098,117
11-160-020 Bridges 85,200 85,200
11-160-030 Overlays/Road Improvements 28,260 28,260
11-160-060 Maintenance Division 3,754,389 1,330,288 2,424,101
11-160-080 Co-operative Cap Projects 38,667 50,000 88,667
11-160-090 State Tribal Casino Fund 30,423 30,423
11-160-403 Sonoma Vly Dev Fee 1,142,108 802,235 339,873
11-160-404 Moorland Ave Dev Fee 70 70
11-160-409 Countywide Developer Fees 8,785,734 8,785,734 0
Total Road Fund 17,791,589 11,077,523 50,000 6,764,066
Mandated Funds - Restricted:
11-300-100 Tidelands Leases 543,297 255,306 287,991
11-300-210 Assessor-Prop Characteristics 507,701 10,792 518,493
11-300-211 Assessor-Prop Tax Admin 3,801 832 4,633
11-300-240 Recorder-Modernization 7,017,138 205,336 7,222,474
11-300-241 Recorder-Micrographics 739,927 37,945 777,872
11-300-242 Clerk/Recorder VRIP 362,408 11,500 373,908
11-300-243 Social Security Truncation 39,376 122,655 162,031
11-300-245 Recorder Operations 421,191 8,517 412,674
11-300-250 Survey-Monument Preservation 75,995 400 76,395
11-300-251 PRMD-Planning Admin Fund 421,753 3,000 424,753
11-300-320 Reg Parks Restricted Fund 644,129 91,935 552,194
11-300-321 Sonoma/Gualala Park Mit 135,548 67,656 67,892
11-300-322 Clov/Healds Park Mit 258,540 91,781 166,759
11-300-323 Russ Riv/Seb Park Mit 146,090 56,912 89,178
11-300-324 Santa Rosa Park Mit 129,000 110,540 18,460
11-300-325 RP-Cot/Pet Park Mit 370,331 35,995 406,326
11-300-326 Sonoma Vly Park Mit 201,688 196,949 4,739
11-300-327 Lark-Wik Spec Plan Park Mit 25,654 21,697 3,957
11-300-371 Pub Educ Govt Access Fees 1,033,218 181,808 851,410
11-300-400 Sheriff-AB1109 Fees 627,422 65,525 692,947
11-300-401 Sheriff-AB709 Fees 194,120 28,667 165,453
11-300-402 Sheriff-Fed Forfeiture-DOJ 898,284 78,700 819,584
County of Sonoma
FY 2012-2013 Recommended Budget
233
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010
Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2012-13
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Mandated Funds - Restricted (cont):
11-300-403 Sheriff-Fed Forfeiture-US Treas 5,363 5,363
11-300-404 Sheriff-DMV ID Fee 1,789,518 1,789,518 0
11-300-405 Asset Forfeiture Fund 672,929 672,929
11-300-406 JAG 33 33
11-300-410 Detention-Jail Industries 195,410 23,575 171,835
11-300-421 D.A.-Auto Insurance Fraud 114,273 57,886 56,387
11-300-422 D.A.-Consumer Protection 966,742 257,912 708,830
11-300-423 D.A.-SCATT 48,304 12,873 61,177
11-300-424 D.A.-Family Justice Center 375,839 22,224 398,063
11-300-425 D.A.-Asset Forfeiture 15,247 14,134 1,113
11-300-426 D.A.-FJC-SB635 19,973 19,859 114
11-300-427 D.A.-Treasury Forfeiture 2,894 2,894 0
11-300-432 JJCPA 790 790 0
11-300-433 Probation-CCPIF 223,162 221,829 1,333
11-300-440 Prob-Juv Funds 287 287 0
11-300-460 Courthouse Construction 1,129,149 461,652 667,497
11-300-461 Criminal Justice Construction 3,862,768 1,371,989 2,490,779
11-300-463 Penalty Assessment 11,859 11,859
11-300-512 Alternate Dispute Resolution 207,432 45,562 161,870
11-300-594 Dependent Child Fund 38,845 38,845
11-300-610 AODS-Memorial Fund 24,315 24,315 0
11-300-650 MH-Interim Fund 33,294 7,700 25,594
11-300-652 PH-PHER 28,680 28,680
11-300-653 PH-HPP 76 76 0
11-300-654 PH-HPP-H1N1 81 81 0
11-300-655 Medi-Cal System Expansion 1,823,885 2,637,644 4,461,529
11-300-678 AODS-JAG Funds 11,124 11,124
11-300-679 AODS-OTP 12,256 12,256
11-300-680 P&P-C&FC-Dedicated Fund 26,477,330 3,283,077 23,194,253
11-300-681 P&P-Children & Families First 100,289 100,289
11-300-682 PH-EMS 140,304 15,614 124,690
11-300-683 EH-Solid Waste-EAG 2,153 2,153 0
11-300-684 P&P-Child Safety Seats 5,943 5,943 0
11-300-685 AODS-Residential Tox & Detox 4,856 4,856 0
11-300-686 AODS-Alc Abuse Educ/Prev 517 517 0
11-300-691 AODS-AB 1916 29,355 29,355 0
11-300-692 AODS-SACPA 22,579 22,579
11-300-693 PH-Vital Statistics Fund 7,117 3,613 3,504
11-300-696 Admin-MAA/TCM Audit Reserve 1,326,664 67,611 1,394,275
11-300-697 PH-Bioterrorism Program 185,933 185,933
11-300-698 PH-SB 1773 123,224 101,054 22,170
11-300-699 Childrens Fund 40,875 40,875
11-300-700 ACC-Public Educ Fund 20,994 20,994
11-300-700 ACC-Public Educ-Equipment 69,336 8,667 78,003
11-300-701 W & M Transaction Verification 20,564 3,450 17,114
11-300-702 Animal Welfare Fund 158,524 8,300 166,824
11-300-770 Securitization/Endowment A 20,304,612 9,651,294 10,653,318
11-300-774 Open Space Spec Tax Account-Meas F 52,198,877 14,506,473 37,692,404
Total Mandated Funds 127,651,185 33,097,926 3,251,299 97,804,558
County of Sonoma
FY 2012-2013 Recommended Budget
234
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 4
County Budget Act State of California
January 2010
Detail of Changes in Fund Balance-Governmental Funds
Fiscal Year 2012-13
Decreases or Cancellations Increases or New Total
Estimated
Description Estimated Adopted by Adopted by Fund Balance
(Identified by Fund Fund Balance the Board of the Board of for the
Balance Component*) June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(1) (2) (3) (4) (5) (6) (7)
Public Safety Realignment - Restricted:
11-400-110 Prob-YOBG 740,348 411,330 329,018
11-400-120 Prob-Juv Prob/Camp Funding 397,121 300,000 97,121
11-400-130 Prob-JJCPA 526,841 270,502 256,339
11-400-310 D.A.-Local Law Enf Services 50 50
Total Public Safety Realignment 1,664,360 981,832 0 682,528
Human Services Dept - Restricted:
11-590-100 Human Services Dept 187,993 187,993
11-590-110 WP-Federal Assistance 157,105 157,105
11-590-120 WP-WrapAround 67,953 67,953
Total Human Services Dept 413,051 0 0 413,051
DCSS-Child Support Enforce - Restricted:
11-600-020 DCSS-Child Support Enforcement 10,017 10,017 0
Dept of Health Services - Restricted:
11-610-100 Dept of Health Services 43,656 43,656
Health Realignment - Restricted:
11-640-710 Health Realign-Operating 1,694,041 545,595 1,148,446
Mental Health Realignment - Restricted:
11-650-810 MH Realign-Operating 3,344,121 566,724 3,910,845
Mental Health Services Act - Restricted:
11-660-420 MHSA-CSS 68,698 68,698 0
11-660-430 MHSA-Capital 4,240,817 1,717,176 2,523,641
11-660-440 MHSA-Early Intervention 3,084,479 1,929,108 1,155,371
11-660-450 MHSA-Educ/Training 1,138,869 651,012 487,857
11-660-460 MHSA-Innovation 563,575 563,575
11-660-470 MHSA-Prudent Reserve 897,654 897,654 0
Total Mental Health Svcs Act 9,994,092 5,263,648 0 4,730,444
11 Total Special Revenue Funds 164,129,017 51,697,686 3,868,023 116,299,354
12 Capital Projects (Assigned) 1,870,675 1,870,675 0 0
13 Debt Service (Restricted) 20,247,440 0 495,467 20,742,907
Total Governmental Funds 285,179,190 76,156,351 5,130,844 214,153,683
County of Sonoma
FY 2012-2013 Recommended Budget
235
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 5
County Budget Act
State of California
January 2010
Summary of Additional Financing Sources by Source and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Summarization By Source:
10 Taxes:
Property Taxes-CY Secured 174,053,278 172,367,983 171,913,721
Property Taxes-CY Supplemental 1,002,941 620,000 1,000,000
Property Taxes-CY Unsecured 5,316,900 5,369,000 5,000,000
Property Taxes-PY Secured 578,786 (100,000) 0
Property Taxes-PY Supplemental (26,872) (15,000) 0
Property Taxes-PY Unsecured 132,006 75,000 75,000
Penalties/Costs on Taxes 52 0 0
In Lieu Local Sales/Use Taxes 3,050,836 3,498,190 3,136,500
Sales/Use Taxes 12,876,927 25,850,422 26,430,000
Other Taxes 11,575,626 11,627,232 11,683,795
208,560,480 219,292,827 219,239,016
13 Licenses, Permits and Franchises 16,216,263 15,688,659 17,950,036
15 Fines, Forfeitures and Penalties 21,314,424 16,348,583 12,759,902
17 Revenue From Use of Money and Property 10,491,627 10,035,854 6,960,927
20 Intergovernmental Revenues:
Intergovernmental-State 273,033,127 269,388,357 295,836,751
Intergovernmental-Federal 65,985,899 52,948,172 66,298,825
Intergovernmental-Other 25,384,080 26,475,658 34,594,442
364,403,106 348,812,187 396,730,018
30 Charges for Current Services 104,462,295 56,005,348 52,140,229
40 Miscellaneous Revenues 24,656,701 14,795,011 16,937,456
46 Other Financing Sources* 63,904,695 950,966 1,487,907
Total Summarization by Source 814,009,591 681,929,435 724,205,491
*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, and 2012-13 Recommended transfers
totalling $113,731,559.
County of Sonoma
FY 2012-2013 Recommended Budget
236
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 5
County Budget Act
State of California
January 2010
Summary of Additional Financing Sources by Source and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Summarization by Fund:
10-010-XXX General 386,751,756 362,411,176 360,885,500
10-065-XXX ACO Funds 768,705 2,255,651 465,686
10 General Fund 387,520,461 364,666,827 361,351,186
11-110-XXX Advertising 6,095,278 6,902,064 6,908,863
11-140-XXX Fish/Wildlife 31,285 33,050 45,800
11-160-XXX Road 38,144,825 33,145,874 49,224,113
11-190-XXX Tobacco Tax 210,454 189,974 182,394
11-300-XXX Mandated 87,026,861 38,863,024 41,100,243
11-400-XXX Public Safety Realignment 0 17,562,196 37,598,465
11-580-XXX Human Svcs-Realign 16,278,527 27,396,613 30,169,169
11-590-XXX Human Svcs Dept 152,220,266 132,155,386 124,695,936
11-600-XXX DCSS-Child Support Enf 13,789,841 12,218,869 14,571,820
11-610-XXX Dept of Health Services 56,248,410 52,144,480 52,092,979
11-640-XXX Health-Realign 23,633,100 23,593,725 23,869,540
11-650-XXX Mental Health-Realign 13,823,850 12,701,082 13,332,135
11-660-XXX Mental Health Services Act 23,930,012 11,951,435 13,597,079
11 Special Revenue Funds 431,432,709 368,857,772 407,388,536
12 Capital Projects 18,581,233 8,809,745 30,069,166
13 Debt Service 54,423,729 11,165,479 11,727,974
Subtotal 891,958,132 753,499,823 810,536,862
XX Transfers* (77,948,541) (71,570,388) (86,331,371)
Total Summarization by Fund 814,009,591 681,929,435 724,205,491
*The following transfers within a fund have been eliminated from the above fund totals: 2010-11 Actuals - $13,101,032, 2011-12 Estimated -
$22,052,689, and 2012-13 Recommended - $27,400,188. Transfers between funds are included within the above funds and eliminated here before
consolidating General County totals.
County of Sonoma
FY 2012-2013 Recommended Budget
237
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
10 Taxes:
100 Property Taxes-CY Secured:
10-010-XXX General 173,573,451 172,038,330 171,590,236
13-XXX-XXX Debt Service 479,827 329,653 323,485
174,053,278 172,367,983 171,913,721
102 Property Taxes-CY Supplemental 1,002,941 620,000 1,000,000
104 Property Taxes-CY Unsecured 5,316,900 5,369,000 5,000,000
106 Property Taxes-PY Secured:
10-010-XXX General 555,108 (100,000) 0
13-XXX-XXX Debt Service 23,678 0 0
578,786 (100,000) 0
108 Property Taxes-PY Supplemental (26,872) (15,000) 0
110 Property Taxes-PY Unsecured 132,006 75,000 75,000
112 Penalties/Costs on Taxes 52 0 0
113 In Lieu Local Sales/Use Tax 3,050,836 3,498,190 3,136,500
114 Sales/Use Taxes:
10-010-XXX General 9,965,427 10,100,000 10,302,000
11-300-XXX Mandated 2,911,500 15,750,422 16,128,000
12,876,927 25,850,422 26,430,000
126 Other Taxes:
10-010-XXX General 4,970,588 5,007,500 5,106,000
11-110-XXX Advertising 5,947,242 6,577,795 6,577,795
11-160-XXX Road 557,796 41,937 0
12-XXX-XXX Capital Projects 100,000 0 0
11,575,626 11,627,232 11,683,795
10 Total Taxes 208,560,480 219,292,827 219,239,016
County of Sonoma
FY 2012-2013 Recommended Budget
238
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
13 Licences, Permits and Franchises:
130 Animal Licenses
10-010-XXX General 691,025 0 0
11-610-XXX Dept of Health Services 198 699,904 699,000
691,223 699,904 699,000
132 Business Licenses:
10-010-XXX General 51,050 43,631 19,180
11-610-XXX Dept of Health Services 2,749,215 2,612,271 2,659,067
2,800,265 2,655,902 2,678,247
134 Construction Permits:
10-010-XXX General 6,801,835 6,892,542 9,070,564
11-300-XXX Mandated 350,939 362,849 316,500
11-610-XXX Dept of Health Services 336,091 284,110 312,298
7,488,865 7,539,501 9,699,362
136 Road Privileges/Permits:
10-010-XXX General 45,202 28,685 28,176
11-300-XXX Mandated 0 4,300 0
45,202 32,985 28,176
138 Zoning Permits:
11-610-XXX Dept of Health Services 0 295 0
0 295 0
140 Franchises:
10-010-XXX General 3,056,801 2,600,000 2,600,000
11-300-XXX Mandated 346,193 282,737 275,000
11-610-XXX Dept of Health Services 185,000 189,600 186,900
3,587,994 3,072,337 3,061,900
146 Other Licenses/Permits:
10-010-XXX General 1,472,971 291,532 300,941
11-300-XXX Mandated 5,411 1,274,909 1,362,934
11-610-XXX Dept of Health Services 124,332 121,294 119,476
1,602,714 1,687,735 1,783,351
13 Total Licenses, Permits and Franchises 16,216,263 15,688,659 17,950,036
County of Sonoma
FY 2012-2013 Recommended Budget
239
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
15 Fines, Forfeitures and Penalties:
150 Vehicle Code Fines:
10-010-XXX General 80,655 90,611 96,851
11-160-XXX Road 285,585 270,000 270,000
11-300-XXX Mandated 0 9,503 5,150
366,240 370,114 372,001
152 Other Court Fines:
10-010-XXX General 1,936,146 1,791,346 1,760,724
11-140-XXX Fish/Wild Life 30,259 31,790 44,500
11-160-XXX Road 22,046 35,691 25,000
11-300-XXX Mandated 3,044,843 3,378,573 3,100,957
11-610-XXX Dept of Health Services 57,260 47,090 17,800
5,090,554 5,284,490 4,948,981
160 Forfeitures/Penalties:
10-010-XXX General 2,414,635 2,517,463 2,498,134
11-300-XXX Mandated 408,152 304,322 32,324
11-610-XXX Dept of Health Services (19) 77,313 73,600
12-XXX-XXX Capital Projects 0 0 100,000
2,822,768 2,899,098 2,704,058
169 Penalties/Costs on Taxes 13,034,862 7,794,881 4,734,862
15 Total Fines, Forfeitures and Penalties 21,314,424 16,348,583 12,759,902
County of Sonoma
FY 2012-2013 Recommended Budget
240
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
17 Revenue From Use of Money and Property:
170 Interest:
10-010-XXX General 8,431,632 8,241,075 5,248,562
10-065-XXX ACO Funds 32,181 30,356 26,158
11-110-XXX Advertising 28,236 25,000 25,000
11-140-XXX Fish/Wild Life 1,026 1,260 1,300
11-160-XXX Road 115,559 197,102 61,500
11-190-XXX Tobacco Tax 265 500 270
11-300-XXX Mandated 554,311 488,596 939,749
11-400-XXX Public Safety Realignment 0 50 50
11-580-XXX Human Svcs-Realign 15,472 29,502 13,225
11-590-XXX Human Services Dept (22,485) (77,551) 25,000
11-600-XXX DCSS-Child Support Enf 6,910 0 6,000
11-610-XXX Dept of Health Services (143,371) (121,000) (111,492)
11-640-XXX Health-Realign 24,816 37,985 40,120
11-650-XXX Mental Health-Realign 19,235 28,694 19,873
11-660-XXX Mental Health Svcs Act 46,410 158,035 91,479
12-XXX-XXX Capital Projects 5,232 61 0
13-XXX-XXX Debt Service 244,563 1,972 3,213
9,359,992 9,041,637 6,390,007
180 Rents/Concessions:
10-010-XXX General 921,827 921,526 453,697
11-300-XXX Mandated 118,432 27,872 117,223
12-XXX-XXX Capital Projects 91,376 44,819 0
1,131,635 994,217 570,920
17 Total Revenue From Use of Money and Property 10,491,627 10,035,854 6,960,927
20 Intergovernmental Revenues:
202 State-Highway Users Tax:
11-160-XXX Road 12,910,255 13,584,334 13,451,351
12,910,255 13,584,334 13,451,351
208 State-Other In-Lieu 6,099 1,000 0
210 State-Public Assist Admin:
11-590-XXX Human Services Dept 57,802,862 51,941,557 52,182,217
11-600-XXX DCSS-Child Support Enf 3,267,369 3,968,853 4,952,379
11-610-XXX Dept of Health Services 11,965,872 10,823,806 13,186,483
73,036,103 66,734,216 70,321,079
County of Sonoma
FY 2012-2013 Recommended Budget
241
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
214 State-Public Assist Programs:
11-590-XXX Human Services Dept 35,062,582 21,293,135 13,508,909
11-610-XXX Dept of Health Services 236,773 129,940 167,530
35,299,355 21,423,075 13,676,439
220 State-CA Children Services:
11-610-XXX Dept of Health Services 2,978,119 3,148,335 3,362,140
2,978,119 3,148,335 3,362,140
224 State-Mental Health:
11-590-XXX Human Services Dept 295,373 0 243,387
11-610-XXX Dept of Health Services 4,602,698 3,425,309 3,160,006
4,898,071 3,425,309 3,403,393
226 State-Tuberculosis Control:
11-610-XXX Dept of Health Services 25,325 25,544 29,991
25,325 25,544 29,991
228 State-Health:
11-190-XXX Tobacco Tax 210,189 189,474 182,124
11-300-XXX Mandated 666,241 670,682 658,621
11-590-XXX Human Services Dept 65,786 56,130 55,841
11-610-XXX Dept of Health Services 13,253,397 11,866,046 12,019,125
14,195,613 12,782,332 12,915,711
230 State-Agriculture 3,003,468 3,418,378 2,556,261
232 State-Civil Defense 241,035 193,510 215,468
234 State-Construction:
11-160-XXX Road 1,949,716 2,632,216 4,385,845
1,949,716 2,632,216 4,385,845
236 State-Corrections:
10-010-XXX General 10,358,285 1,543,005 2,047,813
11-300-XXX Mandated 1,491,424 148,273 0
11-400-XXX Public Safety Realignment 0 1,185,682 0
12-XXX-XXX Capital Projects 0 0 15,750
11,849,709 2,876,960 2,063,563
County of Sonoma
FY 2012-2013 Recommended Budget
242
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
240 State-Disaster Relief:
10-010-XXX General 16,697 86 0
11-160-XXX Road 52,534 8,620 0
12-XXX-XXX Capital Projects 120,081 104,279 168,955
189,312 112,985 168,955
242 State-Veterans' Affairs:
11-590-XXX Human Services Dept 64,602 60,000 60,000
64,602 60,000 60,000
244 State-HOPTR 1,329,402 1,323,000 1,300,000
245 State-Realignment-Sales Tax:
11-400-XXX Public Safety Realignment 0 16,374,195 37,598,415
11-580-XXX Human Svcs-Realign 15,610,890 26,745,036 29,533,869
11-640-XXX Health-Realign 5,852,262 5,574,242 5,574,242
11-650-XXX Mental Health-Realign 8,364,258 11,381,420 11,752,010
29,827,410 60,074,893 84,458,536
247 State-Prop 172-Public Safety 31,994,502 33,766,455 34,919,932
248 State-Trial Courts 563,754 373,017 350,782
249 State-Realignment-VLF 20,728,681 17,972,838 18,439,018
250 State-Other:
10-010-XXX General 3,867,793 3,909,686 4,759,510
10-065-XXX ACO Funds 19,920 0 0
11-160-XXX Road 60,000 0 0
11-300-XXX Mandated 7,308,822 6,253,695 6,480,098
11-590-XXX Human Services Dept 584,609 442,143 564,612
11-610-XXX Dept of Health Services 2,442,943 2,673,186 2,853,792
11-660-XXX Mental Health Svcs Act 12,700,131 11,793,400 13,505,600
12-XXX-XXX Capital Projects 958,378 387,850 1,594,675
27,942,596 25,459,960 29,758,287
Total State Revenue 273,033,127 269,388,357 295,836,751
County of Sonoma
FY 2012-2013 Recommended Budget
243
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
20 Intergovernmental Revenues (cont):
260 Fed-Public Assist Admin:
11-590-XXX Human Services Dept 15,242,769 16,560,420 17,091,096
12-XXX-XXX Capital Projects 0 0 13,750
15,242,769 16,560,420 17,104,846
262 Fed-Public Assist Program:
11-590-XXX Human Services Dept 8,398,762 8,410,316 8,790,459
8,398,762 8,410,316 8,790,459
268 Fed-Disaster Relief:
10-010-XXX General 1,633 35 0
11-160-XXX Road 710,480 25,637 0
12-XXX-XXX Capital Projects 339,695 764,711 1,077,986
1,051,808 790,383 1,077,986
278 Fed-Other:
10-010-XXX General 7,715,914 5,138,731 4,083,921
11-160-XXX Road 8,326,230 5,219,780 17,067,893
11-300-XXX Mandated 472,628 639,134 187,845
11-590-XXX Human Services Dept 10,575,042 7,154,899 7,377,906
11-600-XXX DCSS-Child Support Enf 10,235,799 8,250,016 9,613,441
11-610-XXX Dept of Health Services 3,797,058 711,316 387,342
12-XXX-XXX Capital Projects 169,889 73,177 607,186
41,292,560 27,187,053 39,325,534
Total Federal Revenue 65,985,899 52,948,172 66,298,825
290 Other Government Agencies:
10-010-XXX General 18,198,969 16,490,330 17,201,683
10-065-XXX ACO Funds 80,105 870,701 60,415
11-110-XXX Advertising 100,873 113,000 113,000
11-160-XXX Road 1,549,138 2,067,388 2,808,995
11-300-XXX Mandated 70,612 41,000 5,018,031
11-590-XXX Human Services Dept 112,938 (3,000) 0
11-610-XXX Dept of Health Services 703,412 1,757,199 1,898,089
12-XXX-XXX Capital Projects 1,928,934 2,264,735 4,447,466
13-XXX-XXX Debt Service 2,639,099 2,874,305 3,046,763
Total Other Revenue 25,384,080 26,475,658 34,594,442
20 Total Intergovernmental Revenues 364,403,106 348,812,187 396,730,018
County of Sonoma
FY 2012-2013 Recommended Budget
244
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
30 Charges for Current Services:
300 Assessment/Tax Coll Fees:
10-010-XXX General 7,121,394 8,092,167 8,269,208
11-300-XXX Mandated 23,231 25,853 21,875
13-XXX-XXX Debt Service (13,076) 5,513 5,513
7,131,549 8,123,533 8,296,596
302 Special Assessments:
13-XXX-XXX Debt Service 1,125 5,036 0
1,125 5,036 0
304 Audit/Accounting Fees:
10-010-XXX General 3,027,383 3,138,495 4,844,329
11-610-XXX Dept of Health Services 190,151 190,268 236,304
3,217,534 3,328,763 5,080,633
306 Communication Services 265,023 257,000 284,541
308 Election Services 833,463 473,605 638,800
310 Legal Services 2,670,336 2,827,369 2,815,411
312 Personnel Services:
11-610-XXX Dept of Health Services 274,310 525 225
274,310 525 225
314 Planning/Engineering Services:
10-010-XXX General 2,540,671 3,636,972 2,234,095
11-160-XXX Road 5,470 2,004 5,500
11-300-XXX Mandated 237,261 277,300 260,000
11-610-XXX Dept of Health Services 2,277 2,500 0
2,785,679 3,918,776 2,499,595
318 Agricultural Services:
10-010-XXX General 725,304 688,607 643,221
11-610-XXX Dept of Health Services 0 88,858 84,552
725,304 777,465 727,773
320 Civil Process Service:
10-010-XXX General 193,635 192,169 192,106
11-300-XXX Mandated 215,837 168,000 168,000
409,472 360,169 360,106
322 Court Fees/Costs:
10-010-XXX General 1,130,420 844,056 807,810
11-300-XXX Mandated 123,514 145,542 136,500
1,253,934 989,598 944,310
County of Sonoma
FY 2012-2013 Recommended Budget
245
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
30 Charges for Current Services (cont):
324 Estate Fees:
11-590-XXX Human Services Dept 58,952 126,644 125,000
58,952 126,644 125,000
326 Humane Services:
10-010-XXX General 70,142 0 0
11-300-XXX Mandated 11,640 41,710 37,900
11-610-XXX Dept of Health Services 0 69,421 68,500
81,782 111,131 106,400
328 Law Enforcement Services 409,912 405,687 397,000
330 Recording Fees:
10-010-XXX General 455,230 448,729 445,383
11-300-XXX Mandated 2,636,689 2,592,568 2,638,499
11-610-XXX Dept of Health Services 159,750 171,211 149,000
3,251,669 3,212,508 3,232,882
332 Road/Street Services:
10-010-XXX General 345,616 659,986 385,183
11-160-XXX Road 1,546,340 1,653,473 1,646,409
1,891,956 2,313,459 2,031,592
334 Health Fees:
10-010-XXX General 85,592 106,305 109,859
11-610-XXX Dept of Health Services 1,355,734 1,297,174 1,344,228
1,441,326 1,403,479 1,454,087
337 Mental Health Services:
11-300-XXX Mandated 2,053,554 1,932,983 2,085,470
11-610-XXX Dept of Health Services 232,716 254,503 215,042
2,286,270 2,187,486 2,300,512
338 California Childrens Services:
11-610-XXX Dept of Health Services 640 480 0
640 480 0
344 Institutional Care/Services 1,027,322 657,199 491,512
347 Educational Services 29,978 5,692 5,654
County of Sonoma
FY 2012-2013 Recommended Budget
246
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
30 Charges for Current Services (cont):
350 Park/Recreation Services:
10-010-XXX General 2,517,808 2,941,515 3,024,630
11-300-XXX Mandated 52,068 0 25,000
2,569,876 2,941,515 3,049,630
360 Other Charges for Services:
10-010-XXX General 14,510,039 14,429,800 15,256,965
10-065-XXX ACO Funds 219,872 251,981 129,113
11-160-XXX Road 360 150 100
11-300-XXX Mandated 80,816 95,777 90,408
11-590-XXX Human Services Dept 753,826 1,001,362 962,397
11-610-XXX Dept of Health Services 463,153 414,993 219,611
12-XXX-XXX Capital Projects 0 0 6,213
13-XXX-XXX Debt Service 45,491,482 0 0
61,519,548 16,194,063 16,664,807
398 Revenue Applicable to Prior Year:
10-010-XXX General 3,372,124 1,039,465 609,163
10-065-XXX ACO Funds (40,603) 0 0
11-110-XXX Advertising 1,748 0 0
11-160-XXX Road (327,726) 19,266 0
11-300-XXX Mandated 211,837 2,945,318 0
11-590-XXX Human Services Dept 357,045 201,116 0
11-600-XXX DCSS-Child Support Enf 27,997 0 0
11-610-XXX Dept of Health Services 166,770 1,922,923 24,000
11-640-XXX Health Realignment 47,042 (278,020) 0
11-650-XXX MH Health Realignment 74,335 (397,356) 0
11-660-XXX Mental Health Svcs Act 11,183,471 0 0
12-XXX-XXX Capital Projects (278,321) (68,546) 0
13-XXX-XXX Debt Service (4,470,384) 0 0
10,325,335 5,384,166 633,163
30 Total Charges for Current Services 104,462,295 56,005,348 52,140,229
County of Sonoma
FY 2012-2013 Recommended Budget
247
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
40 Miscellaneous Revenues:
402 Other Sales:
10-010-XXX General 2,097,810 1,752,480 1,642,197
10-065-XXX ACO Funds 227,230 257,095 250,000
11-300-XXX Mandated 127,836 134,657 143,960
11-600-XXX DCSS-Child Support Enf 3,630 0 0
11-610-XXX Dept of Health Services 0 126,710 130,997
2,456,506 2,270,942 2,167,154
404 Miscellaneous Revenues:
10-010-XXX General 2,958,658 3,825,654 4,255,913
10-065-XXX ACO Funds 5,000 845,518 0
11-110-XXX Advertising 6,689 184,000 184,000
11-160-XXX Road 3,426,330 1,750,563 2,465,000
11-300-XXX Mandated 1,285,418 752,585 814,599
11-590-XXX Human Services Dept 1,441,216 3,340,508 4,457,560
11-600-XXX DCSS-Child Support Enf 797 0 0
11-610-XXX Dept of Health Services 1,059,182 1,483,111 999,772
12-XXX-XXX Capital Projects 3,331,251 342,130 1,593,458
13-XXX-XXX Debt Service 8,685,654 0 0
22,200,195 12,524,069 14,770,302
40 Total Miscellaneous Revenues 24,656,701 14,795,011 16,937,456
County of Sonoma
FY 2012-2013 Recommended Budget
248
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 6
County Budget Act
State of California
January 2010
Detail of Additional Financing Sources by Account and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Financing Source Category, Account and Fund Actual Estimated Recommended Supervisors
(General Fund Unless Otherwise Indicated) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
46 Other Financing Sources:
46X
Operating/Residual Equity Transfers:
10-010-XXX General 58,721 85,836 85,838
11-160-XXX Road 222,646 842,893 0
11-300-XXX Mandated 62,100,530 22,237 24,237
11-610-XXX Dept of Health Services 27,798 0 0
12-XXX-XXX Capital Projects 20,000 0 58,000
62,429,695 950,966 168,075
468 Long Term Debt Proceeds:
12-XXX-XXX Capital Projects 1,475,000 0 1,319,832
1,475,000 0 1,319,832
46 Total Other Financing Sources* 63,904,695 950,966 1,487,907
Total All Governmental Funds 814,009,591 681,929,435 724,205,491
*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, and 2012-13 Recommended transfers
totalling $113,731,559.
County of Sonoma
FY 2012-2013 Recommended Budget
249
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 7
County Budget Act
State of California
January 2010
Summary of Financing Uses by Function and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Summarization By Function:
General/Capital Projects 109,723,188 121,480,332 154,600,513
Public Protection 239,545,245 238,267,277 246,672,099
Public Ways/Facilities 33,481,773 35,676,718 60,357,970
Health/Sanitation 113,340,909 112,146,739 119,070,032
Public Assistance 184,163,381 171,712,764 188,109,486
Education 620,865 611,405 703,833
Recreation/Cultural Services 12,896,677 12,147,737 11,984,558
Debt Service* 58,932,083 3,546,401 11,232,507
Total Financing Uses by Function 752,704,121 695,589,373 792,730,998
Appropriations for Contingencies:
10-010-XXX General 2,500,000
Subtotal Financing Uses 752,704,121 695,589,373 795,230,998
Increases to Fund Balance:
10-010-XXX General 10,433
10-065-XXX ACO Funds 756,921
11-160-XXX Road 50,000
11-300-XXX Mandated 3,251,299
11-650-XXX Mental Health-Realign 566,724
13-XXX-XXX Debt Service 495,467
Total Increases to Fund Balance 0 0 5,130,844
Total Financing Uses 752,704,121 695,589,373 800,361,842
*Prior year actual debt service expenditures are higher than current year estimated and next year's budgeted amounts due mainly to payments
on pension obligation and other bond requirements that do not require annual appropriations in the county budget.
County of Sonoma
FY 2012-2013 Recommended Budget
250
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 7
County Budget Act
State of California
January 2010
