FINAL BUDGET 2007 - 2008 - Digital Resources for Law and ...

County of Sonoma, California

FINAL BUDGET 2007 - 2008

SONOMA COUNTY

MISSION

COUNTY OF SONOMA

Final Budget 2007-2008

and

Statistical Report

2006-2007

2005-2006

Sonoma County Board of Supervisors Supervisor Valerie Brown, Chairwoman First District Supervisor Mike Kerns Second District Supervisor Tim Smith Third District Supervisor Paul L. Kelley Fourth District Supervisor Mike Reilly Fifth District Budget Recommended by

Bob Deis County Administrator

Budget Compiled by

Rodney Dole Auditor-Controller/Treasurer-Tax Collector Cover Photo: View from Gunsight Rock, Hood Mountain Regional Park

Sonoma County, California

Provided by Sonoma County Regional Parks

Distinguished

Budget Presentation

Award

PRESENTED TO

Sonoma County California

For the Fiscal Year Beginning

July 1, 2006

President Executive Director

The Government Finance Officers Association of the United States and Canada

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

California for its annual budget for the fiscal year beginning July 1, 2006.

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

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

financial plan, and as a communications device.

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

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

determine its eligibility for another award.

GOVERNMENT FINANCE OFFICERS ASSOCIATION

COUNTY OF SONOMA FINAL BUDGET

2007 - 2008

TABLE OF CONTENTS

Page Page

County Overview Development Services

Board of Supervisors' Letter to 7 Permit & Resource Management 177

Sonoma County Citizens Community Development Commission 183

County Administrator’s Transmittal Letter 9 Emergency Services 191

A Guide to Reading the Final Budget 23 Transportation & Public Works 197

Financial Policies for Budget Development 27 Water Agency 207

Directory of Elective & Appointed Officers 33 Economic Development Department 215

Organization Chart 34 Regional Parks 219

Sonoma County Supervisorial Districts 35

County Overview & Demographics 36 Other County Services

Financial Summaries Sonoma County Agricultural Preservation 229

& Open Space District

Introduction & Changes to Fund Balance 45 Agricultural Commissioner 235

Financing Sources & Uses Summary 46 U.C. Cooperative Extension 241

Final Budget By Function 47 Library 245

County General Fund Summaries 48 Fairgrounds 251

County Other Funds Summary 52 Advertising 255

Administrative Support & Fiscal Services Capital Projects

Board of Supervisors/County Administrator 55 Capital Projects 261

County Counsel 59

Human Resources 63 Debt

General Services 69

Information Systems 75 Debt Obligations 283

Non-Departmental 81 Debt Margin 287

Auditor-Controller/Treasurer/Tax Collector 85

County Clerk-Recorder-Assessor 89 State Financial Schedules

Justice Services Schedules 1-8A & 13-15 290

Cross Reference of County Services to 326

Court Support Services & Grand Jury 97 State Function Categories

Probation 101

District Attorney 109 Position Listing

Public Defender 117

Sheriff 121 Position Listing 327

Position Allocation Detail 328

Health & Human Services Salary Schedule 369

Health Services 135 Glossary

Health Services General Fund Financing 147

Human Services 149 Glossary of Budget Terms 377

Human Services General Fund Financing 159

IHSS Public Authority 163 Index 383

Child Support Services 167

Hospital Enterprise Closeout 171

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See A Guide to Reading the Budget