Summary of Financing Uses by Function and Fund
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Actual Estimated Recommended Supervisors
Description 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Summarization By Fund:
10-010-XXX General 386,497,251 367,358,091 382,635,193
10-065-XXX ACO Funds 233,744 2,576,031 1,303,983
10 Total General 386,730,995 369,934,122 383,939,176
11-110-XXX Advertising 6,389,448 7,372,003 7,618,858
11-140-XXX Fish/Wildlife 44,973 49,915 56,950
11-160-XXX Road 33,335,923 35,563,501 60,301,636
11-190-XXX Tobacco Tax 169,088 231,340 182,394
11-300-XXX Mandated 32,289,493 50,092,130 74,198,169
11-400-XXX Public Safety Realignment 0 14,716,541 38,580,297
11-580-XXX Human Svcs-Realign 16,260,443 27,396,613 30,169,169
11-590-XXX Human Svcs Dept 153,841,898 132,366,386 124,695,936
11-600-XXX DCSS-Child Support Enf 13,869,826 9,732,032 14,581,837
11-610-XXX Dept of Health Services 56,248,421 52,174,480 52,092,979
11-640-XXX Health-Realign 23,663,109 21,966,896 24,415,135
11-650-XXX Mental Health-Realign 11,701,823 11,893,998 13,332,135
11-660-XXX Mental Health Services Act 14,377,958 17,906,880 18,860,727
11 Total Special Revenue 362,192,403 381,462,715 459,086,222
12 Total Capital Projects 22,797,181 12,216,523 31,939,841
13 Total Debt Service 58,932,083 3,546,401 11,727,974
Subtotals 830,652,662 767,159,761 886,693,213
XX Operating Transfers* (77,948,541) (71,570,388) (86,331,371)
Total Financing Uses 752,704,121 695,589,373 800,361,842
*The following transfers within a fund have been eliminated from the above fund totals: 2010-11 Actuals - $13,101,032, 2011-12 Estimated -
$22,052,689, and 2012-13 Recommended - $27,400,188. Transfers between funds are included within the above funds and eliminated here before
consolidating General County totals.
County of Sonoma
FY 2012-2013 Recommended Budget
251
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
General:
Legislative/Administrative
Board of Supervisors 05-01-01 2,781,033 2,338,208 2,625,954
County Administrator 05-02-01 2,501,924 2,041,163 2,152,479
General Services-Admin 05-10-10 871,013 796,611 806,384
Total Legislative/Administrative 6,153,970 5,175,982 5,584,817
Finance
Assessment Appeals Board 05-01-10 5,955 85,000 100,000
Purchasing Agent 05-10-20 1,053,903 1,104,370 1,099,605
Assessor 10-21-01 8,224,595 8,372,543 8,221,964
Administrative Services 10-21-02 901,802 803,079 796,748
Assessor-Prop Char Data 10-21-10 23,120 43,855 43,481
Assessor-Prop Tax Admin 10-21-11 94 81,950 0
Auditor-Controller 10-22-01 9,575,481 7,918,086 8,878,236
Treasury 10-22-10 2,190,031 1,311,497 1,437,331
Tax Collector 10-22-20 2,905,785 3,028,775 3,151,831
ACTTC-Administration 10-22-90 839,480 681,055 902,915
Total Finance 25,720,246 23,430,210 24,632,111
Counsel
County Counsel 05-05-01 4,606,986 4,549,394 4,623,248
Total Counsel 4,606,986 4,549,394 4,623,248
Human Resources
Human Resources 05-06-01 4,286,710 3,752,127 3,826,198
Human Resources-Training 05-06-10 23,759 0 0
Total Human Resources 4,310,469 3,752,127 3,826,198
Elections
County Clerk 05-19-10 529,578 521,432 542,951
Registrar of Voters 05-19-30 3,478,053 3,226,341 3,594,629
Total Elections 4,007,631 3,747,773 4,137,580
Communications
Communication-Radio 05-07-16 1,330,620 0 0
Communications-Telephone 05-07-17 69,831 848,615 1,282,796
Total Communications 1,400,451 848,615 1,282,796
County of Sonoma
FY 2012-2013 Recommended Budget
252
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
General (Cont):
Property Management
Energy Division 05-10-53 6,382,312 7,651,195 7,720,270
Real Estate Program 05-10-54 5,776,642 5,564,370 4,716,301
Facilities Operations 05-10-55 4,734,979 3,812,750 3,660,567
Sonoma Co Energy Watch 05-10-57 285,672 598,865 507,928
Tidelands Leases Fund 05-10-95 62,390 364,459 300,864
Total Property Management 17,241,995 17,991,639 16,905,930
Capital Improvements
Capital Improvements 40-XX-XX 22,604,744 11,622,326 31,932,530
Total Capital Improvements 22,604,744 11,622,326 31,932,530
Promotion
Economic Development 15-30-01 1,391,986 1,561,365 1,930,680
Tourism Council 15-30-03 1,440,145 1,659,713 1,929,487
Advertising 35-75-01 1,148,800 1,521,773 1,489,502
Total Promotion 3,980,931 4,742,851 5,349,669
Other General
Insurance 05-06-30 1,327,559 1,472,615 1,655,633
ADA Program 05-06-40 116,835 400,000 400,000
ISD-Administration 05-07-10 37,108 (3) 0
Applications-Maintenance 05-07-11 1,631,592 3,117,462 3,889,482
Technical Services 05-07-13 4,251,108 4,814,424 4,802,360
Work Group Support 05-07-15 (647,909) 191,002 207,730
Records 05-07-18 1,716,206 1,458,737 1,238,720
Reprographics 05-07-19 607,579 560,499 581,270
IS Replacement-B 05-07-24 22,300 59,444 63,244
HRMS Fund 05-07-28 1,842,723 280,000 0
Architect 05-10-12 284,873 40,541 162,695
Architect-Local Projects 05-10-13 1,241,385 1,101,989 1,063,952
County Garage 05-10-60 3,026,071 2,961,804 3,676,592
Co Car Replacement ACO 05-10-61 (425,899) 2,058,687 (292,938)
Survey Monument Preservation 15-25-69 388,833 9,000 20,000
Pub Educ Govt Access Fees (PEG) 15-37-11 6,292 85,000 460,840
Employee Benefits 35-76-01 902,198 3,490,250 3,125,000
Other General Government 35-77-01 4,127,217 4,190,901 5,527,761
Other Financing Sources/Uses 35-77-02 (2,392,293) 540,997 1,421,155
Securitization/Endowment A 35-77-04 2,375 0 0
Tobacco Deallocation 35-77-06 14,859 0 3,921,100
Refuse Franchise Fees 35-77-07 0 0 767,549
Assessment Appeals 35-77-09 0 0 500,000
Open Space Spec Tax Account-Measure F 35-77-31 1,614,753 18,786,066 23,133,489
Total Other General 19,695,765 45,619,415 56,325,634
Total General 109,723,188 121,480,332 154,600,513
County of Sonoma
FY 2012-2013 Recommended Budget
253
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Public Protection:
Judicial
Sheriff-Court Security 20-40-75 6,628,843 465,527 522,620
D.A.-Criminal 20-42-10 18,403,657 16,401,511 16,899,855
D.A.-Victim Witness 20-42-12 686,029 1,316,692 1,503,040
D.A.-Auto Insurance Fraud 20-42-40 0 58,586 58,586
D.A.-SLESF 20-42-50 132,298 5,000 0
D.A.-Consumer Protection Fund 20-42-60 386,411 468,216 511,412
D.A.-SCATT 20-42-70 444,943 437,131 466,037
D.A.-Family Justice Center 20-42-80 653,224 542,857 439,959
D.A.-FJC-SB635 20-42-85 0 46,849 89,259
D.A. Asset Forfeiture 20-42-90 0 29,184 29,184
D.A. Treasury Forfeiture 20-42-91 0 0 2,904
D.A. Local Law Enforcement Services 20-42-96 0 114,649 114,749
Public Defender 20-45-01 9,170,949 9,098,970 9,438,751
Grand Jury 20-48-01 70,409 79,632 70,736
Courts-Non-Court Operations 20-51-40 8,494,705 8,518,203 8,560,358
Courts-Alternate Public Defender Svcs 20-51-60 2,778,241 2,766,420 2,602,084
Courts-Alternate Dispute Res 20-51-92 96,673 96,682 183,562
Total Judicial 47,946,382 40,446,109 41,493,096
Police Protection
Sheriff-Admin 20-40-10 6,795,237 6,437,992 6,383,147
Law Enforcement-Admin 20-40-12 2,799,988 2,583,235 2,811,557
Sheriff-Revenue Tracking Fund 20-40-14 0 468,674 0
Sheriff-Dispatch 20-40-20 3,960,152 4,057,321 4,234,000
Sheriff-Radio 20-40-25 0 2,671,291 2,054,198
Sheriff-Helicopter 20-40-30 1,686,794 1,088,824 1,524,404
Sheriff-Civil 20-40-40 669,901 645,127 689,594
Sheriff-Marine Unit 20-40-45 1,221,725 1,162,095 859,966
Sheriff-Patrol 20-40-50 26,466,840 25,785,829 27,105,124
Sheriff-Windsor 20-40-55 4,107,965 4,519,662 4,802,271
Sheriff-Sonoma 20-40-56 2,969,178 3,017,997 3,236,024
Sheriff-Investigation 20-40-60 7,615,518 7,250,078 7,296,070
Sheriff-Services-Records 20-40-70 1,861,254 1,877,147 2,038,803
Sheriff Trial Court Security 20-40-83 0 6,086,058 6,674,532
Shf Local Law Enf Svc St Cops 20-40-84 0 164,042 100,000
Shf Local Law Enf Svc Cal-Ema 20-40-85 0 224,000 224,914
Shf Local Comm Corp AB 109 (LED) 20-40-86 0 161,000 212,390
JAG 20-40-87 289,167 246,044 0
Sheriff-DMV ID Fee 20-40-89 665,757 243,250 2,169,454
Sheriff-SLESF 20-40-91 154,785 335 0
Sheriff - Fed Forf - DOJ 20-40-93 0 0 31,700
Sheriff-Training 20-40-94 396,102 290,917 495,185
Total Police Protection 61,660,363 68,980,918 72,943,333
County of Sonoma
FY 2012-2013 Recommended Budget
254
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Public Protection (Cont):
Detention & Correction
Sheriff-Transportation 20-40-76 1,507,159 1,382,026 1,332,091
Detention-Honor Farm 20-41-20 7,425,102 5,825,007 4,996,285
Detention-Main Jail 20-41-30 30,110,925 30,420,381 28,925,517
Detention-Administration 20-41-50 15,475,711 14,726,685 17,126,122
Detention-Jail Industries 20-41-60 93,227 117,800 115,575
Detention-SLESF 20-41-61 114,811 197 0
Shf Local Law Enf Svc Booking 20-41-75 0 791,066 791,066
Shf Local Law Enf Svc St Cops 20-41-76 0 117,201 100,000
Shf Local Comm Corr AB 109 (DD) 20-41-77 0 815,515 1,396,470
Probation Department 20-43-10 7,172,599 7,276,505 7,191,059
Probation-Juvenile Svcs 20-43-11 5,655,433 4,484,983 4,308,298
Probation-Administration 20-43-12 3,125,561 3,385,847 3,678,845
Prob - State/Fed Revenues 20-43-13 0 (76,989) 0
Probation-Grant Funds 20-43-14 35,288 (14,778) 63,350
Jail Programs 20-43-40 1,989,844 1,154,206 478,138
JJCPA 20-43-92 1,194,755 164,320 0
Probation-CCPIF 20-43-93 170,203 269,913 1,178,049
Porbation Services AB 109 20-43-94 0 1,538,465 3,262,523
Prob - Youthful Offender Block Gra 20-43-95 0 570,538 1,318,726
Prob - Juv Probation & Camp Funding 20-43-96 0 1,835,100 2,470,522
Prob - Juv Justice Crime Prevent A 20-43-97 0 883,439 1,661,116
Juvenile Halls 20-44-20 14,157,018 12,772,319 13,543,057
Sonoma County Youth Camp 20-44-30 2,188,507 1,787,423 1,769,268
Sierra Youth Center 20-44-40 1,773,502 1,713,900 339,127
Supervised Adult Crews 20-44-60 1,091,423 724,101 736,492
Probation-SAC Ops & Replacement 20-44-70 1,914,678 1,275,634 2,626,351
Prob-Juvenile Funds 20-44-80 764,632 662,600 2,567
Total Detention & Correction 95,960,378 94,603,404 99,410,614
Protection Inspection
Agricultural Commissioner 30-70-10 4,566,291 4,797,526 3,829,659
Sealer Weights & Measures 30-70-20 863,307 853,540 822,834
W & M Transaction Verification 30-70-21 3,993 1,091 3,600
Total Protection Inspection 5,433,591 5,652,157 4,656,093
Other Protection
Co Ctr Parking Enforce 05-10-90 128,438 67,957 156,413
Recorder-Modernization 10-24-10 323,004 365,459 290,317
Recorder-Micrographics 10-24-20 57,725 89,152 93,045
Clerk/Recorder VRIP 10-24-30 13,778 43,800 31,800
Social Security Truncation Prog 10-24-40 247,500 150,000 0
Recorder-Operations Fund 10-24-50 1,486,609 1,833,585 1,814,444
County of Sonoma
FY 2012-2013 Recommended Budget
255
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Public Protection (Cont):
Other Protection (Cont)
PRMD-Administration 15-25-01 17,001,044 16,118,602 16,172,096
ARM-Mitigation Fund 15-25-49 75,276 15,000 237,145
PRMD Planning Admin Fund 15-25-70 0 109,800 260,000
Sheriff-Coroner 20-40-80 2,158,604 2,059,127 2,191,772
Animal Care & Control 24-64-35 1,001,351 3,892,874 3,716,165
ACC-Pub Educ Fund 24-68-35 0 29,318 30,933
Animal Welfare Fund 24-68-36 0 14,220 32,500
Fish & Wildlife 30-70-30 40,246 49,065 56,450
Abalone Preservation Fund 30-70-31 4,727 850 500
Animal Care & Control 30-70-40 2,611,716 0 0
ACC - Pub Educ Fund 30-70-41 45,101 0 0
Animal Welfare Fund 30-70-42 37,272 0 0
Emergency Svcs-Hazardous Materials 35-79-20 1,273,491 0 0
Emergency Management 35-79-30 839,432 855,141 972,419
Emergency Mgmt-Oper Area Grants 35-79-31 1,199,217 1,568,450 721,019
Hazardous Materials Fund 35-79-50 0 1,322,289 1,391,945
Total Other Protection 28,544,531 28,584,689 28,168,963
Total Public Protection 239,545,245 238,267,277 246,672,099
Public Ways/Facilities:
Public Ways
Road Department 15-35-XX 33,291,587 35,521,535 60,209,670
Public Works-Special Projects 15-37-01 138,486 132,993 135,692
Public Works-District Formation 15-37-02 18,581 13,965 5,554
Public Works-Water Systems 15-37-03 33,119 8,225 7,054
Total Public Ways 33,481,773 35,676,718 60,357,970
Total Public Ways/Facilities 33,481,773 35,676,718 60,357,970
Health/Sanitation:
Health
HS-Administration 24-61-10 820,494 1,044,591 736,459
PH-Environmental Health 24-64-05 5,238,446 5,001,410 5,041,510
PH-Program Support 24-64-10 1,311,697 885,982 1,172,381
PH-Access to Health Care 24-64-15 718,947 718,947 718,947
PH-Disease Control & Surv 24-64-20 1,985,682 2,161,489 2,874,538
PH-Prevention & Planning 24-64-21 3,442,088 3,300,440 2,276,106
PH-MCH 24-64-30 3,367,451 3,476,053 3,558,091
PH-WIC 24-64-40 2,925,883 2,539,212 2,654,844
County of Sonoma
FY 2012-2013 Recommended Budget
256
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Health/Sanitation (Cont):
Health (Cont)
PH-HIV Prevention & Care 24-64-50 586,392 261,202 0
PH-Juv Prob Health Svcs 24-64-65 36,367 24,000 24,000
PH-Special Clinical Services 24-64-66 177,926 218,644 320,995
PH-EMS 24-64-70 982,005 840,340 873,932
PH-Childrens Medical Services 24-64-75 5,122,018 4,719,125 5,247,758
PH-Clinical Lab 24-64-80 1,162,780 1,075,600 1,149,889
PH-PH Preparedness 24-64-85 199,218 85,786 87,237
PH-Revenue 24-64-90 (5,519,426) (6,397,128) (7,694,118)
MH-Program Support 24-65-10 2,611,880 2,678,383 2,349,906
MH-Psych Emergency Svcs 24-65-21 7,200,023 7,326,346 6,991,473
MH-Adult Services 24-65-30 6,849,447 6,340,541 7,494,282
MH-Youth & Family Services 24-65-31 9,969,487 9,732,032 10,307,260
MH-Mental Health Svcs Act 24-65-50 5,353,530 3,655,296 4,165,240
MH-MHSA One-Time Costs 24-65-51 1,505,281 1,684,376 1,990,884
BH-AODS-Program Support 24-65-61 972,710 305,841 353,521
BH-AODS-Treatment & Case Mgmt 24-65-62 9,639,337 8,267,067 8,067,061
MH-Revenue 24-65-90 (11,701,824) (11,893,998) (12,765,411)
Health Policy, Planning & Evaluation 24-67-05 0 0 150,000
PH-TT-Non-Co Hospitals 24-68-11 0 0 0
PH-TT-Non-Physicians 24-68-13 0 0 0
P&P-TT-Education 24-68-15 169,088 231,340 182,394
P&P-Children & Families First 24-68-16 5,937,155 7,912,347 7,419,910
PH-EMS Fund 24-68-20 354,820 313,260 358,326
PH-SB 1773 24-68-21 576,056 611,821 648,127
EH-Solid Waste-EAG 24-68-30 22,852 23,444 26,325
P&P-Child Safety Seats 24-68-40 2,814 5,975 11,108
MHSA CSS 24-68-42 8,878,677 10,628,380 11,782,428
MHSA Cap/Tech 24-68-43 15,751 1,463,781 1,754,260
MHSA Early Planning 24-68-44 3,751,004 2,386,769 4,665,328
MHSA-Educ/Training 24-68-45 356,984 329,474 658,711
MHSA-Innovation 24-68-46 1,375,543 1,262,318 0
AOD Memorial Fund 24-68-61 805 1,050 24,654
MH-Interim Fund 24-68-65 5,130 9,252 15,000
PH-PHER 24-68-67 205,493 17,654 0
PH-HPP 24-68-68 213,489 330,877 311,065
PH-HPP-H1N1 24-68-69 0 0 81
Health Realign-Operating 24-68-71 21,663,109 21,166,896 23,415,135
Health Services - Drug Court 24-68-76 0 322,686 352,842
Health Services - Drug Medi-Cal 24-68-77 0 943,121 1,143,121
Health Services - Non Drug Medi-Ca 24-68-78 0 149,661 173,647
MH Realign-Operating 24-68-81 11,701,823 11,893,998 12,765,411
AODS-JAG Funds 24-68-88 160,389 67,897 0
AODS-DUI Program 24-68-90 2,258,224 2,089,129 2,138,585
PH-Vital Statistics Fund 24-68-94 66,828 40,360 45,000
PH-Bioterrorism Program 24-68-98 667,036 871,533 683,402
Medical System Expansion 24-68-99 0 1,022,139 2,348,387
Total Health 113,340,909 112,146,739 119,070,032
Total Health/Sanitation 113,340,909 112,146,739 119,070,032
County of Sonoma
FY 2012-2013 Recommended Budget
257
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Public Assistance:
Administration
Discretionary General Fund 23-50-53 199,727 235,620 353,270
WP-Realignment 23-52-10 (14,136,595) (17,200,710) (19,787,505)
WP-Adoptions 23-52-20 7,413,749 3,626,411 3,475,716
WP-Case Service 23-52-30 2,221,384 1,023,757 1,331,123
WP-Adult Other Case Services 23-52-31 167,286 194,891 187,891
WP-IHSS & Public Authority 23-52-32 14,213,889 15,526,233 15,801,203
WP-Refugees 23-52-40 23,160 22,444 26,373
WP-Federal Assistance Reserve 23-52-95 75,325 0 0
WP-Wraparound 23-52-96 1,235,890 2,600,000 3,800,000
Human Svcs Realign-Operating 23-58-11 16,260,443 19,429,711 22,202,267
Cal Works MOE 23-58-12 0 7,966,902 7,966,902
Human Services AB 118 23-58-56 0 0 18,163,319
Program Admin 23-59-01 81,590,593 77,889,867 78,231,321
V M Childrens Center 23-59-06 5,572,208 6,584,328 6,550,691
Human Svcs Grant Programs 23-59-08 0 269,214 263,109
Total Administration 114,837,059 118,168,668 138,565,680
Aid Programs
WP-Foster Care 23-52-60 21,264,333 15,677,486 16,161,274
WP-TANF 23-52-80 23,225,684 20,089,393 12,279,039
Dependent Child Fund 23-58-54 49,487 145,955 145,955
Total Aid Programs 44,539,504 35,912,834 28,586,268
General Relief
WP-General Assistance 23-52-70 1,382,082 973,573 971,583
Total General Relief 1,382,082 973,573 971,583
Veterans Services
Veterans Services 23-59-04 443,562 484,097 520,780
Total Veterans Services 443,562 484,097 520,780
Other Assistance
Program Administration 23-59-01 1,347,182 0 0
Area Agency on Aging (AAA) 23-59-02 2,637,653 2,506,034 2,575,685
Senior Services-MSSP 23-59-03 1,205,699 829,059 1,015,531
Human Svcs Grant Programs 23-59-08 1,777,504 0 0
PA/PG/PC 23-59-09 946,329 1,117,656 1,016,653
Human Services Commission 23-59-12 1,176,981 152,653 275,469
DCSS-Child Support Enforcement 25-60-02 13,869,826 11,568,190 14,581,837
Total Other Assistance 22,961,174 16,173,592 19,465,175
Total Public Assistance 184,163,381 171,712,764 188,109,486
County of Sonoma
FY 2012-2013 Recommended Budget
258
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 8
County Budget Act
State of California
January 2010
Detail of Financing Uses by Function, Activity and Budget Unit
Governmental Funds
Fiscal Year 2012-13
Adopted by
the Board of
Description Actual Estimated Recommended Supervisors
(Function, Activity and Budget Unit) 2010-11 2011-12 2012-13 2012-13
(1) (2) (3) (4) (5)
Education:
Agricultural Education
Agricultural Extension 30-71-01 620,865 611,405 703,833
Total Agricultural Education 620,865 611,405 703,833
Total Education 620,865 611,405 703,833
Recreation/Cultural Services:
Recreation Facilities
Regional Parks Ops & Maintenance 15-32-10 8,754,981 8,300,225 8,563,993
Park Planning 15-32-11 0 455,745 417,351
Recreation, Health & Education 15-32-12 0 640,646 798,679
Business Strategy & Development 15-32-13 0 (342,280) (443,159)
Spring Lake Park 15-32-20 2,003,567 1,948,506 2,300,331
County Grounds Maintenance 15-32-40 549,662 0 0
Total Recreation Facilities 11,308,210 11,002,842 11,637,195
Veterans Memorial Buildings
Recreation/Cultural Services 15-32-30 1,588,467 1,144,895 347,363
Total Veterans Memorial Buildings 1,588,467 1,144,895 347,363
Total Recreation/Cultural Services 12,896,677 12,147,737 11,984,558
Debt Service:
Retirement of Long-Term Debt
Retirement of Long-Term Debt 35-XX-XX 58,932,083 3,546,401 11,232,507
Total Retirement of Long-Term Debt 58,932,083 3,546,401 11,232,507
Total Debt Service** 58,932,083 3,546,401 11,232,507
Grand Total Financing Uses by Function* 752,704,121 695,589,373 792,730,998
*Excludes 2010-11 Actual transfers totalling $91,049,573, 2011-12 Estimated transfers totalling $93,623,077, and 2012-13 Recommended transfers
totalling $113,731,559.
**Prior year actual debt service expenditures are higher than next year's budgeted amounts due mainly to payments on pension obligation bonds and
other bond requirements that do not require annual appropriations in the county budget.
County of Sonoma
FY 2012-2013 Recommended Budget
259
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 12
County Budget Act
State of California
January 2010
Special Districts and Other Agencies Summary
Fiscal Year 2012-13
Total Financing Sources
Total Financing Uses
Unallocated Additional Total Total
Fund Balance Decreases to Financing Financing Financing Increases to Financing
District Name June 30,2012 Fund Balance Sources Sources Uses Fund Balance Uses
(1) (2) (3) (4) (5) (6) (7) (8)
County Service Areas:
50-049-XXX #40-Fire Services 0 390,290 5,452,993 5,843,283 5,843,283 5,843,283
51-XXX-XXX #41-Lighting 0 44,957 93,241 138,198 137,977 221 138,198
51-035-XXX #41-Parks-Sonoma Valley 0 37,683 197,400 235,083 235,083 235,083
Total County Service Areas 0 472,930 5,743,634 6,216,564 6,216,343 221 6,216,564
50-043-000 Rio Nido GHAD 0 9,352 648 10,000 10,000 10,000
50-045-XXX No Air Poll Control 0 465,698 1,936,780 2,402,478 2,402,478 2,402,478
50-XXX-XXX Lighting Districts 0 23,668 681,685 705,353 571,682 133,671 705,353
50-XXX-XXX Community Facilities 0 246,630 246,630 246,630 246,630
50-XXX-XXX Permanent Road Districts 0 55,357 55,357 53,061 2,296 55,357
Sonoma County Water Agency:
52-720-100 General Fund 0 725,304 5,425,882 6,151,186 6,151,186 6,151,186
52-720-300 Spring Lake Park 0 240,434 1,873,799 2,114,233 2,114,233 2,114,233
52-720-500 Waste/Recycled Wat Loan 0 3,190 3,190 3,190 3,190
52-720-800 Sustainability Fund 0 1,400,000 1,400,000 1,345,100 54,900 1,400,000
53-730-XXX Special Revenue Funds 0 4,680,822 13,405,597 18,086,419 17,861,408 225,011 18,086,419
54-740-200 Warm Springs Dam-DS 0 6,244,323 41,250 6,285,573 6,285,573 6,285,573
Total Sonoma County Water Agency 0 11,890,883 22,149,718 34,040,601 33,757,500 283,101 34,040,601
50-930-000 IHSS Public Authority 0 1,070,785 1,070,785 1,070,785 1,070,785
50-950-XXX So Co Library-Jt Powers 0 1,036,072 15,068,195 16,104,267 16,104,267 16,104,267
50-960-XXX So Co Ag Pres/OSD 0 414,468 24,311,888 24,726,356 23,840,356 886,000 24,726,356
Community Development:
65-XXX-XXX Community Development 0 351,861 37,880,282 38,232,143 38,232,143 38,232,143
66-XXX-XXX Redevelopment-Set Asides 0 3,000,000 3,000,000 3,000,000 3,000,000
Total Community Development 0 351,861 40,880,282 41,232,143 41,232,143 0 41,232,143
Total Special Districts & Other Agencies 0 14,664,932 112,145,602 126,810,534 125,505,245 1,305,289 126,810,534
County of Sonoma
FY 2012-2013 Recommended Budget
260
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 13
County Budget Act
State of California
January 2010
Fund Balance-Special Districts and Other Agencies
Fiscal Year 2012-13
Less: Obligated Fund Balance
Total
Total
Estimated Less: Unallocated
Fund Balance Unassigned Fund Balance
Fund Name June 30, 2012 Nonspendable Restricted Committed Assigned Fund Balance June 30, 2012
(1) (2) (3) (4) (5) (6) (7) (8)
County Service Areas:
50-049-XXX #40-Fire Services 2,711,137 2,711,137 0
51-XXX-XXX #41-Lighting 268,176 268,176 0
51-035-XXX #41-Parks-Sonoma Valley 265,049 265,049 0
Total County Service Areas 3,244,362 0 3,244,362 0 0 0 0
50-043-000 Rio Nido GHAD 108,607 108,607 0
50-045-XXX No Air Poll Control 2,616,085 2,616,085 0
50-XXX-XXX Lighting Districts 5,850,516 5,850,516 0
50-XXX-XXX Community Facilities 50,864 50,864 0
50-XXX-XXX Permanent Road Districts 665,253 665,253 0
Sonoma County Water Agency:
52-720-100 General Fund 2,129,993 2,129,993 0
52-720-300 Spring Lake Park 1,484,937 1,484,937 0
52-720-500 Waste/Recycled Water 579,848 579,848 0
52-720-800 Sustainability Fund 30,663 30,663 0
53-730-XXX Special Revenue Funds 19,692,231 19,692,231 0
54-740-200 Warm Springs Dam-DS 73,954,955 73,954,955 0
Total Sonoma County Water Agency 97,872,627 0 97,872,627 0 0 0 0
50-930-000 IHSS Public Authority 428,051 428,051 0
50-950-XXX So Co Library-Jt Powers 9,203,892 9,203,892 0
50-960-XXX So Co Ag Pres/OSD 17,365,645 17,365,645 0
Community Development:
65-XXX-XXX Community Development 10,889,602 10,889,602 0
66-XXX-XXX Redevelopment-Set Asides 6,362,726 6,362,726 0
Total Community Development 17,252,328 0 17,252,328 0 0 0 0
Total Special Districts & Other Agencies 154,658,230 0 154,658,230 0 0 0 0
*Fund Balance Component Definitions (encumbrances are excluded):
1) Nonspendable - Not in spendable form or there is a requirement to maintain intact.
2) Restricted - Externally enforceable limitations from outside parties, constitutional provisions or enabliing legislation.
3) Committed - Formal action required by the Board of Supervisors.
4) Assigned - Set aside for intended use by Board of Supervisors or designated body or official.
County of Sonoma
261
FY 2012-2013 Recommended Budget
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act
State of California
January 2010
Detail of Changes in Fund Balance-Special Districts and Other Agencies
Fiscal Year 2012-13
District Name
(1)
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
County Service Areas:
50-049-100 #40-Fire Services 2,065,859 276,064 1,789,795
50-049-100 #40-Fire Services-Equip 10,000 10,000
50-049-200 #40-Dry Creek 136,459 136,459
50-049-300 #40-Sea Ranch 294,415 83,776 210,639
50-049-400 #40-Fitch Mountain 156,582 30,450 126,132
50-049-700 #40-Wilmar 47,822 47,822
Subtotal CSA #40 2,711,137 390,290 0 0 0 2,320,847
51-003-000 #41-Light-Roseland 168,643 31,697 136,946
51-004-000 #41-Light-Meadowlark 16,870 221 17,091
51-031-310 #41-Light-A.L.W.-Z5 9,876 9,876 0
51-035-000 #41-Parks-Sonoma Vly 247,071 37,683 209,388
51-035-210 #41-Parks-SV-Ernie Smith 17,570 17,570
51-035-220 #41-Parks-SV-Larson 408 408
51-036-010 #41-Light-ABC 72,787 3,384 69,403
Subtotal CSA #41 533,225 82,640 0 221 0 450,806
Total County Service Areas 3,244,362 472,930 0 221 0 2,771,653
Hazardous Abatement:
50-043-000 Rio Nido GHAD 108,607 9,352 99,255
Total Hazardous Abatement 108,607 9,352 0 0 0 99,255
Air Pollution Control:
50-045-000 No Air Poll Control 1,155,665 88,891 1,066,774
50-045-010 NSCAPCD-VPMP 480,140 239,561 240,579
50-045-040 NSCAPCD-DMV Moyer 486,955 68,971 417,984
50-045-050 NSCAPCD-Carl Moyer 181,856 2,158 179,698
50-045-100 NSCAPCD-GAMP 143,560 37,124 106,436
50-045-300 NSCAPCD-Community Prog 167,909 28,993 138,916
Total Air Pollution Control 2,616,085 465,698 0 0 0 2,150,387
County of Sonoma
FY 2012-2013 Recommended Budget
262
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act
State of California
January 2010
Detail of Changes in Fund Balance-Special Districts and Other Agencies
Fiscal Year 2012-13
District Name
(1)
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
Lighting:
50-060-000 Belmont Terrace 39,722 62 39,660
50-062-000 Carmet 106,705 5,080 111,785
50-063-000 Cinnabar 160,171 4,989 165,160
50-064-000 Countryside Manor 13,148 86 13,234
50-065-000 Forestville 161,202 2,952 164,154
50-066-000 Geyserville 99,476 1,529 101,005
50-067-000 Graton 299,812 9,829 309,641
50-068-000 Guerneville 1,023,602 7,560 1,016,042
50-069-000 Jenner 200,366 150 200,216
50-070-000 Madrone Acres 194,955 5,045 200,000
50-071-000 Monte Rio 262,269 9,895 252,374
50-072-000 Pacific View 5,411 110 5,301
50-073-000 Penngrove 179,500 8,725 188,225
50-074-000 Rio Nido 472,496 1,067 471,429
50-075-000 South Park 36,170 3,008 33,162
50-077-000 Summer Home Park 60,039 1,621 61,660
50-078-000 Valley of the Moon 2,477,991 92,131 2,570,122
50-079-000 West Side 7,717 1,816 5,901
50-080-000 Woodside 49,764 1,684 51,448
Total Lighting 5,850,516 23,668 0 133,671 0 5,960,519
Community Facilities:
50-082-001 CFD #4 Wilmar 10,180 10,180
50-083-001 CFD #5 Dry Creek 10,600 10,600
50-084-001 CFD #7 Mayacamas 30,084 30,084
Total Community Facilities 50,864 0 0 0 0 50,864
Permanent Roads:
50-09X-000 Permanent Roads 665,253 2,296 667,549
Total Permanent Roads 665,253 0 0 2,296 0 667,549
Sonoma County Water Agency:
52-720-100 General 2,054,993 725,304 1,329,689
52-720-100 General-Contingencies 75,000 75,000
52-720-300 Spring Lake Park 1,484,937 240,434 1,244,503
52-720-500 Waste/Recycled Wat Loan 579,848 3,190 583,038
52-720-800 Sustainability Fund 30,663 54,900 85,563
53-730-200 Laguna Mark (1A) 4,024,477 202,201 4,226,678
53-730-300 Petaluma (2A) 6,426,602 454,601 5,972,001
53-730-400 Vly of the Moon (3A) 2,223,864 22,810 2,246,674
53-730-500 Low Russ Riv (5A) 1,677,851 656,490 1,021,361
53-730-600 North Coast (7A) 71,056 9,725 61,331
53-730-700 South Coast (8A) 1,853,358 144,983 1,708,375
53-730-800 Warm Springs Dam 3,415,023 3,415,023 0
54-740-200 Warm Springs Dam-DS 73,954,955 6,244,323 67,710,632
Total Sonoma County Water Agency 97,872,627 11,890,883 0 283,101 0 86,264,845
County of Sonoma
FY 2012-2013 Recommended Budget
263
State Financial Schedules

State Controller Schedules County of Sonoma Schedule 14
County Budget Act
State of California
January 2010
Detail of Changes in Fund Balance-Special Districts and Other Agencies
Fiscal Year 2012-13
District Name
(1)
Decreases or Cancellations Increases or New Total
Estimated
Estimated Adopted by Adopted by Fund Balance
Fund Balance the Board of the Board of for the
June 30,2012 Recommended Supervisors Recommended Supervisors Budget Year
(2) (3) (4) (5) (6) (7)
IHSS Public Authority:
50-930-000 IHSS Public Authority 428,051 428,051
Total IHSS Public Authority 428,051 0 0 0 0 428,051
Sonoma County Library:
50-950-010 JP-So Co Library 2,348,087 880,772 1,467,315
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 666,272 66,900 599,372
50-950-130 Library Branch Projects 1,802,170 66,100 1,736,070
50-950-140 Cromwell Bequest 707,002 19,000 688,002
50-950-150 Wine Library 12,689 3,300 9,389
Total Sonoma County Library 9,203,892 1,036,072 0 0 0 8,167,820
Open Space District:
50-960-010 So Co Ag Pres/OSD 8,033,848 9,168 8,024,680
50-960-010 SCAPOSD-Restricted Assets 311,151 311,151
50-960-040 SCAPOSD-Install Pymt 1,550 1,550
50-960-050 SCAPOSD-SR Creek 49,379 49,379
50-960-070 SCAPOSD-Stew Reserve 7,933,056 685,000 8,618,056
50-960-080 SCAPOSD-Cooley Reserve 178,017 178,017
50-960-090 SCAPOSD-Moore Grant Conserv 750,000 405,300 344,700
50-960-100 SCAPOSD-Land Acq 32,964 32,964
50-960-120 SCAPOSD-O & M 0 201,000 201,000
50-960-300 SCAPOSD-Measure F 75,680 75,680
Total Open Space District 17,365,645 414,468 0 886,000 0 17,837,177
Community Development:
65-XXX-XXX Community Development 10,889,602 351,861 10,537,741
66-XXX-XXX Redevelopment-Set Asides 6,362,726 6,362,726
Total Community Development 17,252,328 351,861 0 0 0 16,900,467
Total Special Districts & Other Agencies 154,658,230 14,664,932 0 1,305,289 0 141,298,587
County of Sonoma
FY 2012-2013 Recommended Budget
264
State Financial Schedules