County of SonomaFY 2007 - 2008 Budget County Overview7

OFFICE OF THE COUNTY ADMINISTRATOR

COUNTY OF SONOMA 575 ADMINISTRATION DRIVE – ROOM 104A

SANTA ROSA, CALIFORNIA 95403-2888

TELEPHONE (707) 565-2431 FAX (707) 565-3778

BOB DEIS COUNTY ADMINISTRATOR

JIM ANDERSEN ASST. COUNTY ADMINISTRATOR

JENNIFER M. MURRAY DEP. COUNTY ADMINISTRATOR

LORI NORTON DEP. COUNTY ADMINISTRATOR

CHRIS THOMAS

DEP. COUNTY ADMINISTRATOR

June 19, 2007 TO: Board of Supervisors FROM: Bob Deis County Administrator SUBJECT: Proposed Fiscal Year (FY) 2007-2008 Budget Submitted for your consideration is the County Administrator’s Proposed Budget for FY 07-08, totaling $1.2 billion. Approval of this budget by your Board will make it available to the public as an appropriate source of information regarding issues proposed for consideration during final budget hearings. This action will also provide appropriations for normal maintenance and operating expenses until the adoption of a Final Budget. The State Budget Act requires the Board of Supervisors to approve a Proposed Budget no later than July 20 and to adopt a Final Budget no later than October 2. This memorandum provides a summary of: 1) the issues, initiatives, and current year accomplishments you will see in the departmental budgets; 2) the overview of the County economy and assumptions used in preparing the budget, including your direction during the Budget Policy Workshop; 3) the status of the State Budget and some of the potential impacts from the current proposals; 4) a list of other emerging issues that are not yet reflected in the Proposed Budget; and 5) a series of recommended actions for your consideration. I. KEY BUDGET HIGHLIGHTS FOR FISCAL YEAR 07-08 For at least the last six years, the County has not been able to fully fund “baseline” services and programs with ongoing revenues that we know about at this time, and this trend continues into FY 07-08. This is a result of significant increases in the costs of doing business driven over time by health insurance, retirement, worker’s compensation insurance, materials, and energy, while available on-going resources grow at a slower rate. In many cases, these costs account for all of the increases in a department’s budget. This situation is exacerbated by cost shifts for technology, infrastructure, administration, and regulation by the state and federal governments as they continue to divest themselves of responsibility for programs the County is obligated to operate on their behalf or they make unilateral decisions to pull out of our many integrated IT systems leaving us to pick up the fixed costs associated with such systems. We expect these trends will continue into the foreseeable future. Again, “baseline” services represent the service levels or staffing levels of the previous year rolled forward to the next year, whereas demands for service have generally increased as opposed to remaining constant or declining. When looking at any one year by itself, the incremental change or shortfall has

County of Sonoma FY 2007 - 2008 Budget County Overview 9

County of Sonoma FY 2007 - 2008 Budget County Overview

been relatively small, but the cumulative effect of cutting baseline budgets over the years is getting increasingly difficult to manage and still provide meaningful services in all areas. If this trend continues it will be more problematic in the future. Unless we see a slowing of the increases related to the cost-of-doing business or a dramatic increase in revenues, the choices will become ever more difficult. Some key examples in this budget where difficult choices were made include the District Attorney, Health Services, Human Services, Child Support Services, Public Defender, Agriculture Commissioner, and Parks where staffing, maintenance, and other services were reduced to meet available resources. Many of these cuts are on the “add-back” list. In some cases, this represents the sixth year in a row where reductions have been made and cumulative effects of up to 20% reduction in staffing have been seen. Given the current real estate market and the fact that the County relies heavily on property taxes to finance the budget, the situation is looking grim for the next few years. Fiscal Year 07-08 property tax revenues ($173 million) are based upon a 6.5% growth in assessed valuation as of January 1, 2007 and reflect the real estate market in 2006, from six to eighteen months ago. As you know, the previously hot real estate market cooled considerably in 2006, has remained slow thus far in 2007, and is not predicted to improve much for the remainder of the year. Some values have declined and may decline further before demand picks back up. Thus, the years of 10% property tax growth from this market are behind us; we cannot depend on the usual end of the year “bump” in property tax revenues to save those items on the “add-back” list. Due to the six to eighteen month delay in when property values are reflected in property tax revenues and much steeper reductions in related property tax bellwether revenues such as Documentary Transfer and Supplemental Property Taxes, we expect much slower growth in these revenues for the next few years. For every one percent reduction in property tax growth, we see a $1.4 million reduction in revenue. This is discussed in more detail in Section III below. At the same time, we know that our county’s population is changing and its needs for services are changing, too. With that in mind, your Board determined that a strategic plan was needed in order for the County to meet the challenges presented by our fiscal realities and changing demographics. At this writing, the draft strategic plan is anticipated to be presented to the Board ad hoc committee by the beginning of June and the full Board by the beginning of August. If your Board concurs, we will present the plan to the public in a series of meetings over the summer before your final review in the fall. Following that, departments will begin to develop specific five year plans to support and implement the County Strategic Plan. Any budgetary adjustments necessary in FY 07-08 will be brought forward as needed for your consideration and the FY 08-09 budget will be prepared in accordance with the Strategic Plan. II. MAJOR ACCOMPLISHMENTS AND CHANGES DURING FY 06-07 This section lists only a select number of the many major accomplishments by County and agency staff. This truncated list does not do justice to the many accomplishments of the Sonoma County organization. A more comprehensive list of accomplishments is found in the budget narrative of each department and agency. Administrative Support and Fiscal Services:

Approved the County’s implementation plan for reducing greenhouse gas emissions to meet the 2010 goal, and supported the development of a plan for the community-wide 2015 reduction target. Coordinated implementation of the Animal Care and Control Management Review recommendations and initiated a management review for the Road Division of the Department of Transportation and Public Works.

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Criminal Justice: Initiated an unprecedented project to analyze the entire criminal justice system and programs to develop recommendations for reducing the need for expanded jail facilities and decreasing future costs. The Main Adult Detention Facility capacity was increased by 41 beds with the installation of additional double bunks. Expanded efforts to respond to the challenges posed by gangs. This included presenting the first statewide summit on gang activity in conjunction with other law enforcement agencies. The summit raised public awareness that gang activity is increasingly regional in nature, and addressed the need for collaboration in prevention, intervention, education, and enforcement efforts. Also, in collaboration with Community Based Organizations (CBOs), implemented new Juvenile Justice Crime Prevention Act programs that enhance substance abuse treatment, gang intervention efforts, and outreach to middle school, at-risk youth, in outlying areas of the County. Led numerous initiatives to address the problems of the mentally ill in the criminal justice system. Reestablished the Sonoma County Mental Health Court. In coordination with local CBOs, successfully applied for two juvenile grants: Mentally Ill Offender Crime Reduction Grant (MIOCR), and the Title II Grant. Sonoma County is one of only three in California to receive both grants. Implemented a Jail Inmate Mental Health Program that enables Mental Health personnel to treat inmates, charged with misdemeanors and deemed incompetent to stand trial, within the jail.

Health and Human Services: Substantially expanded a model of mental health services focused on community treatment. This includes initiating the Sonoma ACT (Assertive Community Treatment) program that provides comprehensive, locally based treatment to people with serious and persistent mental illnesses, and expanding crisis stabilization services allowing more mental health clients to avoid hospitalization. Implemented an Economic Assistance Service Center, which will allow clients to more readily reach a staff person who can provide service and improve the efficiency of services.

Development Services:

Adopted new Expenditure Plan for the Open Space District with the passage of Measure F, which reauthorized the .25 percent sales tax through 2031. Completed five conservation transactions on 2,000 acres for $14 million. Opened six public access and recreation projects at County parks; completed a major maintenance plan for park facilities; and began repairs according to the plan. Initiated a collaborative process with all cities within the County to hopefully create an administrative resolution of unfunded closure and post-closure maintenance liability of County landfills. The final settlement we continue to seek will describe each jurisdiction's responsibilities with appropriate funding mechanisms.

Other County Services:

Led the return of commercial passenger air service to Charles M. Schulz Sonoma County Airport, with Horizon Air as the carrier. Secured funding of $25,000,000 from Prop 50 for implementation of the North Coast Integrated Regional Water Plan, and issued $11,500,000 in water revenue bonds to fund environmental design and construction of several water transmission projects. Water Agency completed a Restructured Water Supply Agreement with water contractors. Additionally, completed Urban Water Management Plans, and the North Coast and Bay Area Integrated Regional Water Plans.

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III. COUNTY ECONOMY AND BUDGET FINANCIAL OVERVIEW The Sonoma County economy continues to emerge from the economic slowdown, but the positive indicators of this trend lie primarily in tourism and the labor market, with job growth at its fastest rate since the 2001 recession. Sonoma County’s tourism industry has performed very well over the past year. Occupancy rates at area hotels averaged nearly 70% for the year, the highest since the local tourism industry weakened in 2001. The strong performance was helped by broad-based strength in the national economy and increased presence of large hotel companies in the market. However, as noted above, Sonoma County’s housing market has faltered over the past year. The median sales price peaked in mid 2006 and is now down about 11.6% while a large unsold housing inventory still remains. In addition, the inventory has the risk of growing due to the deterioration of mortgage credit and tighter lending standards. Thus, home prices may deteriorate further through the end of this year and into 2008. In addition, perhaps the greatest near-term downside risk is a further rise in energy prices. Higher fuel prices could limit leisure travel this summer, which would be directly felt in Sonoma County. Additionally, if energy prices do not moderate in the near term as expected, hotels’ plans for expansion in Sonoma County could be at risk. Further hikes in gasoline prices would also pinch consumer spending. Among the assumptions used in this budget, the County share of “current” property tax revenues ($173 million) are projected to increase 6.5%. The County Assessor typically updates this forecast after this Proposed Budget submittal, but before the budget hearings. As discussed earlier, this revenue source still reflects a real estate market that was just beginning the process of cooling yet it provides the vast majority of the discretionary funding available to the Board. Other property related revenue sources, like the Documentary Transfer Tax and the Supplemental Property Tax, track more closely to the current real estate activity and have dropped from highs of $7.7 million and $11.4 million in FY 05-06 to $3.3 million and $4.3 million in FY 07-08, respectively. We believe these reductions in Documentary Transfer Tax and Supplemental Property Tax are markers for what the “current” property tax growth will look like beyond FY 07-08. As such, we believe FY 08-09 will be a problematic year for us. State/federal revenues ($305 million) are projected to increase 8.6% driven by caseload and assistance payments, many programs are not receiving increased funding to cover the increased costs of administration. Local sales taxes ($16 million) reflect a 4% increase from current year estimated actuals and total interest earnings ($9 million) are based on a 4.9% annual average rate. Proposition 172 public safety sales tax revenue ($41 million), which is distributed on a statewide formula, is projected to increase 2.5% from the prior year’s budget. However, as in the last several years, fixed costs of doing business, primarily driven by salaries, health insurance, retirement, and other benefit cost increases continue to grow faster than available revenues. This cost category is expected to increase roughly 5%, and services and supplies are increasing at a similar rate. The Proposed Budget is balanced by relying on $25 million of fund balance estimated to be available at the end of FY 06-07. We will not be using any General Fund discretionary or emergency reserves. This fund balance figure is $3 million more than that used to fund the current year and reflects one-time revenues increases and expenditure savings that we don’t expect to see in the future. Indeed, we expect that previous levels of operational savings will be ever harder to achieve in the years ahead. Nonetheless, we are confident that this year’s projected fund balance will be reached and are hopeful that additional monies above this amount will be available to replenish reserves to targeted levels and address other one-time priorities. In addition, should estimates of on-going revenues increase, restorations will be recommended in the Final Budget for some of the services (see “add-back” list) that have been reduced in order to balance to available resources.