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
Board of Supervisors/County Administrator
County Counsel
Human Resources
General Services
Information Systems
Employee Benefits
Other General Government
Auditor-Controller-Treasurer-Tax Collector
County Clerk/Assessor
Recorder
Retirement of Long-Term Debt
X
X
X
X
X
X
X
X
X
X
X
JUSTICE SERVICES
Court Support
Grand Jury
Probation
District Attorney
Public Defender
Sheriff
X
X
X
X
X
X
HEALTH & HUMAN SERVICES
Health Services
Human Services
Child Support Services
X
X
X
DEVELOPMENT SERVICES
Permit and Resources Management
Fire and Emergency Services
Transportation and Public Works
Economic Development
Regional Parks
X
X
X
X
X
OTHER COUNTY SERVICES
Agricultural Commissioner
University of California Cooperative Extension
Advertising
X
X
X
CAPITAL IMPROVEMENTS
Capital Improvements
X
County of Sonoma
FY 2012-2013 Recommended Budget
265
State Financial Schedules

County of Sonoma
FY 2012-2013 Recommended Budget
266
State Financial Schedules

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
BOARD OF SUPERVISORS
BOARD OF SUPERVISORS
SUPERVISOR
CHIEF DEPUTY CLERK OF BOARD
BRD OF SUPS STAFF ASSISTANT
OFFICE SUPPORT SUPERVISOR BOS
SECRETARY CONFIDENTIAL
SENIOR OFFICE ASSISTANT-C
6425
3591
3172
2569
2059
1881
5.00
1.00
5.00
1.00
3.00
1.00
5.00
1.00
5.00
1.00
3.00
1.00
5.00
1.00
5.00
1.00
3.00
1.00
-------- -------- --------
PERMANENT POSITIONS 16.00 16.00 16.00
EXTRA HELP .50 .79 .79
COUNTY ADMINISTRATOR
COUNTY ADMINISTRATOR
COUNTY ADMINISTRATOR
ASSISTANT COUNTY ADMINISTRATOR
DEPUTY COUNTY ADMINISTRATOR
PRINCIPAL ADMIN ANALYST
LAFCO EXECUTIVE OFFICER
ADMINISTRATIVE ANALYST III
EXECUTIVE ASST CAO CONF
ADMINISTRATIVE AIDE CONFIDEN
SECRETARY CONFIDENTIAL
11260
7776
5624
4778
4335
4010
2547
2333
2059
1.00
1.00
3.00
1.00
4.80
1.00
1.75
1.00
1.00
3.00
1.00
1.00
4.80
1.00
1.00
.75
1.00
1.00
3.00
1.00
1.00
4.80
1.00
1.00
.75
-------- -------- --------
PERMANENT POSITIONS 13.55 14.55 14.55
EXTRA HELP .20 .20
OVERTIME .01 .01 .01
COUNTY COUNSEL
COUNTY COUNSEL
COUNTY COUNSEL
ASST COUNTY COUNSEL
CHIEF DEPUTY COUNTY COUNSEL
DEPUTY COUNTY COUNSEL IV
DEPUTY COUNTY COUNSEL III
ADMIN SERVICES OFFICER I
LEGAL ASSISTANT CONFIDENTIAL
ACCOUNTING TECH CONFID
LEGAL SECRETARY II CONFID
RECEPTIONIST CONFIDENTIAL
9857
6513
5918
5384
4781
3486
2331
2196
2161
1881
1.00
1.00
4.00
14.30
4.75
1.00
7.00
1.00
1.00
1.00
1.00
1.00
4.00
14.30
4.75
1.00
7.00
1.00
1.00
1.00
1.00
1.00
4.00
14.30
4.75
1.00
7.00
1.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 36.05 36.05 36.05
HUMAN RESOURCES
HUMAN RESOURCES
DIRECTOR HUMAN RESOURCES
ASSISTANT HR DIRECTOR
EMPLOYEE RELATIONS MANAGER
RECRUITMENT CLASSIFICATION MGR
HUMAN RESOURCES MANAGER
HUMAN RESOURCES ANALYST III
ADMIN SERVICES OFFICER I
ADMINISTRATIVE AIDE CONFIDEN
6977
5787
5690
4606
4005
3486
3486
2333
1.00
1.00
1.00
1.00
1.00
6.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
7.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
7.00
1.00
2.00
County of Sonoma
FY 2012-2013 Recommended Budget
267
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
HUMAN RESOURCES
HUMAN RESOURCES
EXECUTIVE SECRETARY CONFID
HUMAN RESOURCES TECH-CONF
PAYROLL CLERK CONFIDENTIAL
SENIOR OFFICE ASSISTANT-C
2314
2244
2202
1881
1.00
5.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 22.00 23.00 23.00
EXTRA HELP .35 .35
OVERTIME .06 .06 .06
ADA PROGRAM
HUMAN RESOURCES ANALYST III 3486 1.00 1.00
-------- -------- --------
PERMANENT POSITIONS 1.00 1.00
INFORMATION SYSTEMS
ISD ADMINISTRATION
INFORMATION SYSTEM DIRECTOR
ADMIN SERVICES OFFICER II
INFO TECHNOLOGY ANALYST II
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
6804
4010
3034
2952
2333
2333
2314
1.00
1.00
1.75
2.00
1.00
1.00
1.00
1.00
1.00
1.75
2.00
1.00
1.00
1.00
1.00
1.00
1.75
2.00
1.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 8.75 8.75 8.75
APPLICATIONS-MAINTENANCE
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
SYSTEMS SOFTWARE ANALYST
SENIOR PROGRAMMER ANALYST
SR BUSINESS SYSTEMS ANALYST
PROGRAMMER ANALYST
INFO TECHNOLOGY ANALYST II
GEOGRAPHIC INFO TECH II
5247
4564
4023
3831
3831
3204
3034
2757
1.00
6.00
3.00
14.50
2.00
5.00
1.00
2.00
1.00
6.00
3.00
14.50
2.00
5.00
1.00
2.00
1.00
6.00
3.00
14.50
2.00
5.00
1.00
2.00
-------- -------- --------
PERMANENT POSITIONS 34.50 34.50 34.50
OVERTIME .19 .19 .19
TECHNICAL SVCS (MAINFRAME)
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
SENIOR NETWORK ANALYST
SYSTEMS SOFTWARE ANALYST
NETWORK ANALYST
INFO TECHNOLOGY ANALYST III
INFO TECHNOLOGY ANALYST II
GEOGRAPHIC INFO TECH II
SR SYSTEMS SUPPORT TECHNICIAN
SYSTEMS SUPPORT TECHNICIAN
5247
4564
4200
4023
3907
3734
3034
2757
2498
2082
.89
4.00
2.00
8.00
4.00
4.00
9.25
2.00
2.00
1.00
.89
4.00
2.00
8.00
4.00
4.00
9.25
2.00
2.00
1.00
.89
4.00
2.00
8.00
4.00
4.00
9.25
2.00
2.00
1.00
County of Sonoma
FY 2012-2013 Recommended Budget
268
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
INFORMATION SYSTEMS
TECHNICAL SVCS (MAINFRAME)
PERMANENT POSITIONS
OVERTIME
37.14 37.14 37.14
1.03 1.03 1.03
WORK GROUP SUPPORT
INFO SYS DIVISION DIRECTOR
INFO SYSTEMS PROJECT MANAGER
NETWORK ANALYST
SR BUSINESS SYSTEMS ANALYST
ADMINISTRATIVE AIDE
PERMANENT POSITIONS
5247
4564
3907
3831
2333
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
5.00 5.00 5.00
COMMUNICATION-RADIO
SENIOR COMMUNICATIONS TECH
COMMUNICATIONS TECHNICIAN II
PERMANENT POSITIONS
3206
2916
1.00 1.00 1.00
1.00 1.00 1.00
-------- -------- --------
2.00 2.00 2.00
COMMUNICATIONS-TELEPHONE
INFO SYS DIVISION DIRECTOR
COMMUNICATIONS MANAGER
ADMIN SERVICES OFFICER I
PERMANENT POSITIONS
5247
4358
3486
.11
1.00
1.00
.11
1.00
1.00
.11
1.00
1.00
-------- -------- --------
2.11 2.11 2.11
RECORDS
RECORDS MANAGER
DEPARTMENT ANALYST
MAIL MATERIALS RECORD SUPV
SENIOR OFFICE ASSISTANT
MAIL MATERIALS RECORD HNDLR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3394
2952
2087
1826
1815
.50
1.00
1.00
1.00
5.00
.50
1.00
1.00
1.00
5.00
.50
1.00
1.00
1.00
5.00
-------- -------- --------
8.50 8.50 8.50
.19 .19 .19
.03 .03 .03
REPROGRAPHICS
RECORDS MANAGER
ADMINISTRATIVE AIDE
REPROGRAPHICS SUPERVISOR
GRAPHICS DESIGNER PHOTOGRAPHER
REPROGRAPHICS TECHNICIAN III
REPROGRAPHICS TECHNICIAN II
PERMANENT POSITIONS
3394
2333
2175
2175
1971
1810
.50
1.00
1.00
2.00
3.00
1.00
.50
1.00
1.00
2.00
3.00
1.00
.50
1.00
1.00
2.00
3.00
1.00
-------- -------- --------
8.50 8.50 8.50
County of Sonoma
FY 2012-2013 Recommended Budget
269
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
INFORMATION SYSTEMS
REPROGRAPHICS
OVERTIME .16 .16 .16
GENERAL SERVICES
GENERAL SERVICES-ADMIN
GENERAL SERVICES DIRECTOR
DEP DIRECTOR GENERAL SERVICES
ADMIN SERVICES OFFICER II
SUPERVISING ACCOUNTANT
ADMIN SERVICES OFFICER I
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SECRETARY
ACCOUNT CLERK II
6801
4608
4010
3511
3486
2314
2202
2132
2013
1999
1826
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
1.60
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
.50
1.60
1.00
1.00
1.00
1.00
.50
1.60
-------- -------- --------
PERMANENT POSITIONS 10.10 10.10 10.10
ARCHITECT
COUNTY ARCHITECT
DEP DIRECTOR GENERAL SERVICES
ASSOCIATE ARCHITECT
MAJOR PROJECT ARCHITECT
SENIOR PROJECT SPECIALIST
BUSINESS SYSTEMS ANALYST
PROJECT SPECIALIST
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
4796
4608
4168
3888
3621
3204
3151
2952
2333
1826
1.00
2.00
2.00
3.00
1.00
4.00
1.00
2.00
3.00
1.00
1.00
2.00
2.00
3.00
1.00
4.00
1.00
1.00
2.00
2.00
3.00
1.00
4.00
2.00 2.00
3.00 3.00
-------- -------- --------
PERMANENT POSITIONS 19.00 19.00 19.00
EXTRA HELP .14 .14 .14
PURCHASING AGENT
BUSINESS DEVELOPMENT MANAGER
PURCHASING AGENT
ASSISTANT PURCHASING AGENT
DEPARTMENT ANALYST
BUYER
SECRETARY
4291
4011
3487
2952
2482
1999
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
3.00
1.00
-------- -------- --------
PERMANENT POSITIONS 7.00 7.00 7.00
ENERGY DIVISION
ENERGY & SUSTAIN PROGRAM MGR
ADMIN SERVICES OFFICER I
HUMAN SERVICES PROGRAM MANAGER
DEPARTMENT ANALYST
ADMIN AIDE PROJ-CONF
SR OFFICE ASST PROJECT
4378
3486
3220
2952
2333
1826
1.00
2.00
1.00
3.00
2.00
3.00
1.00
1.00
2.00
3.00
3.00
3.00
1.00
1.00
2.00
3.00
3.00
3.00
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
270
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
GENERAL SERVICES
ENERGY DIVISION
PERMANENT POSITIONS 12.00 13.00 13.00
REAL ESTATE PROGRAM
REAL ESTATE MANAGER
DEPARTMENT ANALYST
LEGAL SECRETARY II
SECRETARY
4567
2952
2098
1999
1.00
1.00
1.00
.50
1.00
1.00
1.00
.50
1.00
1.00
1.00
.50
-------- -------- --------
PERMANENT POSITIONS 3.50 3.50 3.50
FACILITIES OPERATIONS
FACILITY MANAGER
ASST FACILITY MANAGER
ASSISTANT BUILDING SUPT
PROJECT SPECIALIST
DEPARTMENT ANALYST
BUILDING MECHANIC II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
4358
4164
3315
3151
2952
2804
2333
1826
1603
1.00
1.00
3.00
1.00
1.00
28.00
1.00
1.00
1.50
1.00
3.00
1.00
1.00
28.00
1.00
2.00
1.00
1.00
3.00
1.00
1.00
28.00
1.00
2.00
1.00
-------- -------- --------
PERMANENT POSITIONS 38.50 38.00 38.00
EXTRA HELP 2.00 2.00 2.00
OVERTIME 2.13 2.13 2.13
FLEET OPERATIONS
FLEET MANAGER
ASSISTANT FLEET MANAGER
HEAVY EQ FLEET MAINT SUP
DEPARTMENT ANALYST
AUTO FLEET MAINT SUPERVISOR
WELDER
HEAVY EQUIPMENT MECHANIC II
AUTOMOTIVE TECHNICIAN
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
MOTOR POOL ATTENDANT
4358
3748
3169
2952
2922
2696
2696
2498
1826
1603
1478
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
3.00
1.00
1.00
1.00
1.00
1.00
1.00
5.00
6.00
3.00
1.00 1.00
-------- -------- --------
PERMANENT POSITIONS 21.00 21.00 21.00
OVERTIME .14 .14 .14
COUNTY CLERK
COUNTY CLERK
CHIEF DEPUTY COUNTY CLERK
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
LEGAL PROCESSOR II
3591
2346
2006
1826
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
271
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
COUNTY CLERK
COUNTY CLERK
PERMANENT POSITIONS 6.00 6.00 6.00
REGISTRAR OF VOTERS
ASSISTANT REGISTRAR OF VOTERS
PROGRAM DEVELOPMENT MANAGER
DIS SPECIALIST II
ELECTION SERVICES SUPERVISOR
SR ELECTION SPECIALIST
SECRETARY
ELECTION SPECIALIST II
STOREKEEPER
4979
3705
3130
2496
2008
1999
1828
1815
1.00
1.00
1.00
1.00
3.00
1.00
5.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
5.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
5.00
1.00
-------- -------- --------
PERMANENT POSITIONS 14.00 14.00 14.00
EXTRA HELP 4.96 4.96 4.96
OVERTIME 1.79 1.79 1.79
ASSESSOR
ASSESSOR
CHIEF DEPUTY ASSESSOR
CHIEF APPRAISER
ASSESSMENT PROCESS MANAGER
SUPERVISING AUDITOR-APPRAISER
APPRAISER IV
DIS SPECIALIST II
DEPARTMENT ANALYST
AUDITOR-APPRAISER II
APPRAISER III
ASSESSORS CHNG OWNERSHIP SUPV
CADASTRAL MAPPING SUPERVISOR
ASSESSMENT PROCESS SUPERVISOR
CADASTRAL MAPPING TECH II
ASSESSMENT PROCESS SPECIALIST
APPRAISER AIDE
ASSESSMENT CLERK
5399
4374
3978
3416
3287
3130
2952
2921
2851
2793
2652
2283
2257
2073
1931
1846
1.00
1.00
1.00
1.00
4.00
2.75
1.00
6.00
17.98
1.00
1.00
2.00
3.00
9.00
3.00
10.00
1.00
1.00
1.00
1.00
4.00
2.75
1.00
6.00
18.98
1.00
1.00
2.00
3.00
9.00
4.00
10.00
1.00
1.00
1.00
1.00
4.00
2.75
1.00
6.00
18.98
1.00
1.00
2.00
3.00
9.00
4.00
10.00
-------- -------- --------
PERMANENT POSITIONS 64.73 66.73 66.73
EXTRA HELP .62 .62
OVERTIME .48 .48 .48
ADMINISTRATIVE SERVICES
COUNTY CLERK-RECORDER-ASSESSOR
DEPARTMENT ACCOUNTING MANAGER
ADMIN SERVICES OFFICER I
ACCOUNTANT II-CONF
ACCOUNTANT II
EXECUTIVE SECRETARY CONFID
ACCOUNT CLERK II
8042
3821
3486
2893
2809
2314
1826
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 7.00 7.00 7.00
County of Sonoma
FY 2012-2013 Recommended Budget
272
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
AUD-CONT/TREAS-TAX COLL
AUDITOR-CONTROLLER
ASSISTANT AUDITOR-CONTROLLER
AUDIT MANAGER
ACCOUNTING MANAGER AUD CONT OF
PAYROLL MANAGER AUD CONT OFF
SR BUSINESS SYSTEMS ANALYST
SUPERVISING ACCOUNTANT
ACCOUNTANT/AUDITOR II
DEPARTMENT ANALYST
ACCOUNTANT II-CONF
ACCOUNTANT II
AUDITORS PAYROLL TECHNICIAN C
ACCOUNTING ASSISTANT
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
ACCOUNT CLERK II
5460
4324
4324
4111
3831
3511
3220
2952
2893
2809
2314
2226
2132
2013
1826
1.00
1.00
2.00
1.00
5.00
12.00
1.00
1.00
7.00
6.00
6.00
1.00
8.00
3.00
1.00
1.00
3.00
1.00
1.00
6.00
14.00
2.00
1.00
7.00
6.00
6.00
1.00
6.00
2.00
1.00
1.00
3.00
1.00
1.00
6.00
14.00
2.00
1.00
7.00
6.00
6.00
1.00
6.00
2.00
-------- -------- --------
PERMANENT POSITIONS 55.00 58.00 58.00
TREASURY
ASSISTANT TREASURER
REVENUE AND DEBT MANAGER
TREASURY MANAGER
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
4955
4111
3978
2952
2333
2333
2132
2013
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
-------- -------- --------
PERMANENT POSITIONS 10.00 10.00 10.00
OVERTIME .09 .09 .09
TAX COLLECTOR
ASST TAX COLLECTOR-AUDITOR
TAX ACCOUNT MANAG AUD CONT OFF
TAX COLLECTION MANAGER
ACCOUNTANT/AUDITOR II
ACCOUNTANT II
ACCOUNTING ASSISTANT
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
COLLECTIONS ASSISTANT
ACCOUNT CLERK II
4955
4111
3978
3220
2809
2226
2132
2013
2006
1826
1.00
1.00
1.00
2.00
1.00
3.00
2.00
5.00
1.00
3.00
1.00
1.00
1.00
2.00
1.00
3.00
2.00
6.00
1.00
1.00
1.00
2.00
1.00
3.00
2.00
6.00
3.00 3.00
-------- -------- --------
PERMANENT POSITIONS 20.00 20.00 20.00
OVERTIME .03 .03 .03
ACTTC-ADMINISTRATION
AUD CONTROLLER/TREAS TAX COLL
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
ADMINISTRATIVE AIDE CONFIDEN
9997
3486
2952
2333
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
-------- -------- --------
PERMANENT POSITIONS 5.00 5.00 5.00
County of Sonoma
FY 2012-2013 Recommended Budget
273
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
AUD-CONT/TREAS-TAX COLL
ACTTC-ADMINISTRATION
OVERTIME .04 .04 .04
RECORDER
RECORDER OPERATIONS FUND
CHIEF DEPUTY RECORDER
DOCUMENT RECORDER III
DOCUMENT RECORDER II
RECEPTIONIST
MICROGRAPHIC TECHNICIAN II
3978
2346
2006
1826
1826
1.00
1.00
6.00
1.00
4.00
1.00
1.00
6.00
1.00
4.00
1.00
1.00
6.00
1.00
4.00
-------- -------- --------
PERMANENT POSITIONS 13.00 13.00 13.00
EXTRA HELP 1.61 1.61 1.61
OVERTIME .05 .05 .05
PERMIT AND RESOURCE MGMT
PRMD-ADMINISTRATION
DIRECTOR PRMD
DEP DIR ENGINEERING CONSTRUCTI
DEPUTY DIRECTOR/PLANNING
ENGINEERING DIVISION MANAGER
BUILDING DIVISION MANAGER
SENIOR ENGINEER
PRMD DIVISION MANAGER
ADMIN SERVICES OFFICER II
ENGINEER
LICENSED LAND SURVEYOR
CODE ENFORCEMENT SUPERVISOR
SUPERVISING PLANNER
SUPERVISING BUILDING INSPECTOR
CUSTOMER SERVICE SUPERVISOR
SUPV E H SPECIALIST
ACCOUNTANT III
SR CODE ENFORCEMENT INSPECTOR
SR BUILDING PLANS EXAMINER
PLANNER III
SENIOR ENVIROMENTAL SPECIALIST
SENIOR BUILDING INSPECTOR
ENVIRON HEALTH SPECIALIST III
DIS SPECIALIST II
CODE ENFORCEMENT INSPECTOR II
BLDG PLANS EXAMINER II
ENVIROMENTAL SPECIALIST
DEPARTMENT ANALYST
SR GEOGRAPHIC INFO TECH
ENVIRON HEALTH SPECIALIST II
BUILDING INSPECTOR II
ENGINEERING TECHNICIAN III
GEOGRAPHIC INFO TECH II
PERMIT TECHNICIAN II
ADMINISTRATIVE AIDE
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
TELEPHONE OPERATOR
OFFICE ASSISTANT II
6599
5514
4997
4796
4796
4375
4342
4010
3972
3737
3639
3634
3598
3471
3389
3326
3309
3307
3303
3195
3150
3135
3130
3059
3058
2972
2952
2951
2939
2911
2768
2757
2375
2333
2013
1999
1826
1826
1629
1603
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
5.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
14.00
1.00
3.00
5.00
2.00
3.00
2.00
3.00
1.00
1.00
4.00
6.00
5.00
1.00
4.00
1.00
1.00
3.00
8.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
6.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
14.00
1.00
3.00
5.00
2.00
3.00
2.00
3.00
1.00
1.00
4.00
6.00
4.00
1.00
5.00
1.00
1.00
3.00
8.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
1.00
6.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
4.00
2.00
14.00
1.00
3.00
5.00
2.00
3.00
2.00
3.00
1.00
1.00
4.00
6.00
4.00
1.00
5.00
1.00
1.00
3.00
8.00
1.00
1.00
1.00
County of Sonoma
FY 2012-2013 Recommended Budget
274
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PERMIT AND RESOURCE MGMT
PRMD-ADMINISTRATION
PERMANENT POSITIONS
OVERTIME
102.00 102.00 102.00
1.19 1.19 1.19
ECONOMIC DEVELOPMENTBOARD
ECONOMIC DEVELOPMENT
ECONOMIC DEVELOPMENT COORDINAT
HUMAN SERVICES PROGRAM MANAGER
ADMINISTRATIVE AIDE
SECRETARY
PERMANENT POSITIONS
EXTRA HELP
5807
3220
2333
1999
1.00
2.50
2.50
1.00
1.00
2.50
2.50
1.00
1.00
2.50
2.50
1.00
-------- -------- --------
7.00 7.00 7.00
3.00 3.00 3.00
REGIONAL PARKS
PARK OPS & MAINT
PARK MANAGER
DEPARTMENT ANALYST
AQUATIC SPECIALIST
PARK RANGER III
PARK RANGER II
PARKS GROUNDS MAINT SUPERVISOR
PARK RANGER I
PLANNING TECHNICIAN
PARKS GROUNDS MAINT WORKER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4348
2952
2791
2791
2352
2348
2146
2046
2029
1.00
1.00
1.00
3.00
3.00
2.00
9.00
1.00
15.00
1.00
1.00
1.00
3.00
3.00
2.00
9.00
1.00
14.00
1.00
1.00
1.00
3.00
3.00
2.00
9.00
1.00
14.00
-------- -------- --------
36.00 35.00 35.00
27.46 27.46 27.46
.64 .64 .64
PARK PLANNING
PARK PLANNING MANAGER
SENIOR PARK PLANNER
PARK PLANNER II
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
5088
3731
3108
1826
1.00
1.00
2.00
1.00
1.00
1.00
2.00
.50
1.00
1.00
2.00
.50
-------- -------- --------
5.00 4.50 4.50
.66 .66
RECREATION, HEALTH & EDUC
REC & EDUCATION SVCS MANAGER
MARKETING SPECIALIST
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
PARK PROGRAM ASSISTANT
4010
2474
2333
2333
2002
1.00
1.00
1.00
1.00
.50
1.00
1.00
1.00
1.00
.50
1.00
1.00
1.00
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
275
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
REGIONAL PARKS
RECREATION, HEALTH & EDUC
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3.00 4.50 4.50
1.66 1.00 1.00
.04 .04
BUSINESS STRATEGY & DEVELOP
DIRECTOR OF REGIONAL PARKS
DEPUTY DIRECTOR REGIONAL PARKS
BUSINESS DEVELOPMENT MANAGER
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
BOOKING & RESERVATION COORD
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
6361
5088
4291
3486
2952
2314
2202
2122
2013
1999
1826
1826
1603
1.00
1.00
1.00
.75
2.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
2.00
3.00
2.00
-------- -------- --------
16.75 18.00 18.00
1.16 .33 .33
.12 .12 .12
SPRING LAKE PARK
ENVIRON DISCOVERY CTR COORD
PARK RANGER III
PARK RANGER II
PARKS GROUNDS MAINT SUPERVISOR
PARK RANGER I
PARKS GROUNDS MAINT WORKER II
PARK PROGRAM ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
2952
2791
2352
2348
2146
2029
2002
1.00
1.00
1.00
1.00
3.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
2.00
1.00
-------- -------- --------
10.00 10.00 10.00
9.66 10.22 10.22
.55 .55 .55
VETERANS/COMMUNITY BUILDINGS
PUBLIC FACILITIES MANAGER
EVENTS SERVICES SUPERVISOR
EVENT SERVICES WORKER
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4348
2791
2029
1603
1.00
1.00
4.00
1.00
1.00
.50
1.00
.50
-------- -------- --------
7.00 1.50 1.50
2.39 .63 .63
.24
County of Sonoma
FY 2012-2013 Recommended Budget
276
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
ROAD DIVISION
ROAD DEPARTMENT
DIRECTOR OF TRAN/PUBLIC WORKS
DEP DIR-TRANSPORT/OPERATION
DEP DIR-ENGINEERING/MAINT
SENIOR ENGINEER
ROAD OPS DIVISION MGR
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
ENGINEER
PUBLIC WORKS OPS COORDINATOR
LICENSED LAND SURVEYOR
SUPERVISING RIGHT OF WAY AGENT
ADMIN SERVICES OFFICER I
ENGINEERING TECHICIAN IV
PUBLIC WORKS FLEET EQUIP MGR
BRIDGE SUPERVISOR
DEPARTMENT ANALYST
TRAFFIC SIGNAL TECHNICIAN
MAINTENANCE SUPERVISOR
TRAFFIC MAINTENANCE SUPERVISOR
VEGETATION CONTROL ADVISOR
ENGINEERING TECHNICIAN III
SENIOR BRIDGE WORKER
GEOGRAPHIC INFO TECH I
MAINTENANCE WORKER III
TRAFFIC PAINT & SIGN WORKER
EXECUTIVE SECRETARY CONFID
BRIDGE WORKER
MATERIALS EQUIPMENT SPECIALIST
PAYROLL CLERK CONFIDENTIAL
VEGETATION SPECIALIST
MAINTENANCE WORKER II
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
YARD CLERK
7684
6286
6286
4375
4350
4210
4010
3972
3782
3737
3533
3486
3323
3278
3036
2952
2896
2866
2866
2821
2768
2489
2480
2348
2348
2314
2214
2202
2202
2093
2029
2013
1999
1826
1826
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
4.50
1.00
1.00
6.00
3.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
1.00
23.00
3.00
1.00
2.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
4.50
1.00
1.00
6.00
3.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
1.00
23.00
3.00
1.00
2.00
2.00
1.00
1.00
1.00
5.00
1.00
1.00
1.00
5.00
2.00
1.00
1.00
1.00
6.00
1.00
1.00
4.00
1.00
4.50
1.00
1.00
6.00
3.00
1.00
25.50
4.00
1.00
4.00
1.00
1.00
1.00
23.00
3.00
1.00
2.00
2.00
-------- -------- --------
PERMANENT POSITIONS 119.00 119.00 119.00
EXTRA HELP 9.46 9.46 9.46
OVERTIME 3.47 3.47 3.47
SHERIFF-LAW ENFORCEMENT
SHERIFF-ADMIN
SHERIFF-CORONER
SHERIFFS CAPTAIN
SHERIFFS LIEUTENANT
DEPT ADMIN SERVICES DIRECTOR
SHERIFFS SERGEANT
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
DEPARTMENT ACCOUNTING MANAGER
CORRECTIONAL SERGEANT
DEPUTY SHERIFF II
ADMIN SERVICES OFFICER I
DIS SPECIALIST II
DEPARTMENT ANALYST
ACCOUNTANT II
DIS TECHNICIAN II
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
9197
5999
5241
4516
4265
4210
4010
3821
3640
3629
3486
3130
2952
2809
2376
2333
2314
2202
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
2.00
2.00
5.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
5.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
2.00
2.00
5.00
1.00
1.00
2.00
1.00
1.00
County of Sonoma
FY 2012-2013 Recommended Budget
277
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
SHERIFF-LAW ENFORCEMENT
SHERIFF-ADMIN
ACCOUNT CLERK III CONFID
SECRETARY CONFIDENTIAL
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
STOREKEEPER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
2073
2059
2013
1826
1826
1815
2.00
1.00
3.00
1.00
1.00
1.00
2.00
1.00
3.00
1.00
1.00
1.00
2.00
1.00
3.00
1.00
1.00
1.00
-------- -------- --------
35.00 36.00 36.00