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A comparison of total recommended expenditures to the current year follows: FY 06-07 FY 07-08 Percent Fund Adopted Recommended Change Change County Operating Funds $702,079,973 $713,467,553 $11,387,580 1.6% Capital Projects Fund 47,894,926 47,360,752 (534,174) -1.1% Sub-Total 749,974,899 760,828,305 10,853,406 1.4% Enterprise Funds 86,210,135 116,362,700 30,152,565 35.0% Internal Service Funds 68,879,345 66,939,077 (1,940,268) -2.8% Special Districts 277,142,292 252,186,245 (24,956,047) -9.0% (Governed by Board) Total Requirements $1,182,206,671 $1,196,316,327 $14,109,656 1.2% Increases in Enterprise Funds (primarily Refuse and Transit) are primarily the result of accounting changes to break out operational costs for refuse transfer stations, environmental compliance, and administration. Decreases in Special Districts (primarily Sonoma County Water Agency and Sonoma County Agricultural Preservation and Open Space District) are caused by timing of large capital projects. The numbers could change, as the Final Budget will be adjusted to reflect expenditures for capital projects that weren’t completed in FY 06-07 and carried forward to FY 07-08. IV. BUDGET POLICY DIRECTION In the spring (February 27, 2007), the Board provided the following policy direction upon which the Proposed Budget is based:

• Provide, for a second consecutive year, a one-time General Fund back-fill of up to $1.1 million for the lost State property tax administration program. Additionally, the Board directed staff to: 1) work with the State Assessor’s Association, the Tax Collector’s Association, and the Legislature to amend language in AB 83 (Lieber), in a way that expenditure authority does not only rest solely with the Assessor, but instead be vested by the Board of Supervisors and does not include an onerous maintenance of effort (MOE) requirement; and 2) complete an independent benchmark and cost-benefit analysis to identify potential efficiencies in the Assessor’s processes.

We have backfilled the Assessor’s budget as noted above and have begun scoping the independent benchmark and cost-benefit analysis. At this writing, the May Revise did not change the Governor’s proposal to discontinue the program; but AB 83, amended to recognize the Board’s budgetary authority in adopting an annual budget and to remove urgency status, has been passed by the Assembly and forwarded to the Senate. The MOE provisions remain.

• Draw $10.7 million from the Tobacco Settlement Securitization Endowment to fund the

project cost for Valley of the Moon Children’s Home Phase III, rather than borrow funds to finance its construction.

The FY 06-07 budget was adjusted to reflect this direction by the Board when the design/build contract was awarded this spring. Any further adjustments related to

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rebudgeting appropriations to complete the project in FY 07-08 will be included in the technical adjustments.

V. STATE BUDGET OVERVIEW At this writing, the State has not concluded its FY 07-08 budget deliberations. The Governor’s Proposed Budget in January was estimated to reduce Sonoma County funding for local programs, excluding roads, by $3.1 - 3.6 million. Roads funding might actually see a one-time increase of $2.3 million associated with Prop 1B funds. The Governor’s budget also had a variety of impacts on state and federal programs ranging from outright eliminations of benefits to reductions in services due to the continuance of flat funding for most of the Human Services programs while fixed costs to operate the programs continue to increase. The May Revision contained new proposals that had the net effect of increasing the potential impact to local programs by another $900,000 (to between $4.0 and $4.5 million). A Budget Conference Committee has convened to work out the differences between the Senate and Assembly budget actions and a State Budget Recap containing the latest budget information will be provided to the Board of Supervisors under separate cover. Regardless of the outcome of these discussions, resolution of the on-going state deficit, estimated at $2 billion currently and projected to grow in the following years, does not appear likely. Thus, not only are state budgets expected to be tight in the future, but we fully expect proposals that adversely impact counties and other local governments to continue. With a few exceptions, the County’s Proposed Budget does not reflect any adjustments associated with the changing State Budget proposals. The exceptions are the property tax administration program noted above and reflecting such items as the booking fee compromise, the lack of COLAs for Health & Human Services programs, and continued funding for existing programs to the extent that they were included in the Governor’s proposal. As in the past, we will monitor the State’s progress on finalizing their budget and bring any necessary adjustments to the County’s Proposed Budget forward for Board consideration as soon as they are identified based upon final State action.

VI. FY 07-08 EMERGING ISSUES This section includes those emerging issues that are evolving as we compile this Proposed Budget. They represent both opportunities and threats to our financial well being. This year’s budget should be viewed in the context of what we may be facing “as we round the next turn.” Health Care

• Despite best efforts at cost containment, including actions such as changing the network provider for the County Health Plan to Blue Cross (garnering greater provider discounts), and conducting a competitive request for proposals (RFP) to drive down the rates of Health Maintenance Organizations (HMOs), the cost of employee and retiree benefits are continuing to rise at a rate whereby critical county programs are at risk due to these increases. During the current year, the Board began to phase in an array of health plans that are more consistent with comparable counties, and which will help suppress future cost increases. With the exception of exempt employees and retirees, the new plans are subject to meet and confer with our employee unions. We will be concluding and/or initiating meet and confer activities with our three largest unions (SCLEA, DSA and SEIU) in FY 2007-2008.

• The Board charged a Joint Labor/Management Benefits Committee (JLMBC) with examining the County’s increasing cost of retiree health care, and the significant unfunded future expenses (currently estimated at $400 million) identified and recorded under GASB 43 and 45, respectively. The JLMBC is scheduled to provide an interim report in the summer of 2007, and alternatives and recommendations near the calendar year end.

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• The County’s former Community Hospital is currently leased and operated by Sutter under a series of agreements with the County. One of these agreements, the Health Care Access Agreement, requires Sutter to provide a substantial range of health services to county residents through, at least, 2016. Sutter has announced its intent to assign responsibility for the Health Care Access Agreement to Memorial Hospital, and to terminate the lease with the County if the County consents to the assignment. That transaction would involve closing the hospital, which in turn would affect the County’s health care system and residents’ ability to access health care. In addition, should the hospital close, the County will need to determine how to make the best use of the property. The County will continue to engage in discussion with Sutter, and legal action if necessary, to ensure that the terms of the Health Care Access Agreement are met.

Human Services

• The Memorandum of Understanding with the In-Home Supportive Service (IHSS) providers expires September 30, 2007, and a new agreement will need to be negotiated. The State currently pays part of the costs of wages up to $10.50 per hour, which is the wage in Sonoma County. It is unclear as of this writing if the State will agree to pay part of the costs of any increase in wages. This budget includes nearly $3.3 million in discretionary IHSS wages and benefits.

The State has started discussions regarding additional child welfare funds to restore funding due

to the absence of cost of living adjustments from the State for counties for the past five years. In exchange for these additional funds, the State wants additional accountability for counties. The County Welfare Director’s Association (CWDA) opposes this proposal because it does not adequately address the 1/2 billion dollars counties have forgone for cost of doing business increases for the past five years, and it does not adequately staff the program according to the SB 2030 report (commissioned by the State) released several years ago. The Department of Human Services will participate in the discussion through CWDA.

Tribal Gaming

• Representatives from the Dry Creek Rancheria and the County are continuing to meet to attempt to reach agreement on a number of off-reservation impacts resulting from the development and operation of the River Rock Casino. The County is seeking mitigation for specific environmental impacts and compensation for County services provided and revenues lost. In addition, the County is working with the Tribe to develop a judicially enforceable dispute resolution process to resolve future issues related to anticipated future development on the Rancheria and other properties owned by the Tribe.