.17 .60 .60
.47 .48 .48
LAW ENFORCEMENT-ADMIN
ASSISTANT SHERIFF
DEPARTMENT ANALYST
COMMUNITY SERVICES OFFICER II
PERMANENT POSITIONS
OVERTIME
6844
2952
1971
1.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
4.00 3.00 3.00
.08 .06 .06
SHERIFF-DISPATCH
COMMUNICATIONS DISPATCH MANAGE
SUPERVISING COMMUNICATIONS DIS
SENIOR COMMUNICATIONS DISPATCH
COMMUNICATIONS DISPATCHER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3985
3115
2747
2621
1.00
5.00
8.00
14.50
1.00
5.00
8.00
14.50
1.00
5.00
8.00
14.50
-------- -------- --------
28.50 28.50 28.50
.58 .19 .19
3.44 3.71 3.71
SHERIFF-RADIO
SENIOR COMMUNICATIONS TECH
COMMUNICATIONS TECHNICIAN II
PERMANENT POSITIONS
OVERTIME
3206
2916
1.00 1.00 1.00
2.00 2.00 2.00
-------- -------- --------
3.00 3.00 3.00
.11 .52 .52
SHERIFF-HELICOPTER
HELICOPTER PILOT
DEPUTY SHERIFF II
SHERIFFS PARAMEDIC
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3710
3629
2710
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
3.00 2.00 2.00
1.04 1.04
.45 .41 .41
County of Sonoma
FY 2012-2013 Recommended Budget
278
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SHERIFF-LAW ENFORCEMENT
SHERIFF-CIVIL
DEPUTY SHERIFF II
HUMAN SERVICES PROGRAM MANAGER
COMMUNITY SERVICES OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3629
3220
1971
1826
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
2.00
-------- -------- --------
5.00 5.00 5.00
.01 .01 .01
.04 .04 .04
SHERIFF-MARINE UNIT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
PERMANENT POSITIONS
OVERTIME
4265
3629
1.00 1.00 1.00
2.00 2.00 2.00
-------- -------- --------
3.00 3.00 3.00
.82 .82 .82
SHERIFF-PATROL
SHERIFFS CAPTAIN
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
COMMUNITY SERVICES OFFICER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
5999
5241
4265
3629
1971
1.00
4.00
11.00
98.00
3.00
1.00
4.00
11.00
98.00
3.00
1.00
4.00
11.00
98.00
3.00
-------- -------- --------
117.00 117.00 117.00
.29 .29 .29
20.66 25.21 25.21
SHERIFF-WINDSOR
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
ADMINISTRATIVE AIDE
COMMUNITY SERVICES OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
5241
4265
3629
2333
1971
1826
1.00
2.00
17.00
1.00
1.00
1.00
1.00
2.00
17.00
1.00
1.00
1.00
1.00
2.00
17.00
1.00
1.00
1.00
-------- -------- --------
23.00 23.00 23.00
1.16 1.16 1.16
2.89 3.17 3.17
SHERIFF-SONOMA
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
ADMINISTRATIVE AIDE
COMMUNITY SERVICES OFFICER II
5241
4265
3629
2333
1971
1.00
2.00
10.00
1.00
2.00
1.00
2.00
10.00
1.00
2.00
1.00
2.00
10.00
1.00
2.00
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
279
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SHERIFF-LAW ENFORCEMENT
SHERIFF-SONOMA
PERMANENT POSITIONS
OVERTIME
16.00 16.00 16.00
2.13 2.10 2.10
SHERIFF-INVESTIGATION
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
SECRETARY
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
5241
4265
3629
1999
1826
1.00
6.00
22.00
2.00
1.00
1.00
6.00
22.00
2.00
1.00
1.00
6.00
22.00
2.00
1.00
-------- -------- --------
32.00 32.00 32.00
.72 .72 .72
3.78 3.87 3.87
SHERIFF-SVCS-RECORDS
SHERIFFS INFO BUREAU MANAGER
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
COMMUNITY SERVICES OFFICER II
LEGAL PROCESSOR II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3486
2346
2006
1971
1826
1.00
2.00
4.00
6.00
6.00
1.00
2.00
4.00
6.00
6.00
1.00
2.00
4.00
6.00
6.00
-------- -------- --------
19.00 19.00 19.00
.66 .66 .66
.42 .41 .41
SHERIFF-COURT SECURITY
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
CORRECTIONAL OFFICER II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
5241
4265
3629
2840
.80
2.00
28.00
6.00
1.00
2.00
28.00
6.00
1.00
2.00
28.00
6.00
-------- -------- --------
36.80 37.00 37.00
9.75 9.80 9.80
.82 .38 .38
SHERIFF-TRANSPORTATION
SHERIFFS LIEUTENANT
SHERIFFS SERGEANT
DEPUTY SHERIFF II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
5241
4265
3629
.20
1.00
4.00
1.00
4.00
1.00
4.00
-------- -------- --------
5.20 5.00 5.00
1.35 1.44 1.44
.41 .37 .37
County of Sonoma
FY 2012-2013 Recommended Budget
280
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SHERIFF-LAW ENFORCEMENT
SHERIFF-CORONER
SHERIFFS SERGEANT
DEPUTY SHERIFF II
FORENSIC ASSISTANT
4265
3629
2118
1.00
4.00
2.00
--------
1.00
4.00
2.00
--------
1.00
4.00
2.00
--------
PERMANENT POSITIONS
7.00
7.00
7.00
OVERTIME
.81
.81
.81
SHERIFF-TRAINING
-------- -------- --------
SHERIFF-DETENTION DIVISION
NORTH COUNTY DETENTION FACILITY
CORRECTIONAL SERGEANT
CORRECTIONAL OFFICER II
LEGAL PROCESSOR II
3640
2840
1826
4.00
22.00
4.40
--------
4.00
22.00
4.40
--------
4.00
22.00
4.40
--------
PERMANENT POSITIONS
30.40
30.40
30.40
EXTRA HELP
.46
1.27
1.27
OVERTIME
2.82
6.65
6.65
DETENTION-MAIN JAIL
SHERIFFS CAPTAIN
CORRECTIONAL LIEUTENANT
CORRECTIONAL SERGEANT
CORRECTIONAL OFFICER II
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
SECRETARY
LEGAL PROCESSOR II
5999
5142
3640
2840
2346
2006
1999
1826
1.00
4.00
14.00
135.00
2.00
2.00
1.00
24.60
--------
1.00
4.00
14.00
135.00
2.00
2.00
1.00
23.60
--------
1.00
4.00
14.00
135.00
2.00
2.00
1.00
23.60
--------
PERMANENT POSITIONS
183.60
182.60
182.60
EXTRA HELP
1.85
1.74
1.74
OVERTIME
25.79
16.86
16.86
DETENTION-ADMINISTRATION
ASSISTANT SHERIFF
SHERIFFS CAPTAIN
CORRECTIONAL LIEUTENANT
CORRECTIONAL SERGEANT
SHERIFFS INFO BUREAU MANAGER
HUMAN SERVICES PROGRAM MANAGER
CORRECTIONAL OFFICER II
SUPERVISING DETENTION ASST
CHEF
SECRETARY
DETENTION ASSISTANT
LEGAL PROCESSOR II
COOK
ASSISTANT COOK
6844
5999
5142
3640
3486
3220
2840
2149
2068
1999
1912
1826
1748
1594
1.00
1.00
3.00
2.00
1.00
1.00
13.00
2.00
2.00
1.00
16.00
2.00
9.00
3.00
1.00
1.00
3.00
2.00
1.00
13.00
2.00
2.00
1.00
16.00
2.00
9.00
3.00
1.00
1.00
3.00
2.00
1.00
13.00
2.00
2.00
1.00
16.00
2.00
9.00
3.00
County of Sonoma
FY 2012-2013 Recommended Budget
281
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SHERIFF-DETENTION DIVISION
DETENTION-ADMINISTRATION
JANITOR 1579 5.00 5.00 5.00
-------- -------- --------
PERMANENT POSITIONS 62.00 61.00 61.00
EXTRA HELP .58 .81 .81
OVERTIME 3.01 2.98 2.98
DISTRICT ATTORNEY
D A-CRIMINAL
DISTRICT ATTORNEY
ASST DA LIMITED TERM
CHIEF DEPUTY DISTRICT ATTORNEY
CHIEF CRIMINAL INVESTIGATOR
DEPUTY DIST ATTY IV
SENIOR DA INVESTIGATOR
ADMIN SERVICES OFFICER II
DA INVESTIGATOR II
DIS SPECIALIST II
DEPARTMENT ANALYST
EXECUTIVE LEGAL SECRETARY CONF
LEGAL STAFF SUPERVISOR
LEGAL ASSISTANT
ACCOUNTING TECH CONFID
LEGAL SECRETARY II
ACCOUNT CLERK III CONFID
SENIOR LEGAL PROCESSOR
SECRETARY
LEGAL PROCESSOR II
9670
6513
5918
5622
5384
4412
4010
3883
3130
2952
2447
2346
2263
2196
2098
2073
2006
1999
1826
1.00
1.00
4.00
1.00
42.00
1.00
1.00
12.00
1.00
1.00
1.00
2.00
4.00
1.00
6.00
1.00
1.00
1.75
16.00
1.00
1.00
4.00
1.00
41.00
1.00
1.00
10.00
1.00
1.00
1.00
2.00
4.00
1.00
6.00
1.00
1.00
1.75
16.00
1.00
1.00
4.00
1.00
41.00
1.00
1.00
10.00
1.00
1.00
1.00
2.00
4.00
1.00
6.00
1.00
1.00
1.75
16.00
-------- -------- --------
PERMANENT POSITIONS 98.75 95.75 95.75
EXTRA HELP 1.00 2.13 2.13
OVERTIME .24 .24 .24
D A - VICTIM WITNESS
HUMAN SERVICES PROGRAM MANAGER
VICTIM WITNESS ADVOCATE II
VICTIM CLAIMS SUPERVISOR
LEGAL ASSISTANT
VICTIM CLAIMS SPECIALIST II
LEGAL PROCESSOR II
3220
2425
2373
2263
2083
1826
1.00
7.00
1.00
1.00
2.00
1.00
1.00
7.00
1.00
1.00
2.00
1.00
1.00
7.00
1.00
1.00
2.00
1.00
-------- -------- --------
PERMANENT POSITIONS 13.00 13.00 13.00
PROBATION DIVISION
ADULT PROBATION SERVICES
PROBATION DIVISION DIRECTOR II
PROBATION OFFICER IV
PROBATION OFFICER III
PROBATION OFFICER II
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
LEGAL PROCESSOR II
4179
3561
2962
2623
2346
2006
1826
1.00
5.00
29.00
9.00
1.00
4.00
4.00
1.00
5.00
27.00
9.00
1.00
4.00
4.00
1.00
5.00
27.00
9.00
1.00
4.00
4.00
County of Sonoma
FY 2012-2013 Recommended Budget
282
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PROBATION DIVISION
ADULT PROBATION SERVICES
PERMANENT POSITIONS
53.00
51.00
51.00
EXTRA HELP
1.21
1.21
1.21
OVERTIME
.37
.37
.37
JUVENILE PROBATION SERVICES
PROBATION DIVISION DIRECTOR II
PROBATION OFFICER IV
PROBATION OFFICER III
DEPARTMENT ANALYST
PROBATION OFFICER II
LEGAL STAFF SUPERVISOR
SENIOR LEGAL PROCESSOR
SECRETARY
PROBATION ASSISTANT
LEGAL PROCESSOR II
4179
3561
2962
2952
2623
2346
2006
1999
1912
1826
1.00
4.00
17.00
1.00
7.00
1.00
5.00
.50
1.00
2.00
--------
1.00
4.00
17.00
1.00
6.00
1.00
5.00
1.00
1.00
2.00
--------
1.00
4.00
17.00
1.00
6.00
1.00
5.00
1.00
1.00
2.00
--------
PERMANENT POSITIONS
39.50
39.00
39.00
EXTRA HELP
1.15
1.15
1.15
OVERTIME
.28
.28
.28
PROB-ADMINISTRATION
CHIEF PROBATION OFFICER
DEPUTY CHIEF PROBATION OFFICER
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
ACCOUNTANT III
DIS SPECIALIST II
DEPARTMENT ANALYST
ACCOUNTANT II
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
ACCOUNT CLERK II
6426
5140
4210
4010
3326
3130
2952
2809
2333
2247
2132
2013
1826
1.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
5.10
--------
1.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
5.10
--------
1.00
2.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
1.00
5.10
--------
PERMANENT POSITIONS
20.10
20.10
20.10
EXTRA HELP
.75
.90
.90
PROB-STATE/FED REVENUES
PROBATION OFFICER IV
PROBATION OFFICER III
SENIOR LEGAL PROCESSOR
3561
2962
2006
1.00
7.00
1.00
--------
1.00
7.00
1.00
--------
1.00
7.00
1.00
--------
PERMANENT POSITIONS
OVERTIME
9.00 9.00
.03
9.00
.03
County of Sonoma
FY 2012-2013 Recommended Budget
283
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PROBATION DIVISION
PROB-GRANT FUNDS
PROBATION OFFICER III
PROBATION OFFICER II
ADMINISTRATIVE AIDE
PERMANENT POSITIONS
OVERTIME
2962
2623
2333
4.00
4.00
1.00
4.00
4.00
1.00
4.00
4.00
1.00
-------- -------- --------
9.00 9.00 9.00
.05 .05
JAIL PROGRAMS
PROBATION OFFICER III
PROBATION OFFICER II
SENIOR LEGAL PROCESSOR
PROBATION ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
2962
2623
2006
1912
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
6.00 3.00 3.00
.08 .08 .08
.02 .02 .02
JJCPA
OVERTIME
.08
PROBATION-CCPIF
PROBATION OFFICER III
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
2962
4.00 4.00 4.00
-------- -------- --------
4.00 4.00 4.00
1.61 1.61 1.61
.34 .34
INSTITUTIONS
JUVENILE HALLS
PROBATION DIVISION DIRECTOR II
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
JUVENILE CORRECTION CNSLR II
CHEF
SECRETARY
PROBATION ASSISTANT
COOK
RESIDENTIAL SERVICE WORKER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4179
3797
2979
2674
2339
2068
1999
1912
1748
1550
1.00
2.00
8.00
7.00
72.00
1.00
1.00
1.00
4.00
1.00
1.00
2.00
8.00
7.00
71.00
1.00
1.00
1.00
4.00
1.00
1.00
2.00
8.00
7.00
71.00
1.00
1.00
1.00
4.00
1.00
-------- -------- --------
98.00 97.00 97.00
3.95 4.19 4.19
2.24 2.24 2.24
County of Sonoma
FY 2012-2013 Recommended Budget
284
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
INSTITUTIONS
PROBATION CAMP
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
PROBATION INDUSTRIES CREW SUPV
JUVENILE CORRECTION CNSLR II
CHEF
SECRETARY
PROBATION ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3797
2979
2674
2665
2339
2068
1999
1912
1.00
1.00
8.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
7.00
1.00
4.00
1.00
1.00
1.00
1.00
1.00
7.00
1.00
4.00
1.00
1.00
1.00
-------- -------- --------
18.00 17.00 17.00
2.34 2.41 2.41
.20 .20 .20
SIERRA YOUTH CENTER
PROBATION DIVISION DIRECTOR I
JUVENILE CORRECTION CNSLR IV
JUVENILE CORRECTION CNSLR III
JUVENILE CORRECTION CNSLR II
SECRETARY
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3797
2979
2674
2339
1999
1.00
1.00
4.00
3.00
.50
-------- -------- --------
9.50
1.14
.41
SUPERVISED ADULT CREWS
PROBATION DIVISION DIRECTOR I
PROBATION INDUSTRIES FLD SUPV
PROBATION INDUSTRIES CREW SUPV
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3797
2991
2665
1.00
1.00
7.00
1.00
1.00
7.00
1.00
1.00
7.00
-------- -------- --------
9.00 9.00 9.00
2.57 3.21 3.21
.92 .92 .92
PUBLIC DEFENDER
PUBLIC DEFENDER
PUBLIC DEFENDER
ASSISTANT PUBLIC DEFENDER
CHIEF DEPUTY PUBLIC DEFENDER
DEPUTY PUBLIC DEFENDER IV
SR PUB DEFENDER INVESTIGATOR
PUB DEF INVESTIGATOR II
ADMIN SERVICES OFFICER I
LEGAL STAFF SUPERVISOR
LEGAL SECRETARY II
LEGAL PROCESSOR II
PERMANENT POSITIONS
7627
6513
5918
5384
4159
3883
3486
2346
2098
1826
1.00
1.00
1.00
24.00
1.00
7.00
1.00
1.00
6.00
4.00
1.00
1.00
1.00
26.00
1.00
7.00
1.00
1.00
6.00
4.00
1.00
1.00
1.00
26.00
1.00
7.00
1.00
1.00
6.00
4.00
-------- -------- --------
47.00 49.00 49.00
County of Sonoma
FY 2012-2013 Recommended Budget
285
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PUBLIC DEFENDER
PUBLIC DEFENDER
EXTRA HELP 3.00 3.00 3.00
ADMINISTRATION
PROGRAM ADMINISTRATION
DIRECTOR OF HUMAN SERVICES
ASST DIRECTOR HUMAN SERVICES
SR DEPT INFO SYSTEMS MANAGER
HUMAN SERVICES DIVISION DIR
DEPT ADMIN SERVICES DIRECTOR
DEPT INFO SYS MANAGER
CHIEF WELFARE FRAUD INVESTIGAT
HUMAN SERVICES SECTION MANAGER
ADMIN SERVICES OFFICER II
PROGRAM DEVELOPMENT MANAGER
HUMAN SERVICES NETWORK ANALYST
SUPERVISING ACCOUNTANT
ADMIN SERVICES OFFICER I
HUMAN SERVICES SYS PRG ANALYST
WELFARE FRAUD INV II
ACCOUNTANT III
PUBLIC ASSISTANCE SYSTEMS SPEC
SOCIAL SERVICE SUPERVISOR II
DIS SPECIALIST II
SOCIAL SERVICE SUPERVISOR I
SUPV EMP & TRNG COUN
PROGRAM PLANNING ANALYST
DEPARTMENT ANALYST
SOCIAL SERVICE WORKER IV
SUPV PUBLIC ASSTANCE SYS TECH
ACCOUNTANT II
PROGRAM SPECIALIST
EMPL & TRNG COORD
SUPV EMP & TRNG SPEC
SOCIAL SERVICE WORKER III
EMPL & TRNG COUNS II
PUBLIC ASSISTANCE SYSTEMS TECH
ELIGIBILITY SUPERVISOR
SENIOR EMPLOYMENT & TRNG SPEC
SOCIAL SERVICE WORKER II
COMPUTER LAB SUPPORT SPECIALST
ADMINISTRATIVE AIDE
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
ELIGIBILITY WORKER III
EMPLOYMENT & TRNG SPECIALIST
OFFICE SUPPORT SUPERVISOR CONF
PAYROLL CLERK CONFIDENTIAL
OFFICE SUPPORT SUPERVISOR
PAYROLL CLERK
ACCOUNTING TECHNICIAN
ELIGIBILITY WORKER II
SECRETARY CONFIDENTIAL
SENIOR STOREKEEPER
ACCOUNT CLERK III
SECRETARY
HOME CARE SUPPORT SPECIALIST
SOCIAL WORK ASSISTANT
SENIOR OFFICE ASSISTANT
RECEPTIONIST
MICROGRAPHIC TECHNICIAN II
ACCOUNT CLERK II
STOREKEEPER
8692
6060
4841
4828
4516
4210
4199
4120
4010
3705
3568
3511
3486
3464
3417
3326
3225
3219
3130
3068
3068
3059
2952
2879
2828
2809
2770
2699
2682
2572
2572
2570
2552
2437
2408
2376
2333
2333
2314
2259
2259
2228
2202
2163
2138
2132
2083
2059
2014
2013
1999
1861
1858
1826
1826
1826
1826
1815
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
1.00
3.00
5.00
4.00
3.00
5.00
14.00
5.00
5.00
5.00
21.00
2.00
85.25
1.00
3.00
2.00
4.00
6.00
22.50
33.00
3.00
15.00
5.00
1.00
1.00
9.00
1.00
1.00
26.00
32.50
1.00
3.00
11.00
1.00
3.00
111.25
4.00
1.00
7.00
1.00
2.50
9.00
45.00
3.00
1.00
14.75
2.00
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
1.00
3.00
5.00
4.00
3.00
5.00
14.00
5.00
5.00
5.00
22.00
1.00
87.25
1.00
3.00
2.00
5.00
6.00
22.50
33.00
3.00
16.00
5.00
1.00
1.00
9.00
1.00
1.00
28.00
32.50
1.00
3.00
11.00
2.00
3.00
119.25
4.00
1.00
7.00
1.00
2.50
9.00
49.50
3.00
1.00
14.75
2.00
1.00
1.00
1.00
5.00
1.00
2.00
1.00
7.00
1.00
5.00
2.00
1.00
3.00
5.00
4.00
3.00
5.00
14.00
5.00
5.00
5.00
21.00
1.00
84.25
1.00
3.00
2.00
4.00
6.00
22.50
33.00
3.00
15.00
5.00
1.00
1.00
9.00
1.00
1.00
27.00
32.50
1.00
3.00
11.00
2.00
3.00
111.25
4.00
1.00
7.00
1.00
2.50
9.00
48.50
3.00
1.00
14.75
2.00
County of Sonoma
FY 2012-2013 Recommended Budget
286
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
ADMINISTRATION
PROGRAM ADMINISTRATION
HUMAN SERVICES AIDE II
MICROGRAPHIC TECHNICIAN I
TELEPHONE OPERATOR
OFFICE ASSISTANT II
MAIL CLERK
PUBLIC HEALTH AIDE II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
1730
1656
1629
1603
1603
1499
15.00
9.00
3.00
17.50
3.00
2.00
16.00
9.00
3.00
18.50
3.00
2.00
16.00
9.00
3.00
17.50
3.00
2.00
-------- -------- --------
621.25 642.75 625.75
1.17 1.87 1.87
.34 .89 .89
AREA AGENCY ON AGING
PROGRAM DEVELOPMENT MANAGER
ACCOUNTANT III
PROGRAM PLANNING ANALYST
ACCOUNT CLERK III
PERMANENT POSITIONS
EXTRA HELP
3705
3326
3059
2013
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
4.00 4.00 4.00
.23 .23 .23
MSSP-SENIOR SERVICES
SOCIAL SERVICE SUPERVISOR II
SOCIAL SERVICE WORKER IV
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
3219
2879
1826
1.00
4.30
1.00
1.00
5.30
.50
1.00
4.30
.50
-------- -------- --------
6.30 6.80 5.80
VETERANS SERVICES
VETERANS SERVICE OFFICER
VETERANS CLAIMS WORKER III
VETERANS CLAIMS WORKER II
PERMANENT POSITIONS
3494
2316
2112
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
2.00
-------- -------- --------
4.00 4.00 4.00
VOM CHILDRENS HOME
VM CHILDRENS HOME MGR
SUPV CHILDRENS RESIDENT CNLR
JUVENILE CORRECTION CNSLR IV
CHILDRENS RESIDENTIAL CNSLR II
JUVENILE CORRECTION CNSLR II
CHEF
COOK
RESIDENTIAL SERVICE WORKER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
3705
2979
2979
2339
2339
2068
1748
1550
1.00
2.00
4.00
21.00
5.00
.75
2.00
2.00
1.00
2.00
4.00
21.00
5.00
.75
2.00
2.00
1.00
2.00
4.00
21.00
5.00
.75
2.00
2.00
-------- -------- --------
37.75 37.75 37.75
7.51 7.51 7.51
3.24 3.24 3.24
County of Sonoma
FY 2012-2013 Recommended Budget
287
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
ADMINISTRATION
PA/PG/PC
CHF DEP PUB ADM/GUARD/CONSERV
SENIOR PUB ADMIN/GUARD/CONSERV
DEP PUBLIC ADMIN/GUARD/CONSERV
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
3591
2790
2468
2013
1826
1.00
1.00
3.00
.80
1.00
1.00
1.00
5.00
.80
2.00
1.00
1.00
3.00
.80
2.00
-------- -------- --------
PERMANENT POSITIONS 6.80 9.80 7.80
HS-ADMINISTRATION
HEALTH SVCS ADMINISTRATION
PUBLIC HEALTH OFFICER
DIRECTOR OF HEALTH SERVICES
ASSISTANT DIRECTOR OF HEALTH S
DEPT ADMIN SERVICES DIRECTOR
COMPLIANCE AND DEPT RISK MGR
DEPT INFO SYS MANAGER
ADMIN SERVICES OFFICER II
DEPARTMENT ACCOUNTING MANAGER
SUPERVISING ACCOUNTANT
ADMIN SERVICES OFFICER I
ACCOUNTANT III
DIS SPECIALIST II
PROGRAM PLANNING ANALYST
DEPARTMENT ANALYST
ACCOUNTANT II
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
PAYROLL CLERK CONFIDENTIAL
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
RECEPTIONIST
ACCOUNT CLERK II
STOREKEEPER
MICROGRAPHIC TECHNICIAN I
OFFICE ASSISTANT II
7985
7554
6131
4516
4270
4210
4010
3821
3511
3486
3326
3130
3059
2952
2809
2333
2314
2202
2132
2013
1999
1826
1826
1826
1815
1656
1603
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
1.00
2.00
5.00
1.00
4.00
8.90
3.00
1.00
2.00
4.00
3.50
1.00
1.00
1.00
4.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
1.00
2.00
5.00
1.00
4.00
8.90
3.00
1.00
2.00
4.00
3.50
1.00
1.00
1.00
4.00
2.00
2.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
2.00
1.00
2.00
1.00
2.00
5.00
1.00
4.00
8.90
3.00
1.00
2.00
4.00
3.50
1.00
1.00
1.00
4.00
2.00
2.00
1.00
-------- -------- --------
PERMANENT POSITIONS 58.40 58.40 58.40
EXTRA HELP 4.49 .40 .40
OVERTIME .23 .40 .40
PUBLIC HEALTH
PH - ENVIRONMENTAL HEALTH
ENVIRON HLTH & SAFETY SECT MGR
ENVIRO HEALTH PROGRAM MANAGER
SUPV E H SPECIALIST
ENVIRON HEALTH SPECIALIST III
DAIRY INSPECTOR
DEPARTMENT ANALYST
ENVIRON HEALTH SPECIALIST II
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
ENVIRONMNTL HLTH TECH
4522
3912
3389
3135
2998
2952
2939
2013
1999
1826
1826
1747
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
1.00
1.00
3.00
7.00
2.00
1.00
9.50
1.00
1.00
2.00
.50
1.00
County of Sonoma
FY 2012-2013 Recommended Budget
288
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PUBLIC HEALTH
PH - ENVIRONMENTAL HEALTH
OFFICE ASSISTANT II 1603 1.00 1.00 1.00
-------- -------- --------
PERMANENT POSITIONS 31.00 31.00 31.00
EXTRA HELP .10 .10 .10
OVERTIME .10 .12 .12
PH-PROGRAM SUPPORT
MENTAL HEALTH SERVICE DIRECTOR
ADMIN SERVICES OFFICER II
HEALTH PROGRAM MANAGER
PROGRAM PLANNING ANALYST
ADMINISTRATIVE AIDE
6131
4010
3601
3059
2333
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
1.00
2.00
1.00
-------- -------- --------
PERMANENT POSITIONS 6.00 6.00 6.00
PH-DISEASE CONTROL & SURV
DEPUTY PUBLIC HEALTH OFFICER
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
PUBLIC HEALTH NURSE II
BIOSTATISTICIAN
PUBLIC HEALTH INVESTIGATOR
ADMINISTRATIVE AIDE
VITAL STATISTICS TECHNICIAN
SENIOR OFFICE ASSISTANT
7604
3815
3656
3401
3187
2338
2333
1962
1826
1.00
1.00
1.00
4.90
2.00
1.00
.50
3.00
1.50
1.00
1.00
1.00
4.90
2.00
1.00
.50
3.00
1.50
1.00
1.00
1.00
4.90
2.00
1.00
.50
3.00
1.50
-------- -------- --------
PERMANENT POSITIONS 15.90 15.90 15.90
EXTRA HELP .80 .80
PH - PREVENTION & PLANNING
HEALTHY COMMUNITIES SECT MGR
HEALTH PROGRAM MANAGER
HEALTH INFO SPECIALIST II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
4369
3601
2696
2333
1826
1.00
2.00
8.25
.50
1.00
2.00
7.25
1.00
.50
1.00
2.00
7.25
1.00
.50
-------- -------- --------
PERMANENT POSITIONS 11.75 11.75 11.75
PH-MCH
FAMILY HEALTH SECTION MANAGER
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
HEALTH PROGRAM MANAGER
PUBLIC HEALTH NURSE II
SOCIAL SERVICE SUPERVISOR I
SOCIAL SERVICE WORKER III
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
4536
3815
3656
3601
3401
3068
2572
1861
1826
.55
3.00
1.80
1.00
13.70
1.00
6.75
1.80
4.00
.55
3.00
1.80
1.00
15.70
1.00
6.75
1.80
4.00
.55
3.00
1.80
1.00
15.70
1.00
6.75
1.80
4.00
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
289
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PUBLIC HEALTH
PH-MCH
PERMANENT POSITIONS
33.60
35.60
35.60
EXTRA HELP
.40
.40
ANIMAL CARE & CONTROL
ANIMAL CARE AND CONTROL DIR
ADMIN SERVICES OFFICER I
SUPV ANIMAL CONTROL OFFICER
ADMINISTRATIVE AIDE
ANIMAL CONTROL OFFICER II
ANIMAL HEALTH TECHNICIAN
ACCOUNT CLERK II
LEAD ANIMAL CARE ASST
ANIMAL CARE ASSISTANT
4218
3486
2446
2333
2047
1950
1826
1499
1363
1.00
1.00
1.75
1.00
10.75
4.00
5.50
1.00
2.00
--------
1.00
1.00
1.75
10.75
4.00
5.50
1.00
2.00
--------
1.00
1.00
1.75
10.75
4.00
5.50
1.00
2.00
--------
PERMANENT POSITIONS
28.00