• In May, the Board of Supervisors authorized staff to submit comments to the National Indian Gaming Commission on the Draft Environmental Impact Statement (EIS) and Draft Conformity Determination for the Federated Indians of the Graton Rancheria Proposed Casino and Hotel Project. The proposed Casino and Hotel Project would be located in the unincorporated county, adjacent to the City of Rohnert Park. Previously, the County entered into an “Agreement to Agree” which requires the County and Tribe to initiate negotiations regarding mitigation issues. Staff anticipates focused negotiations will begin after the County has had an opportunity to review all of the public comments and analyze the consultant’s responses. The County will be seeking mitigation for specific environmental impacts and compensation for County services provided and revenue lost. Pursuant to the Agreement to Agree, publication of the Final EIS will trigger a 45-day window for submitting final negotiation proposals and requesting arbitration under the Agreement.

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Southwest Santa Rosa Annexation Discussions

• In 2005, the City of Santa Rosa retained Pacific Municipal Consultants (PMC) to study the potential annexation of the Roseland and Price-Chico areas within the southwest region of the City. The City and County believe annexation of the remaining unincorporated islands could be of mutual benefit to the City, County, and area residents, and have been meeting to discuss and develop an understanding of the fiscal and service impacts of the proposed annexation. In FY 07-08, staff anticipates the City and County will have reached agreement on transition issues, and will be engaging the community in discussions to enhance their understanding of the voter approval process, timing, etc. of the potential annexation. If approved, the annexation could impact the County General Fund and the Community Development Commission funding and operations.

Americans with Disabilities Act (ADA) Plan Update

• In January 2006, the CAO formed an ADA Steering Committee to evaluate and make recommendations to improve the County’s ADA program. The committee has been meeting regularly and has identified and undertaken a number of program improvements including: 1) working with Human Resources to create and recruit an EEO/ADA Manager with expanded ADA coordination responsibilities; 2) issuing an RFP to retain a consultant to prepare a new Countywide ADA Transition Plan; 3) reviewing current complaint and response policies; and 4) evaluating the benefits of creating an ADA Advisory Committee to include members of the disabled community. In FY 07-08, the Board will be asked to consider approving a contract to begin work on a Countywide Transition Plan which will include a survey of all County facilities, infrastructure, and programs; identification of costs; funding; and priorities to enhance ADA compliance.

Administrative Support and Fiscal Services

• The Secretary of State is undertaking a review of voting systems currently certified for use in California. The County's primary voting system (Mark-A-Vote) will not be reviewed at this time; however, our voting system to provide access to voters with disabilities (Hart eSlate), purchased in 2006 to comply with the federal Help America Vote Act, will be reviewed. The outcome of the review will result in the system being a) recertified, b) certified with conditions placed upon its use, or c) decertified. In the event the system is certified with conditions, or decertified, there is a strong likelihood that additional costs will be incurred in order to bring the system in compliance.

• A comprehensive inventory of radio infrastructure (towers, back up power, and vaults) and equipment needs suggests that replacing the current items at the end of their useful lives could equate to an average annual contribution of approximately $1.3 million. Therefore, a replacement fund for radio repairs and maintenance has been established for the FY 07-08 budget. Efforts are underway to fully assess this need and develop an ongoing funding source to cover the cost of replacing system components over a number of years.

Criminal Justice

• Juvenile Hall population has remained high since the opening of the new facility in December 2005. The current facility capacity is seven housing units, or 140 beds. Planning projections and staffing assumptions at the time of construction completion indicated that five housing units would be sufficient to house the population in the next few years. Since the hall opened almost 18 months ago, population demands have required the Hall to operate in six units over 90% of the time, and as of this writing, the seventh unit has been required 25 days. The cause of the increased population is not fully understood. An initial review of population statistics shows an increase in the number of juveniles awaiting court hearings, the average length of stay has increased, and overall bookings have increased slightly. The additional juvenile courtroom, anticipated to begin full time operations, may have a positive effect on population. However, a

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juvenile system study may be required in order to pinpoint the causes of population growth, address the causes, and defer costly facility expansion into the future.

• Jail planning efforts for adult detention facilities will continue during the new fiscal year, enhanced by efforts to assess the functioning of the criminal justice system, treatment programs, and alternatives to incarceration. Evaluation of the feasibility for a regional detention facility to meet the needs of sentenced inmates is a part of this work. A comprehensive detention planning report will be presented to your Board in the fall, and it will serve as the basis for Phase 1 of a Jail Expansion Project. It will include strategies for funding this capital project, the most costly facilities project the County has undertaken.

• The County continues to be impacted with each addition of new judgeships to the Sonoma Superior Court assigned to the Criminal or Juvenile Division. While the State provides funding for the local Court for the cost of new judgeships and their supporting administrative needs, the County is challenged to identify funding to address needs for additional staff among justice partners (District Attorney, Public Defender, Probation, and Sheriff’s Department) necessary to support new courtrooms. Funds in the amount of $3.4 million have been included in the proposed budget to support two new judgeships added in June 2007. The Court expects to receive two more judicial officers, one in each of the next two fiscal years. To the extent these officers are assigned to criminal matters, the County would be further impacted.