27.00
27.00
OVERTIME
.46
.46
.46
PH-WIC
FAMILY HEALTH SECTION MANAGER
HEALTH PROGRAM MANAGER
SENIOR LACTATION CONSULTANT
SUPERVISING NUTRITIONIST
NUTRITIONIST
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
PUBLIC HEALTH AIDE II
4536
3601
3043
2903
2601
1861
1826
1499
.10
1.00
1.00
1.00
2.30
6.70
1.00
8.40
--------
.10
1.00
1.00
1.00
2.30
6.70
1.00
8.40
--------
.10
1.00
1.00
1.00
2.30
6.70
1.00
8.40
--------
PERMANENT POSITIONS
21.50
21.50
21.50
EXTRA HELP
.12
.12
.12
PH-JUV PROB HEALTH SVCS
FORENSIC PSYCHIATRIST
HEALTH PROGRAM MANAGER
STAFF NURSE II
MARRIAGE FAMILY THERAPIST
AODS COUNSELOR II
CLINIC CLERK
8796
3601
3520
3030
2588
1826
.24
.75
3.55
2.50
.10
1.00
--------
.24
.75
3.55
2.50
.10
1.00
--------
.24
.75
3.55
2.50
.10
1.00
--------
PERMANENT POSITIONS
8.14
8.14
8.14
EXTRA HELP
.73
.63
.63
PH-SPECIAL CLINICAL SERVICES
FAM NURSE PRACT/PHYS ASSIST
HEALTH PROGRAM MANAGER
STAFF NURSE II
ACCOUNT CLERK II
3916
3601
3520
1826
1.05
.25
.15
.20
--------
1.05
.25
.15
.20
--------
1.05
.25
.15
.20
--------
PERMANENT POSITIONS 1.65 1.65 1.65
County of Sonoma
FY 2012-2013 Recommended Budget
290
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PUBLIC HEALTH
PH-SPECIAL CLINICAL SERVICES
EXTRA HELP .48 .40 .40
PH-EMS
REG EMERG MED SERVICES MGR
EMERG MED SERVICES COORD
ADVANCED LIFE SUPPORT CORRD
ADMINISTRATIVE AIDE
4369
3272
3119
2333
1.00
2.00
1.00
.50
1.00
2.00
1.00
.50
1.00
2.00
1.00
.50
-------- -------- --------
PERMANENT POSITIONS 4.50 4.50 4.50
PH-CHILDRENS MEDICAL SERVICES
PUBLIC HEALTH PHYSICIAN
FAMILY HEALTH SECTION MANAGER
CHIEF THERAPIST CTP
SUPERVISING PUBLIC HEALTH NURS
SR PUBLIC HEALTH NURSE
HEALTH PROGRAM MANAGER
PUBLIC HEALTH NURSE II
OCCUPATIONAL THERAPIST II CTP
PHYSICAL THERAPIST II CTP
SOCIAL SERVICE SUPERVISOR I
SOCIAL SERVICE WORKER II
ACCOUNT CLERK III
SECRETARY
MEDICAL SECRETARY
PUBLIC HEALTH ASSISTANT
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
PUBLIC HEALTH AIDE II
7239
4536
3870
3815
3656
3601
3401
3253
3253
3068
2408
2013
1999
1999
1861
1826
1603
1499
.50
.35
1.00
1.00
2.00
1.00
6.50
4.00
3.35
1.00
3.00
1.50
1.00
.75
3.00
3.75
1.00
2.50
.50
.35
1.00
1.00
2.00
1.00
6.50
4.00
3.35
1.00
3.00
1.50
1.00
.75
3.00
3.75
1.00
2.50
.50
.35
1.00
1.00
2.00
1.00
6.50
4.00
3.35
1.00
3.00
1.50
1.00
.75
3.00
3.75
1.00
2.50
-------- -------- --------
PERMANENT POSITIONS 37.20 37.20 37.20
EXTRA HELP .10 .10 .10
PH-CLINICAL LAB
PUBLIC HEALTH LAB DIRECTOR
PUBLIC HEALTH MICROBIOLOGISTII
ACCOUNT CLERK III
PH LAB TECHNICIAN II
SENIOR OFFICE ASSISTANT
4650
2976
2013
1884
1826
1.00
2.25
.40
3.00
1.00
1.00
2.25
.40
3.00
1.00
1.00
2.25
.40
3.00
1.00
-------- -------- --------
PERMANENT POSITIONS 7.65 7.65 7.65
OVERTIME .06 .06 .06
PH-PH PREPAREDNESS
PROGRAM PLANNING ANALYST
PUBLIC HEALTH MICROBIOLOGISTII
SENIOR OFFICE ASSISTANT
3059
2976
1826
1.00
1.50
1.00
1.00
1.50
1.00
1.00
1.50
1.00
-------- -------- --------
PERMANENT POSITIONS 3.50 3.50 3.50
County of Sonoma
FY 2012-2013 Recommended Budget
291
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
PUBLIC HEALTH
PH-PH PREPAREDNESS
EXTRA HELP .90 .90
MENTAL HEALTH
MH-PROGRAM SUPPORT
MENTAL HEALTH MEDICAL DIRECTOR
MENTAL HEALTH SERVICE DIRECTOR
PATIENT CARE ANALYST
ADMIN SERVICES OFFICER II
ADMIN SERVICES OFFICER I
DEPARTMENT ANALYST
SECRETARY CONFIDENTIAL
MEDICAL RECORD CLERK III
ACCOUNT CLERK III
SECRETARY
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
MEDICAL RECORD CLERK II
8554
6131
4038
4010
3486
2952
2059
2016
2013
1999
1826
1826
1719
.45
.20
1.50
.50
1.00
.75
.75
2.00
2.50
1.00
1.00
2.00
.50
.45
.20
1.50
.50
1.00
.75
.75
2.00
2.50
1.00
1.00
2.00
.50
.45
.20
1.50
.50
1.00
.75
.75
2.00
2.50
1.00
1.00
2.00
.50
-------- -------- --------
PERMANENT POSITIONS 14.15 14.15 14.15
MH-ACUTE/FORENSIC SVCS
FORENSIC PSYCHIATRIST
STAFF PSYCHIATRIST
ACUTE FORENSICS SECT MGR
CLIENT CARE MANAGER
FAM NURSE PRACT/PHYS ASSIST
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST SPEC
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
SENIOR CLIENT SUPPORT SPEC
ADMINISTRATIVE AIDE
LICENSED VOCATIONAL NURSE II
ELIGIBILITY WORKER II
SECRETARY
SENIOR OFFICE ASSISTANT
8796
7578
4536
4209
3916
3601
3552
3260
3030
3030
2342
2333
2238
2083
1999
1826
1.33
.90
.90
2.00
.65
1.00
4.90
1.00
6.73
8.90
1.70
1.00
2.50
1.00
1.00
2.25
1.33
.90
.90
2.00
.65
1.00
4.90
1.00
6.73
8.90
1.70
1.00
2.50
1.00
1.00
2.25
1.33
.90
.90
2.00
.65
1.00
4.90
1.00
6.73
8.90
1.70
1.00
2.50
1.00
1.00
2.25
-------- -------- --------
PERMANENT POSITIONS 37.76 37.76 37.76
EXTRA HELP 2.89 2.93 2.93
OVERTIME 1.30 1.30 1.30
MH-YOUTH & FAMILY SERVICES
STAFF PSYCHIATRIST
ADULT YOUTH FAMILY SVS SCT MGR
HEALTH PROGRAM MANAGER
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
AODS COUNSELOR II
SENIOR CLIENT SUPPORT SPEC
SENIOR OFFICE ASSISTANT
RECEPTIONIST
7578
4369
3601
3030
3030
2588
2342
1826
1826
1.30
1.00
2.00
14.80
4.50
1.75
2.00
2.00
1.50
1.30
1.00
2.00
14.80
4.50
1.75
2.00
2.00
1.50
1.30
1.00
2.00
14.80
4.50
1.75
2.00
2.00
1.50
-------- -------- --------
County of Sonoma
FY 2012-2013 Recommended Budget
292
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
MENTAL HEALTH
MH-YOUTH & FAMILY SERVICES
PERMANENT POSITIONS 30.85 30.85 30.85
MH-MENTAL HEALTH SVCS ACT
MENTAL HEALTH MEDICAL DIRECTOR
STAFF PSYCHIATRIST
MENTAL HEALTH SERVICE DIRECTOR
COMMUNITY MH SECT MANAGER
CLIENT CARE MANAGER
PATIENT CARE ANALYST
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST SPEC
LIC CLIN SOC WKR SPECIALIST
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
SENIOR CLIENT SUPPORT SPEC
ADMINISTRATIVE AIDE
ELIGIBILITY WORKER III
ELIGIBILITY WORKER II
SECRETARY
CLIENT SUPPORT SPECIALIST
SENIOR OFFICE ASSISTANT
RECEPTIONIST
MEDICAL RECORD CLERK II
8554
7578
6131
4369
4209
4038
3601
3552
3260
3260
3030
3030
2342
2333
2259
2083
1999
1851
1826
1826
1719
.45
3.90
.40
1.00
.80
1.00
5.00
7.55
1.00
2.00
14.00
7.25
13.00
.50
1.00
2.00
1.00
2.50
7.75
1.50
.50
.45
3.90
.40
1.00
.80
1.00
5.00
7.55
1.00
2.00
14.00
7.25
13.00
.50
1.00
2.00
1.00
2.00
7.75
1.50
.50
.45
3.90
.40
1.00
.80
1.00
5.00
7.55
1.00
2.00
14.00
7.25
13.00
.50
1.00
2.00
1.00
2.00
7.75
1.50
.50
-------- -------- --------
PERMANENT POSITIONS 74.10 73.60 73.60
MH-MHSA OTHER PROGRAMS
STAFF PSYCHIATRIST
MENTAL HEALTH SERVICE DIRECTOR
ACUTE FORENSICS SECT MGR
CLIENT CARE MANAGER
PATIENT CARE ANALYST
ADMIN SERVICES OFFICER II
HEALTH PROGRAM MANAGER
PSYCHIATRIC NURSE
MARRIAGE FAMILY THERAPIST SPEC
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
DEPARTMENT ANALYST
AODS COUNSELOR II
SENIOR CLIENT SUPPORT SPEC
ADMINISTRATIVE AIDE
SECRETARY CONFIDENTIAL
SENIOR OFFICE ASSISTANT
7578
6131
4536
4209
4038
4010
3601
3552
3260
3030
3030
2952
2588
2342
2333
2059
1826
.85
.40
.10
.20
1.50
.50
2.00
2.50
2.00
5.20
1.00
1.25
.75
4.30
.50
.25
1.50
.85
.40
.10
.20
1.50
.50
2.00
2.50
2.00
5.20
1.00
1.25
1.00
4.30
.50
.25
1.50
.85
.40
.10
.20
1.50
.50
2.00
2.50
2.00
5.20
1.00
1.25
1.00
4.30
.50
.25
1.50
-------- -------- --------
PERMANENT POSITIONS 24.80 25.05 25.05
EXTRA HELP 3.13 4.11 4.11
BH - AODS - PROGRAM SUPPORT
AODS SECTION MANAGER
ADMIN SERVICES OFFICER I
ADMINISTRATIVE AIDE
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
4369
3486
2333
2013
1826
1603
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
County of Sonoma
FY 2012-2013 Recommended Budget
293
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
MENTAL HEALTH
BH - AODS - PROGRAM SUPPORT
PERMANENT POSITIONS
6.00 6.00 6.00
BH - AODS - TREATMENT & CASE MGMT
STAFF PSYCHIATRIST
MARRIAGE FAMILY THERAPIST
LICENSED CLINICAL SOCIAL WKR
AODS SPECIALIST
AODS COUNSELOR II
AODS ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
7578
3030
3030
2699
2588
1851
.15
2.00
.50
4.00
8.84
2.00
.15
2.00
1.00
4.00
8.59
2.00
.15
2.00
1.00
4.00
8.59
2.00
-------- -------- --------
17.49 17.74 17.74
1.11 .84 .84
.06 .06 .06
CMSP
CMSP
DIRECTOR HLTH POLICY PLAN EVAL
BUSINESS DEVELOPMENT MANAGER
HEALTH PROGRAM MANAGER
BIOSTATISTICIAN
PROGRAM PLANNING ANALYST
HEALTH INFO SPECIALIST II
ADMINISTRATIVE AIDE
PERMANENT POSITIONS
4830
4291
3601
3187
3059
2696
2333
1.00
1.00
1.00
1.00
4.00
2.00
1.00
1.00
1.00
1.00
1.00
4.00
2.00
1.00
1.00
1.00
1.00
1.00
4.00
2.00
1.00
-------- -------- --------
11.00 11.00 11.00
SPECIAL REVENUE FUNDS
P&P-CHILDREN & FAMILIES FIRST
FIRST 5 SONOMA SECTION MANAGER
HEALTH INFO SPECIALIST II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
4369
2696
2333
1826
1.00
3.75
1.00
1.50
1.00
3.75
1.00
1.50
1.00
3.75
1.00
1.50
-------- -------- --------
7.25 7.25 7.25
.56 .56 .56
AODS-DUI PROGRAM
HEALTH PROGRAM MANAGER
AODS SPECIALIST
AODS COUNSELOR II
AODS INTAKE INTERVIEWER
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
PERMANENT POSITIONS
3601
2699
2588
1851
1826
1826
1603
1.00
1.00
6.30
2.00
1.25
.75
2.00
1.00
1.00
6.30
2.00
1.25
.75
2.00
1.00
1.00
6.30
2.00
1.25
.75
2.00
-------- -------- --------
14.30 14.30 14.30
County of Sonoma
FY 2012-2013 Recommended Budget
294
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SPECIAL REVENUE FUNDS
AODS-DUI PROGRAM
EXTRA HELP 2.31 2.00 2.00
OVERTIME .10 .10
DEPT OF CHILD SUPPORT SERVICES
DCSS-CHILD SUPPORT ENFORCEMENT
DIRECTOR OF CHILD SUPPORT SVC
CHIEF CHILD SUPPORT ATTORNEY
CHILD SUPPORT ATTORNEY IV
ASST DIR CHILD SUPPORT SVS
HUMAN SERVICES SECTION MANAGER
ADMIN SERVICES OFFICER II
DIS SPECIALIST II
PROGRAM PLANNING ANALYST
SUPV CHILD SUPPORT OFFICER
EXECUTIVE LEGAL SECRETARY CONF
CHILD SUPPORT OFFICER III
LEGAL STAFF SUPERVISOR
CHILD SUPPORT FINANCIAL SUPV
CHILD SUPPORT OFFICER II
PAYROLL CLERK
SR CHILD SUPPRT FINANCIAL WKR
LEGAL SECRETARY II
CHILD SUPPRT FINANCIAL WRKR II
SENIOR LEGAL PROCESSOR
LEGAL PROCESSOR II
ACCOUNT CLERK II
6298
5918
5384
4695
4120
4010
3130
3059
2695
2447
2354
2346
2346
2193
2138
2132
2098
2013
2006
1826
1826
1.00
1.00
4.00
1.00
2.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
32.00
1.00
1.00
2.00
8.00
11.00
9.00
1.00
1.00
4.00
1.00
2.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
32.00
1.00
1.00
2.00
8.00
11.00
9.00
1.00
1.00
4.00
1.00
2.00
1.00
2.00
1.00
5.00
1.00
14.50
3.00
1.00
32.00
1.00
1.00
2.00
8.00
11.00
9.00
1.00
-------- -------- --------
PERMANENT POSITIONS 102.50 101.50 101.50
AGRICULTURAL COMM
AGRICULTURAL COMMISSIONER
AGRICULTURAL COMMR-SEALER
ASSISTANT AGRICULTURAL COMM
AG & VINEYARD CONSERV COORD
ADMIN SERVICES OFFICER I
CHIEF DEP AG COMMISSIONER
DEPUTY AGRICULTURAL COMMISSION
DEPARTMENT ANALYST
SR AG BIOLOGIST\STANDARD SPEC
AG BIOLOGIST\STANDARD SPEC III
EXECUTIVE SECRETARY
WILDLIFE SPECIALIST
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
RECEPTIONIST
ACCOUNT CLERK II
OFFICE ASSISTANT II
6331
3999
3738
3486
3476
2958
2952
2689
2559
2247
2047
2013
1826
1826
1826
1603
1.00
1.00
1.00
1.00
1.00
3.00
1.00
3.00
9.00
1.00
1.00
1.00
1.00
1.00
.75
.60
1.00
1.00
1.00
.68
1.00
3.00
1.00
3.00
7.00
1.00
1.00
1.00
1.00
1.00
1.00
.68
1.00
3.00
1.00
3.00
7.00
1.00
1.00
1.00
1.00
.75
.80
1.00
.75
.80
-------- -------- --------
PERMANENT POSITIONS 27.35 24.23 24.23
EXTRA HELP 9.47 6.47 6.47
County of Sonoma
FY 2012-2013 Recommended Budget
295
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
AGRICULTURAL COMM
SEALER WEIGHTS & MEASURES
CHIEF DEPUTY SEALER
SR AG BIOLOGIST\STANDARD SPEC
AG BIOLOGIST\STANDARD SPEC III
PERMANENT POSITIONS
3476
2689
2559
1.00
1.00
4.00
1.00
1.00
4.00
1.00
1.00
4.00
-------- -------- --------
6.00 6.00 6.00
U C COOPERATIVE EXT
U C COOPERATIVE EXT
DEPARTMENT ANALYST
PUBLIC INFORMATION SPECIALIST
SENIOR AG PROGRAM ASSISTANT
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
2952
2332
1967
1826
.50
1.00
2.75
.40
.50
1.00
2.75
.40
.50
1.00
2.75
.40
-------- -------- --------
4.65 4.65 4.65
.30 .46 .46
DEPT OF EMERGENCY SERVICES
EMERGENCY MANAGEMENT
EMERGENCY SERVICES COORDINATOR
HUMAN SERVICES PROGRAM MANAGER
DEPUTY EMER SVS COOR
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4140
3220
2952
1.00
1.00
2.00
1.00
1.00
2.00
1.00
1.00
2.00
-------- -------- --------
4.00 4.00 4.00
1.52 1.48 1.48
.03 .03 .03
HAZARDOUS MATERIALS FUND
FIRE SERVICES OFFICER
FIRE INSPECTOR II
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
OVERTIME
4557
3546
1826
1.00
4.00
1.00
4.00
.50
1.00
4.00
.50
-------- -------- --------
5.00 5.50 5.50
.21 .16 .16
SCEIP
SCEIP PROGRAM FUND
ACCOUNTANT II 2809
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
1.00 1.00 1.00
-------- -------- --------
1.00 1.00 1.00
2.60 2.60 2.60
.06 .06 .06
County of Sonoma
FY 2012-2013 Recommended Budget
296
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
REFUSE DISPOSAL ENT
INTEGRATED WASTE
SENIOR ENGINEER
INTEG WSTE OPS DIV MGR PROJ
WASTE MANAGEMENT AGCY EXEC DIR
ENGINEER
LANDFILL FACILITIES SPECIALIST
GEOLOGIST
CODE ENFORCEMENT INSPECTOR II
DEPARTMENT ANALYST
BUILDING MECHANIC II
WASTE MANAGEMENT SPECIALIST II
DISPOSAL SUPERVISOR
ENGINEERING TECHNICIAN III
DISPOSAL WORKER II
ADMINISTRATIVE AIDE
DISPOSAL WORKER I
SENIOR OFFICE ASSISTANT
4375
4350
4350
3972
3337
3135
3059
2952
2804
2802
2780
2768
2348
2333
2033
1826
1.00
1.00
1.00
2.00
1.00
1.00
.75
1.00
3.00
2.00
2.00
6.00
1.00
15.02
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
.75
1.00
3.00
2.00
2.00
6.00
1.00
15.02
1.00
1.00
1.00
1.00
2.00
1.00
1.00
1.00
.75
1.00
3.00
2.00
2.00
6.00
1.00
15.02
1.00
-------- -------- --------
PERMANENT POSITIONS 38.77 39.77 39.77
EXTRA HELP .78 .78 .78
OVERTIME 1.94 1.94 1.94
SPUD PT MARINA ENT
SPUD PT MARINA ENT
ADMIN SERVICES OFFICER I
MARINA SUPERVISOR
DEPARTMENT ANALYST
SENIOR MARINA ATTENDANT
MARINA ATTENDANT
ACCOUNT CLERK II
3486
3187
2952
2171
2029
1826
.96
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 4.96 4.00 4.00
EXTRA HELP 2.60 2.10 2.10
OVERTIME .07 .07 .07
AIRPORT ENTERPRISE
AIRPORT ENTERPRISE
AIRPORT MANAGER
ASSISTANT AIRPORT MANAGER
RIGHT OF WAY AGENT II
AIRPORT OPERATIONS SUPERVISOR
MARKETING SPECIALIST
ADMINISTRATIVE AIDE
AIRPORT OPERATIONS SPECIALIST
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
4795
3782
3126
2595
2474
2333
2230
1826
1603
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
-------- -------- --------
PERMANENT POSITIONS 14.00 14.00 14.00
EXTRA HELP .58 .58 .58
OVERTIME .13 .13 .13
County of Sonoma
FY 2012-2013 Recommended Budget
297
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
SO CO AREA TRANSIT SVCS
TRANSIT-GEN ADMIN-ART 4
TRANSIT SYSTEMS MANAGER
TRANSIT SPECIALIST II
OFFICE SUPPORT SUPERVISOR
SENIOR OFFICE ASSISTANT
OFFICE ASSISTANT II
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4563
3132
2163
1826
1603
1.00
3.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
-------- -------- --------
7.00 7.00 7.00
.13 .13 .13
.07 .07 .07
SELF FUNDED INS PROG-ISF
SELF FUNDED INS PROG-ADMIN
RISK MANAGER
EQUAL EMPLOY OPPORTUNITY MGR
RISK MANAGEMENT ANALYST III
RISK MANAGEMENT ANALYST II
ACCOUNTANT III
ADMINISTRATIVE AIDE CONFIDEN
ACCOUNT CLERK III CONFID
SECRETARY CONFIDENTIAL
SENIOR OFFICE ASSISTANT-C
PERMANENT POSITIONS
EXTRA HELP
4580
4294
3983
3462
3326
2333
2073
2059
1881
1.00
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
1.00
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
1.00
1.00
5.00
7.00
1.00
1.00
1.00
1.00
6.50
-------- -------- --------
24.50 24.50 24.50
1.00 1.00
CSA #40 FIRE SERVICES
CSA #40 FIRE SERVICES
DIRECTOR FIRE/EMERGENCY PROGRA
FIRE MARSHALL
SENIOR FIRE INSPECTOR
FIRE INSPECTOR II
ACCOUNTANT II
ADMINISTRATIVE AIDE
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
MATERIALS HANDLER
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
6585
5257
3900
3546
2809
2333
1826
1826
1737
1.00
1.00
1.00
1.00
1.00
2.00
1.00
1.60
1.00
1.00
1.00
1.00
1.00
1.75
1.00
1.00
1.60
1.00
1.00
1.00
1.00
1.00
1.75
1.00
1.00
1.60
-------- -------- --------
9.60 10.35 10.35
3.53 2.56 2.56
.44 .40 .40
FIRE PREVENTION DIVISION
FIRE MARSHALL
FIRE INSPECTOR II
PERMANENT POSITIONS
EXTRA HELP
5257
3546
1.00 1.00 1.00
1.00 1.00 1.00
-------- -------- --------
2.00 2.00 2.00
.52 .76 .76
County of Sonoma
FY 2012-2013 Recommended Budget
298
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION
RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
CSA #40 FIRE SERVICES
FIRE PREVENTION DIVISION
OVERTIME
.18 .18 .18
NSC AIR POLL CONTROL
NO AIR POLLUTION CONTROL
AIR QUALITY MANAGER
AIR QUALITY ENGINEER
AIR QUALITY SPECIALIST III
SENIOR OFFICE ASSISTANT
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
4571
3894
3009
1826
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
1.00
1.00
3.00
1.00
-------- -------- --------
6.00 6.00 6.00
.14 .14 .14
.03 .03 .03
IHSS PUBLIC AUTHORITY
IHSS PUBLIC AUTHORITY
IHSS PUBLIC AUTHORITY MGR
IHSS PUBLIC AUTHRTY SECRTRY OF
PERMANENT POSITIONS
EXTRA HELP
4731
2059
1.00 1.00 1.00
1.00
-------- -------- --------
2.00 1.00 1.00
.40 .40 .40
SC AG PRES/OPEN SPACE DIST
SC AG PRES/OPEN SPACE DIST
OSD GENERAL MANAGER
OSD PROGRAM MANAGER
OSD ADMIN & FISCAL SRVCS MGR
OSD COMMUNITY RELATIONS MGR
OSD LAND ACQUISITION SPECIALIS
OSD STEWARD COORDINATOR
OSD ASSOCIATE PLANNER
OSD CONSERVATION GIS ANALYST
OSD ASSISTANT PLANNER
OSD ACQUISITION ASSISTANT
ADMINISTRATIVE AIDE
OSD EXECUTIVE SECRETARY
OSD TECHNICIAN
ACCOUNTING TECHNICIAN
OSD RECEPTIONIST
PERMANENT POSITIONS
EXTRA HELP
OVERTIME
6361
4091
3823
3661
3641
3416
2974
2550
2529
2412
2333
2314
2231
2132
1881
1.00
3.00
1.00
1.00
2.00
1.00
5.50
1.00
1.00
1.00
2.50
1.17
2.00
.75
1.00
1.00
3.00
1.00
1.00
2.00
1.00
5.50
1.00
1.00
1.00
2.50
1.00
2.00
.75
1.00
1.00
3.00
1.00
1.00
2.00
1.00
5.50
1.00
1.00
1.00
2.50
1.00
2.00
.75
1.00
-------- -------- --------
24.92 24.75 24.75
2.15 2.75 2.75
.12 .12 .12
County of Sonoma
FY 2012-2013 Recommended Budget
299
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
DIV SECT CLASSIFICATION RANGE
12-13
BASE
12-13
REQ'D
12-13
RECOM
SCWA - ADMIN/GENERAL
SCWA - GENERAL FUND
GENERAL MANAGER/CHIEF ENGINEER
WATER AGENCY ASST GENERAL MGR
WATER AGENCY CHIEF ENGINEER
DEPUTY CHIEF ENGINEER
WATER AGENCY DIV MNGR ENV RESO
WATER AGENCY DIV MNGR ADM SERV
WATER AGENCY PRINCIPAL ENGINR
ENGINEERING PROGRAM MANAGER
ENVIRONMENTAL RESOURCES COORD
WATER AGENCY COORDINATOR
WATER AGENCY GOVRN AFFAIR CORD
WATER AGENCY ENGINEER IV
WATER AGENCY HYDROGEOLOGIST IV
WA PRINCIPAL PROGRAM SPEC
TECHNICAL WRITING MANAGER
PRINCIPAL ENVIRONMENTAL SPEC
WATER AGENCY LAND SURVEYOR
ADMIN SERVICES OFFICER II
RISK MANAGEMENT ANALYST III
WATER AGNCY SR NETWORK ANALYST
WATER AGENCY CAD/GIS COORDINAT
W A PUBLIC INFORMATION OFFICER
WA NETWORK ANALYST
ADMIN SERVICES OFFICER I
RISK MANAGEMENT ANALYST II
ENVIRO COMPLIANCE INSPECTOR
WATER AGENCY CHEMIST
ELECTRICIAN/INSTRMNTATION TECH
WATER AGENCY LEAD MECHANIC
WATER AGENCY SENIOR PLANT OPER
PROGRAMMER ANALYST
SENIOR ENVIROMENTAL SPECIALIST
RIGHT OF WAY AGENT II
TECHNICAL WRITING SPECIALIST
WATER AGENCY MECHANIC
ENVIROMENTAL SPECIALIST
WA PROGRAMS SPECIALIST
DEPARTMENT ANALYST
SR GEOGRAPHIC INFO TECH
ACCOUNTANT II
WATER AGENCY LEAD MAINTENANCE
ENGINEERING TECHNICIAN III
GEOGRAPHIC INFO TECH II
HEAVY EQUIPMENT MECHANIC II
WATER AGENCY MAINT WORKER III
AUTOMOTIVE MECHANIC
ADMINISTRATIVE AIDE
EXECUTIVE SECRETARY CONFID
EXECUTIVE SECRETARY
MATERIALS EQUIPMENT SPECIALIST
PAYROLL CLERK CONFIDENTIAL
WATER AGENCY MAINT WORKER II
ACCOUNTING TECHNICIAN
ACCOUNT CLERK III
SENIOR OFFICE ASSISTANT
ACCOUNT CLERK II
OFFICE ASSISTANT II
8428
6747
6498
5915
5544
5460
5002
4822
4822
4822
4818
4543
4543
4190
4190
4190
4185
4010
3983
3926
3823
3661
3568
3486
3462
3354
3354
3340
3337
3320
3204
3195
3126
3050
3020
2972
2953
2952
2951
2809
2777
2768
2757
2696
2524
2461
2333
2314
2247
2202
2202
2178
2132
2013
1826
1826
1603
1.00
2.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
9.00
1.00
13.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
10.00
1.00
5.75
18.00
2.00
5.00
2.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
2.00
1.00
1.00
1.00
1.00
5.00
1.00
2.75
4.00
2.00
3.00
1.00
2.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
9.00
1.00
13.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
9.75
1.00
5.75
18.00
2.00
6.00
2.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
2.00
1.00
1.00
1.00
1.00
5.00
1.00
3.00
4.00
2.00
3.00
1.00
2.00
1.00
1.00
1.00
1.00
6.00
1.00
1.00
9.00
1.00
13.00
1.00
2.00
1.00
2.00
1.00
1.00
1.00
1.00
1.00
3.00
1.00
2.00
1.00
2.00
4.00
7.00
6.00
16.00
4.00
9.75
1.00
5.75
18.00
2.00
6.00
2.00
1.00
1.00
4.00
14.00
1.00
2.00
7.00
1.00
2.00
1.00
1.00
1.00
1.00
5.00
1.00
3.00
4.00
2.00
3.00
-------- -------- --------
PERMANENT POSITIONS 193.50 194.50 194.50
EXTRA HELP 34.54 48.58 48.58
OVERTIME 7.00 10.00 10.00
County of Sonoma
FY 2012-2013 Recommended Budget
300
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION­
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
GENERAL ADMINISTRATIVE
CDC GENERAL ADMIN
EXEC DIRECTOR SOCO CDC
COMMUNITY DEVELOPMENT MANAGER
LEASED HOUSING MANAGER
REDEVELOPMENT MANAGER
CONTROLLER-CDC
ADMIN SERVICES OFFICER I
COMMUNITY DEVELOP ASSOCIATE
ACCOUNTANT II-CONF
HOUSING REHABILITATION SPECIAL
SUPERVISING COMMUNITY DEV SPEC
SR COMMUNITY DEVELOP SPEC
HOUSING NEGOTIATOR/INSPECTOR
EMPLOYMENT HOUSING COUNSELOR
ADMINISTRATIVE AIDE CONFIDEN
EXECUTIVE SECRETARY CONFID
COMMUNITY DEVELOP SPEC II
ACCOUNTING TECHNICIAN
SENIOR OFFICE ASSISTANT
RECEPTIONIST
ACCOUNT CLERK II
OFFICE ASSISTANT II
6439
4692
4692
4692
4324
3486
3330
2893
2842
2812
2652
2556
2408
2333
2314
2209
2132
1826
1826
1826
1603
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
4.00 3.00 3.00
1.00 1.00 1.00
4.00 3.00 3.00
2.00 2.00 2.00
3.00 2.00 2.00
3.00
3.00 1.00 1.00
1.00
1.00 1.00 1.00
9.50 8.00 8.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
1.00 1.00 1.00
3.00 3.00 3.00
-------- -------- --------
PERMANENT POSITIONS
44.50
34.00
34.00
County of Sonoma
FY 2012-2013 Recommended Budget
301
Position Listing