• The Superior Court has expressed a desire to join a Statewide system used by the Administrative Office of the Courts (AOC) for processing criminal cases. The Court has used and helped fund costs of constructing, upgrading and maintaining the County's Integrated Justice System (IJS). The AOC's new system is not yet functional in an integrated setting, and it is difficult to determine when the system would be satisfactory for use. Due to the Criminal Justice Department’s reliance on shared information, the transition could impact the County’s ability to gather, share, and maintain critical information. The anticipated cost to the County, between the loss of state financial support for the IJS and potential interface with a new system is, estimated at between $1 million and $1.5 million. It is ironic that our outside consultant is praising the County for our comprehensive database that he is using to assess our jail system and will be the basis for his cost savings recommendations, while the state is moving to dismantle this integrated system.

• With the passage of AB 900 (Solorio/Aghazarian), the Public Safety and Offender Rehabilitation Services Act of 2007 became law in late April. This adult corrections reform package contains infrastructure funding for approximately 13,000 jail beds to address overcrowding issues in local detention facilities statewide, with funding preference given to counties willing to assist in the siting of state corrections re-entry facilities. As details are forthcoming, County staff will be evaluating whether there is benefit in pursuing these jail construction dollars to assist with the County’s own detention expansion needs described above. In the long term, the costs to operate detention facilities exceed costs of new construction. Dollars for facility operation are not a part of the corrections reform package.

• Proposed changes in the juvenile justice system are still being negotiated. The Governor’s budget proposal would realign responsibility for certain juvenile offenders to County custody and control. This is a significant policy change that, if implemented, would impact the population of our juvenile corrections facilities over time. A key implementation issue is the amount of funds per ward the State would pay counties to house these wards, some of whom are among the most difficult to manage. Sonoma County’s estimated cost per ward annually is approximately $127,000 per youth for those who do not require extraordinary levels of supervision. The state is offering only $94,000 per youth.

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Development Services

• Projections indicate that future water demand will closely track available water supply through at least 2015. Sonoma County Water Agency staff are working to avoid critical water shortages over this period through increased conservation and utilization of alternative water sources. However, drought conditions in future years, particularly dry spring events such as occurred in 2007, may require expanded programs to control water demand and assure adequate water storage for salmon migration in the fall.

• There are a number of challenges that face County Services Area 40, which provides fire protection services through a series of contracts with 15 volunteer fire companies, and others, for the portions of the unincorporated county that do not belong to an independent tax supported fire district. These challenges include increasing demands for service, decreasing availability of volunteers, and aging equipment and facilities. The Department of Emergency Services anticipates kicking off a planning effort in the near term to address these challenges.

• The aging Veterans Memorial/Community Center buildings continue to require substantial and costly major repairs, replacements, and improvements. The Santa Rosa Building is the most heavily used building in the group and suffers from multiple deficiencies, including the need for seismic retrofitting. The Veterans building's needs assessment has identified $19.2 million in major renovations, replacement, and system improvements. Additionally, none of the buildings have been able to generate enough revenue to cover their operating costs, requiring County General Funds to offset the operating shortfall. There is no dedicated funding source for capital improvements. A report is being prepared for the Board that will describe the financial and facility conditions of these buildings.

• The cost of operating and maintaining the regional parks system is outpacing cost of living adjustments available through the General Fund and from park use fees. Significant reduction in service at department facilities could result in closures and/or significant delays in maintenance service if this trend continues beyond FY 08-09. Research and analysis with other like recreation agencies statewide, regarding user fees and other sources of revenue, indicate that user fee increases cannot make up for the reductions that the Department incurs without creating a significant backlash from the public.

• The Central Landfill ceased accepting waste in October 2005. During FY 2007-2008, the County believes it must determine if the Central Landfill property can be leased or sold; with the proceeds from the lease or sale used to address the financing shortfall created by the unexpected and premature inactivity of the landfill. If the County is not successful in leasing or divesting the landfill, then it must move toward closure of the site. In either case, the County must continue its discussions with the cities to establish a final settlement describing how each will share in the cost of closure and/or post-closure maintenance of all the historical landfill sites. Finally, the County needs to proceed with a procurement process for long-term transportation and disposal of solid waste, which may or may not include reactivation of the Central Landfill by a new owner.

VII. BUDGET FORMAT AND RECOMMENDATIONS All budgets under the responsibility of each department head are grouped together and summarized in order to facilitate discussion of issues that pertain to a department head's budget responsibility. Similar departments are grouped together by tabs in the budget document. We have included the customary listing of priority items requested by the department head but not recommended in the Proposed Budget for funding by the County Administrator. A recommended list of potential budget additions (add-back list), subject to additional funding, follows this message. For the Final Budget, Board actions taken in the Final Budget Hearings from this list, will be reflected at the end of each departmental narrative.