SONOMA COUNTY BUDGET - POSITION ALLOCATION
12-13 12-13 12-13
DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM
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
Technical Support Specialist II 2801 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 28.69 28.69 28.69
Business Analyst 2571 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 10.91 10.91 10.91
TOTAL FTE 138.33 138.33 138.33
FAIRGROUNDS (2011) (2012) (2012)
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
County of Sonoma
FY 2012-2013 Recommended Budget
302
Position Listing

SALARY SCHEDULE 2012/2013
456
847
863
1041
1082
1200
1221
1245
1254
1329
1350
1357
1363
1390
1398
1420
1438
1448
1475
1478
1481
1485
1494
1499
1513
1542
1543
1550
1565
1579
9,517
17,678
18,012
21,727
22,583
25,045
25,484
25,985
26,172
27,738
28,176
28,322
28,447
29,011
29,178
29,637
30,013
30,222
30,785
30,848
30,910
30,994
31,182
31,286
31,578
32,183
32,204
32,350
32,663
32,956
11,563
21,476
21,894
26,402
27,467
30,430
30,973
31,578
31,829
33,707
34,250
34,437
34,584
35,293
35,460
36,024
36,483
36,733
37,401
37,526
37,589
37,673
37,881
38,048
38,382
39,113
39,134
39,321
39,697
40,052
1594
1603
1604
1606
1616
1627
1629
1632
1640
1651
1656
1658
1664
1667
1684
1687
1688
1693
1696
1705
1711
1715
1719
1727
1730
1732
1737
1747
1748
1751
33,269
33,457
33,477
33,519
33,728
33,957
33,999
34,062
34,229
34,458
34,563
34,604
34,730
34,792
35,147
35,210
35,231
35,335
35,398
35,585
35,711
35,794
35,878
36,045
36,107
36,149
36,253
36,462
36,483
36,545
40,448
40,657
40,678
40,741
41,012
41,262
41,325
41,429
41,596
41,909
42,014
42,055
42,202
42,306
42,702
42,807
42,828
42,953
43,036
43,266
43,412
43,516
43,621
43,809
43,892
43,955
44,080
44,310
44,330
44,435
1753
1766
1771
1774
1775
1800
1801
1810
1815
1826
1827
1828
1829
1831
1839
1844
1846
1847
1851
1854
1858
1861
1864
1881
1882
1883
1884
1886
1912
1913
36,587
36,859
36,963
37,026
37,046
37,568
37,589
37,777
37,881
38,111
38,132
38,153
38,173
38,215
38,382
38,486
38,528
38,549
38,633
38,695
38,779
38,841
38,904
39,259
39,280
39,300
39,321
39,363
39,906
39,927
44,497
44,790
44,957
45,019
45,040
45,666
45,687
45,938
46,042
46,334
46,355
46,376
46,397
46,459
46,647
46,793
46,835
46,856
46,960
47,023
47,148
47,232
47,294
47,732
47,753
47,774
47,795
47,837
48,505
48,526
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
303

SALARY SCHEDULE 2012/2013
1915
1924
1931
1936
1939
1940
1941
1950
1954
1959
1962
1967
1971
1978
1979
1981
1999
2002
2006
2007
2008
2013
2014
2016
2027
2028
2029
2033
2041
2046
39,968
40,156
40,302
40,407
40,469
40,490
40,511
40,699
40,782
40,887
40,949
41,054
41,137
41,283
41,304
41,346
41,722
41,784
41,868
41,889
41,909
42,014
42,035
42,076
42,306
42,327
42,348
42,431
42,598
42,702
48,609
48,797
48,985
49,131
49,193
49,214
49,235
49,486
49,590
49,694
49,778
49,882
50,028
50,195
50,216
50,258
50,717
50,780
50,884
50,905
50,926
51,093
51,114
51,155
51,406
51,427
51,468
51,594
51,781
51,886
2047
2050
2052
2059
2066
2068
2073
2075
2077
2078
2082
2083
2087
2092
2093
2095
2096
2098
2107
2108
2112
2118
2122
2132
2138
2145
2146
2149
2151
2156
42,723
42,786
42,828
42,974
43,120
43,162
43,266
43,308
43,349
43,370
43,454
43,475
43,558
43,663
43,683
43,725
43,746
43,788
43,976
43,996
44,080
44,205
44,289
44,497
44,623
44,769
44,790
44,852
44,894
44,998
51,907
52,032
52,074
52,241
52,408
52,470
52,595
52,637
52,700
52,721
52,825
52,846
52,950
53,075
53,096
53,159
53,180
53,222
53,451
53,472
53,576
53,743
53,827
54,098
54,244
54,411
54,432
54,495
54,599
54,703
2159
2161
2162
2163
2164
2168
2171
2175
2178
2184
2193
2196
2202
2207
2209
2214
2216
2221
2224
2226
2228
2230
2231
2238
2244
2247
2250
2254
2257
2258
45,061
45,103
45,124
45,144
45,165
45,249
45,311
45,395
45,457
45,583
45,771
45,833
45,958
46,063
46,104
46,209
46,251
46,355
46,418
46,459
46,501
46,543
46,564
46,710
46,835
46,898
46,960
47,044
47,106
47,127
54,766
54,808
54,850
54,870
54,891
55,016
55,100
55,183
55,246
55,392
55,643
55,705
55,851
55,997
56,039
56,164
56,206
56,352
56,436
56,477
56,519
56,582
56,603
56,791
56,937
56,999
57,083
57,166
57,271
57,312
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
304

SALARY SCHEDULE 2012/2013
2259
2263
2274
2283
2285
2291
2300
2304
2314
2316
2318
2324
2331
2332
2333
2338
2339
2342
2346
2347
2348
2349
2352
2354
2373
2375
2376
2379
2380
2382
47,148
47,232
47,461
47,649
47,691
47,816
48,004
48,087
48,296
48,338
48,379
48,505
48,651
48,672
48,693
48,797
48,818
48,880
48,964
48,985
49,006
49,026
49,089
49,131
49,527
49,569
49,590
49,653
49,673
49,715
57,333
57,417
57,688
57,918
57,959
58,126
58,356
58,439
58,732
58,773
58,815
58,961
59,149
59,170
59,212
59,316
59,337
59,420
59,504
59,525
59,546
59,566
59,692
59,733
60,213
60,276
60,297
60,360
60,380
60,422
2390
2397
2408
2411
2412
2425
2428
2429
2432
2437
2446
2447
2448
2449
2450
2451
2461
2462
2468
2470
2474
2477
2480
2482
2483
2489
2493
2495
2496
2498
49,882
50,028
50,258
50,320
50,341
50,613
50,675
50,696
50,759
50,863
51,051
51,072
51,093
51,114
51,134
51,155
51,364
51,385
51,510
51,552
51,635
51,698
51,761
51,802
51,823
51,948
52,032
52,074
52,095
52,136
60,652
60,819
61,069
61,194
61,215
61,507
61,591
61,633
61,716
61,820
62,050
62,071
62,113
62,134
62,175
62,196
62,426
62,468
62,614
62,676
62,760
62,843
62,927
62,968
62,989
63,135
63,240
63,302
63,344
63,386
2500
2501
2502
2507
2510
2517
2524
2529
2547
2549
2550
2552
2554
2556
2559
2561
2567
2569
2570
2572
2588
2593
2595
2601
2603
2604
2621
2623
2638
2646
52,178
52,199
52,220
52,324
52,387
52,533
52,679
52,783
53,159
53,201
53,222
53,263
53,305
53,347
53,409
53,451
53,576
53,618
53,639
53,681
54,015
54,119
54,161
54,286
54,328
54,349
54,703
54,745
55,058
55,225
63,428
63,448
63,469
63,595
63,678
63,866
64,033
64,137
64,596
64,680
64,722
64,763
64,805
64,847
64,909
64,951
65,139
65,181
65,223
65,264
65,661
65,786
65,828
65,995
66,057
66,078
66,517
66,558
66,934
67,122
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
305

SALARY SCHEDULE 2012/2013
2652
2660
2665
2674
2682
2683
2689
2690
2694
2695
2696
2699
2700
2702
2710
2714
2725
2733
2747
2757
2766
2768
2770
2777
2778
2780
2783
2790
2791
2793
55,350
55,517
55,622
55,810
55,977
55,997
56,123
56,144
56,227
56,248
56,269
56,331
56,352
56,394
56,561
56,644
56,874
57,041
57,333
57,542
57,730
57,771
57,813
57,959
57,980
58,022
58,085
58,231
58,252
58,293
67,289
67,497
67,602
67,831
68,040
68,061
68,207
68,249
68,353
68,395
68,416
68,478
68,499
68,541
68,750
68,875
69,125
69,355
69,668
69,960
70,148
70,211
70,273
70,461
70,482
70,524
70,586
70,816
70,837
70,879
2802
2804
2809
2812
2821
2828
2840
2842
2844
2851
2866
2870
2875
2879
2880
2893
2896
2898
2903
2911
2916
2921
2922
2923
2939
2950
2951
2952
2953
2958
58,481
58,523
58,627
58,690
58,878
59,024
59,274
59,316
59,358
59,504
59,817
59,900
60,005
60,088
60,109
60,380
60,443
60,485
60,589
60,756
60,860
60,965
60,986
61,007
61,340
61,570
61,591
61,612
61,633
61,737
71,066
71,129
71,254
71,359
71,567
71,734
72,047
72,110
72,152
72,340
72,694
72,820
72,945
73,049
73,070
73,425
73,488
73,529
73,634
73,884
73,988
74,093
74,114
74,135
74,552
74,865
74,886
74,907
74,928
75,032
2962
2966
2970
2972
2974
2976
2979
2982
2991
2998
3008
3009
3014
3016
3017
3020
3030
3034
3036
3043
3050
3058
3059
3060
3068
3071
3072
3082
3083
3091
61,820
61,904
61,987
62,029
62,071
62,113
62,175
62,238
62,426
62,572
62,781
62,801
62,906
62,948
62,968
63,031
63,240
63,323
63,365
63,511
63,657
63,824
63,845
63,866
64,033
64,095
64,116
64,325
64,346
64,513
75,136
75,262
75,366
75,408
75,449
75,491
75,554
75,658
75,888
76,055
76,305
76,326
76,451
76,514
76,535
76,639
76,869
76,973
77,015
77,203
77,390
77,599
77,620
77,641
77,829
77,912
77,933
78,184
78,204
78,413
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
306

SALARY SCHEDULE 2012/2013
3100
3108
3111
3114
3115
3119
3126
3130
3132
3135
3148
3150
3151
3154
3158
3169
3172
3183
3186
3187
3195
3201
3204
3206
3213
3219
3220
3224
3225
3226
64,701
64,868
64,930
64,993
65,014
65,097
65,243
65,327
65,369
65,431
65,703
65,744
65,765
65,828
65,911
66,141
66,203
66,433
66,496
66,517
66,683
66,809
66,871
66,913
67,059
67,184
67,205
67,289
67,310
67,330
78,643
78,831
78,935
79,018
79,039
79,144
79,290
79,415
79,457
79,561
79,853
79,916
79,937
80,041
80,125
80,375
80,500
80,730
80,813
80,834
81,064
81,189
81,272
81,335
81,523
81,648
81,690
81,794
81,815
81,836
3242
3253
3254
3260
3268
3270
3272
3278
3287
3300
3303
3304
3307
3309
3315
3320
3323
3326
3330
3337
3340
3349
3354
3361
3386
3389
3394
3401
3414
3416
67,664
67,894
67,915
68,040
68,207
68,249
68,291
68,416
68,604
68,875
68,938
68,958
69,021
69,063
69,188
69,292
69,355
69,418
69,501
69,647
69,710
69,898
70,002
70,148
70,670
70,733
70,837
70,983
71,254
71,296
82,253
82,525
82,546
82,713
82,900
82,963
83,005
83,172
83,380
83,714
83,777
83,798
83,881
83,944
84,111
84,215
84,278
84,382
84,507
84,654
84,716
84,967
85,092
85,259
85,906
85,968
86,094
86,302
86,615
86,657
3417
3429
3441
3462
3464
3468
3470
3471
3473
3474
3476
3481
3486
3487
3494
3502
3511
3520
3528
3531
3533
3546
3549
3552
3553
3555
3561
3568
3575
3587
71,317
71,567
71,818
72,256
72,298
72,381
72,423
72,444
72,486
72,507
72,548
72,653
72,757
72,778
72,924
73,091
73,279
73,467
73,634
73,696
73,738
74,009
74,072
74,135
74,155
74,197
74,322
74,468
74,615
74,865
86,678
86,970
87,304
87,826
87,889
87,972
88,035
88,056
88,097
88,139
88,202
88,327
88,431
88,452
88,640
88,849
89,078
89,308
89,475
89,579
89,663
89,934
90,017
90,143
90,164
90,205
90,331
90,518
90,706
90,998
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
307

SALARY SCHEDULE 2012/2013
3591
3598
3601
3621
3625
3629
3634
3639
3640
3641
3656
3660
3661
3688
3697
3700
3705
3710
3720
3730
3731
3734
3735
3737
3738
3748
3752
3756
3762
3782
74,948
75,095
75,157
75,575
75,658
75,742
75,846
75,950
75,971
75,992
76,305
76,389
76,409
76,973
77,161
77,223
77,328
77,432
77,641
77,850
77,870
77,933
77,954
77,996
78,017
78,225
78,309
78,392
78,517
78,935
91,124
91,270
91,353
91,875
91,959
92,063
92,188
92,334
92,355
92,376
92,772
92,856
92,877
93,545
93,795
93,858
93,983
94,150
94,359
94,651
94,672
94,734
94,755
94,797
94,818
95,089
95,194
95,277
95,444
95,966
3783
3784
3788
3797
3800
3812
3815
3819
3820
3821
3823
3826
3828
3831
3832
3843
3868
3870
3872
3882
3883
3888
3894
3900
3902
3907
3912
3916
3917
3926
78,956
78,977
79,060
79,248
79,311
79,561
79,624
79,707
79,728
79,749
79,791
79,853
79,895
79,958
79,978
80,208
80,730
80,772
80,813
81,022
81,043
81,147
81,272
81,398
81,439
81,544
81,648
81,732
81,752
81,940
95,987
96,008
96,091
96,321
96,425
96,717
96,780
96,905
96,926
96,947
96,988
97,051
97,114
97,197
97,218
97,489
98,116
98,178
98,220
98,491
98,512
98,616
98,783
98,950
98,992
99,096
99,243
99,368
99,389
99,577
3930
3946
3952
3966
3972
3978
3979
3983
3985
3993
3999
4000
4005
4007
4010
4011
4023
4027
4038
4068
4076
4083
4091
4098
4105
4111
4112
4115
4120
4125
82,024
82,358
82,483
82,775
82,900
83,026
83,047
83,130
83,172
83,339
83,464
83,485
83,589
83,631
83,694
83,714
83,965
84,048
84,278
84,904
85,071
85,217
85,384
85,530
85,676
85,802
85,822
85,885
85,989
86,094
99,723
100,098
100,286
100,620
100,787
100,912
100,933
101,058
101,100
101,309
101,434
101,497
101,601
101,643
101,747
101,768
102,060
102,144
102,457
103,187
103,417
103,563
103,813
103,959
104,147
104,314
104,335
104,398
104,502
104,648
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
308

SALARY SCHEDULE 2012/2013
4130
4140
4154
4156
4159
4164
4168
4179
4185
4187
4189
4190
4199
4200
4209
4210
4217
4218
4232
4237
4262
4265
4270
4291
4294
4304
4307
4324
4335
4342
86,198
86,407
86,699
86,741
86,803
86,908
86,991
87,221
87,346
87,388
87,429
87,450
87,638
87,659
87,847
87,868
88,014
88,035
88,327
88,431
88,953
89,016
89,120
89,558
89,621
89,830
89,892
90,247
90,477
90,623
104,794
105,024
105,379
105,441
105,504
105,650
105,734
106,005
106,172
106,214
106,255
106,318
106,506
106,568
106,777
106,819
106,965
107,007
107,361
107,487
108,134
108,196
108,322
108,864
108,948
109,177
109,240
109,678
109,991
110,137
4348
4350
4358
4366
4368
4369
4373
4374
4375
4378
4409
4412
4451
4480
4495
4516
4522
4524
4536
4543
4557
4563
4564
4567
4571
4572
4580
4582
4585
4606
90,748
90,790
90,957
91,124
91,165
91,186
91,270
91,291
91,312
91,374
92,021
92,084
92,898
93,503
93,816
94,254
94,380
94,421
94,672
94,818
95,110
95,235
95,256
95,319
95,402
95,423
95,590
95,632
95,694
96,133
110,304
110,367
110,555
110,763
110,805
110,826
110,951
110,972
110,993
111,056
111,828
111,932
112,934
113,644
114,040
114,562
114,708
114,771
115,084
115,251
115,606
115,773
115,793
115,856
115,981
116,002
116,169
116,253
116,315
116,858
4608
4634
4650
4651
4678
4691
4692
4695
4708
4722
4731
4744
4759
4778
4781
4795
4796
4797
4815
4818
4822
4828
4830
4841
4911
4955
4979
4997
5000
5002
96,174
96,717
97,051
97,072
97,635
97,907
97,928
97,990
98,262
98,554
98,742
99,013
99,326
99,723
99,785
100,077
100,098
100,119
100,495
100,557
100,641
100,766
100,808
101,037
102,498
103,417
103,918
104,293
104,356
104,398
116,900
117,547
117,964
117,985
118,695
119,028
119,049
119,133
119,446
119,780
120,030
120,364
120,719
121,220
121,303
121,658
121,679
121,700
122,159
122,243
122,326
122,451
122,556
122,806
124,601
125,707
126,292
126,751
126,855
126,918
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
309

SALARY SCHEDULE 2012/2013
5006
5007
5026
5032
5088
5111
5132
5140
5142
5181
5241
5247
5257
5260
5300
5384
5399
5433
5437
5460
5469
5514
5516
5544
5565
5622
5624
5690
5761
5787
104,481
104,502
104,899
105,024
106,193
106,673
107,111
107,278
107,320
108,134
109,386
109,511
109,720
109,783
110,617
112,371
112,684
113,393
113,477
113,957
114,145
115,084
115,126
115,710
116,148
117,338
117,380
118,757
120,239
120,782
127,001
127,022
127,502
127,648
129,047
129,673
130,195
130,403
130,445
131,447
132,950
133,096
133,367
133,430
134,452
136,602
136,978
137,854
137,938
138,522
138,731
139,900
139,941
140,651
141,173
142,613
142,676
144,366
146,140
146,808
5807
5886
5904
5915
5918
5999
6047
6060
6131
6177
6218
6286
6298
6300
6331
6348
6361
6371
6425
6426
6439
6498
6513
6540
6585
6599
6715
6747
6801
6804
121,199
122,848
123,224
123,453
123,516
125,206
126,208
126,479
127,961
128,921
129,777
131,196
131,447
131,489
132,136
132,490
132,762
132,970
134,097
134,118
134,390
135,621
135,934
136,498
137,437
137,729
140,150
140,818
141,945
142,008
147,309
149,313
149,772
150,064
150,147
152,193
153,382
153,737
155,553
156,722
157,745
159,477
159,790
159,832
160,604
161,021
161,376
161,647
162,983
163,004
163,359
164,841
165,237
165,926
167,053
167,408
170,372
171,165
172,542
172,605
6844
6977
7091
7129
7187
7239
7281
7288
7500
7554
7578
7604
7627
7684
7775
7776
7887
7905
7985
8042
8090
8137
8428
8500
8554
8572
8665
8692
8796
9197
142,842
145,618
147,998
148,791
150,001
151,087
151,963
152,109
156,534
157,661
158,162
158,705
159,185
160,374
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
173,607
177,009
179,889
180,849
182,310
183,646
184,689
184,898
190,262
191,639
192,265
192,892
193,455
194,937
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
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
ANNUAL SALARIES
County of Sonoma
FY 2012-2013 Recommended Budget
Position Listing
310

SALARY SCHEDULE 2012/2013
ANNUAL SALARIES
ANNUAL SALARIES
ANNUAL SALARIES
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
SALARY
RANGE
STEP
A
STEP
I
9670
201,825
245,341
9857
205,727
250,079
9997
208,649
253,627
9999
208,691
253,669
10000
208,712
253,689
10609
221,423
269,134
11260
235,010
285,664
12260
255,881
311,043
County of Sonoma
FY 2012-2013 Recommended Budget
311
Position Listing

County of Sonoma
FY 2012-2013 Recommended Budget
312
Position Listing

COUNTY OF SONOMA
RECOMMENDED BUDGET
2012-2013
INDEX
Page
No.
Page
No.
Advertising 205 Fairgrounds 201
Agricultural Commissioner-Sealer 185 Financial Policies for Budget Development 3
Airport Enterprise 149 Fire Services (see Fire & Emergency Services) 143
(see Transportation & Public Works) Flood Control Districts (see Water Agency) 157
Alcohol & Other Drug Services 99
(see Health Services) General Services 41
Appropriations for Contingencies 51 Grand Jury (see Court Support Services) 69
(see Non-Departmental) Guide to Reading the Budget 1
Assessor (see Clerk/Recorder/Assessor) 61
Auditor-Controller 55 Health Services 99
Heavy Equipment 149
Board of Supervisors/County Administrator 29 (see Transportation & Public Works)
Hospital Enterprise Closeout 123
Capital Projects 211 Human Resources 37
Child Support Services 119 Human Services 105
Community Development Commission 133
County Administrator (see Board of 29 IHSS Public Authority 115
Supervisors/County Administrator) Information Systems 45
County Administrator’s Transmittal Letter iii Institutions (see Probation) 73
County Clerk/Recorder/Assessor 61 Integrated Waste (Refuse) Enterprise 149
County Operating Budget
(see Transportation & Public Works)
County Funding Sources - Total Budget 24
General Fund Financing Sources 25 Law Enforcement (see Sheriff) 89
General Fund Appropriations 26 Lighting Districts 149
County Counsel 33 (see Transportation & Public Works)
County Medical Services Program 99
(see Health Services) Marinas (see Regional Parks) 169
County Service Area #41, Sonoma Valley Parks 169 Mental Health (see Health Services) 99
(see Regional Parks)
County Service Area #41, 127 Non-Departmental 51
Zone 2 Sea Ranch Non-Proposition 4 Unallocated Revenue 51
(see Permit & Resource Management)
(see Non-Departmental)
Court Support Services & Grand Jury 69 Northern Sonoma County Air Pollution 149
Cross Reference of County Services to 265 Control District
State Function Categories
(see Transportation & Public Works)
Debt Services - Special Assessments 55 Organization Chart 10
(see Auditor-Controller-Treasurer-Tax Collector) Other General Government 51
Demographics-Sonoma County 12 (see Non-Departmental)
Detention (see Sheriff’s Department) 89
District Attorney 79 Permit & Resource Management 127
Position Allocation (see Position Listing) 267
Economic Development Department 165 Prevention & Planning 99
Elective & Appointive Officers 9 (see Health Services)
Emergency Services (See Fire & Emergency Srvcs) 143 Probation 73
Employee Benefits 51
(see Non Departmental)
Environmental Health 99
(see Health Services)
County of Sonoma
FY 2012-2013 Recommended Budget
313 Index

COUNTY OF SONOMA
RECOMMENDED BUDGET
2012-2013
INDEX
Page
No.
Page
No.
Proposition 4 Unallocated Revenue 51 Transit Enterprise 149
(see Non-Departmental)
(see Transportation Public Works)
Public Administrator/Guardian/Conservator 105 Transportation and Public Works 149
(see Human Services) Treasurer-Tax Collector 55
Public Defender 85
Public Health (See Health Services) 99 U.C. Cooperative Extension 191
Unemployment Insurance ISF 55
Recorder 61 (see Auditor-Controller/Treasurer-Tax
(see Clerk/Recorder/Assessor)
Collector)
Redevelopment Agency 133
(see Community Development Commission) Water Agency 157
Regional Parks 169 Water Service Areas 149
Registrar of Voters 61 (see Transportation Public Works)
(see Clerk/Recorder/Assessor) Water Supply (see Water Agency) 157
Rio Nido Geologic Hazard Abatement 149 Water Transmission Systems 157
(see Transportation & Public Works)
(see Water Agency)
Road Maintenance Districts 149 Welfare Administration 105
(see Transportation & Public Works) (see Human Services)
Roads 149 Welfare Programs (see Human Services) 105
(see Transportation & Public Works )
Salary Schedule (see Position Listing) 303
Sanitation Districts & Zones 157
(see Water Agency)
Self-Insurance Fund 37
(see Human Resources)
Sheriff 89
Sonoma County Agricultural Preservation 179
& Open Space District
Special Projects 149
(see Transportation & Public Works)
State Financial Schedules
Budget Summary All Funds 229
Budget Summary Govt Funds 230
Fund Balance Govt Funds 231
Reserves/Designations Govt Funds 232
Summary Addit. Financing Sources Govt Funds 236
Detail Addit. Financing Sources Govt Funds 238
Summary Financing Uses Govt Funds 250
Detail Financing Uses Govt Funds 252
Summary Non Enterprise Spec Dist/Agencies 260
Fund Balance Non Enterprise Spec Dist/Agencies 261
Detail Fund Balance Spec Dist/Agencies 262
Cross Reference of County Services 265
State Function Categories
Supervisorial Districts 11
County of Sonoma
FY 2012-2013 Recommended Budget
314 Index