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It is recommended that your Board take the following actions: 1. Approve this document as the FY 07-08 Proposed Budget and interim financial plan. 2. Conduct final budget hearings from August 20 through August 31, and direct this office to develop a

schedule for budget hearings. 3. Instruct staff to prepare a sufficient number of copies of the Proposed Budget for interested citizens

and County officials. 4. Authorize the Auditor-Controller and Purchasing Agent to accept the Capital Projects listings in the

Proposed Budget for each of: Capital Projects and Major Repairs; Transportation and Public Works; Sonoma County Water Agency; and Sonoma County Agriculture Preservation and Open Space District (SCAPOSD); as specific project approvals, so that disbursements can be made during the period July 1 through the adoption of the FY 07-08 final budget. Those projects requiring contracts will be placed on the agenda of a regularly scheduled Board meeting for approval. Early authorization is requested for all Transportation and Public Works, Sonoma County Water Agency, and Sonoma County Agriculture Preservation and Open Space District projects, and all continuing Capital Projects and Major Repairs projects, as well as the financing transfers from the Non-Departmental budget, to allow work on those projects to proceed uninterrupted.

The Board is also requested to authorize all departmental and Information System computer equipment and software purchases, including Desktop Modernization Plan, and other essential contract services necessary to all for scheduled maintenance and upgrades to Justice, Property Tax, Accounting, and other systems to be completed in a timely manner. In addition, specific early authorization is also recommended for the projects and assets in the separate listing following this letter.

5. Authorize a July 1, 2007, start date for those specific positions identified as such in the FY 07-08

Proposed Budget Position Changes. Early authorizations include the extension of a variety of Limited-Term positions identified throughout the Proposed Budget.

6. Authorize and approve various rates found in the departmental budgets for Social Security and

retirement contributions, and for health, dental, vision, disability, and Workers Compensation Insurance, plus internal accounting rate adjustments for fleet, reprographics, information systems, and other internal services to be in effect July 1, 2007.

7. Authorize the Auditor-Controller and County Administrator to make reductions in re-budgeted Capital

Projects based upon year-end actual balances. 8. Authorize departments to work with Human Resources and begin the layoff implementation process in

accordance with the Civil Service Rules and applicable MOUs for positions that are currently filled and proposed for deletion in the FY 07-08 Recommended Budget, in order to meet the planned reduction date of October 1, 2007.

ACKNOWLEDGMENT We continue to provide your Board a conservative balanced budget without relying on “gimmicks” and one that recognizes the need to live within our means – an accomplishment that other levels of government have not been able to achieve for many years. We have made some difficult decisions to achieve this end, given that we know there are needs not being addressed in various County departments.

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I wish to acknowledge the Auditor-Controller, Information Systems, and Reprographics staff that worked closely with this office and provided their usual professional and timely support throughout the entire budget process. I also want to thank Randy Osborn of the Auditor-Controller’s office who keeps a steady eye on the numbers ensuring the accuracy of our numbers. Special thanks go to the County Administrator’s Office staff, a group of professionals that embody the essence of “team.” Led by Jim Andersen and facilitated by Chris Thomas, the team (Kathy Hamm, Elaine Rotondo, Joanna Lutman, Jennifer Murray, Lori Norton, Andy (Maximo) Pickett, Terri Saunders, Don Schwartz, and Christina Rivera) compiled a more user friendly County Budget that focuses on the big picture, e.g. accomplishments, plans and goals for next year, emerging issues, etc. In the spirit of continuous improvement, we are constantly improving the budget format for the benefit of the reader – whether that be a Board member or citizenry. Our support staff, Kathy, Joanna, and Elaine are especially to be commended for their efforts. Finally, I wish to thank the host of Sonoma County department heads and staff. They continue to pull together as a collaborative organization and continue to do more with less. The citizens of Sonoma County should be proud of this organization.

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FY 07-08 EARLY AUTHORIZATIONS


Transportation and Public Works Transit Division Five 40’ CNG Replacement Buses 2,491,299 Ten 40’ CNG Low Floor Replacement Buses 5,147,763 Four Replacement Vehicles (Paratransit) 180,000 Shop Truck Replacement 90,000 Video System Replacement 103,750Refuse Pipe Threading Machine 7,500 6’ Trash Pump (for leachate) 30,000 HDPE Extrusion Welder 5,900 Roll-Off Containers (2) 10,500Heavy Equipment * Pick-up Trucks 55,000 Five-Yard Truck 95,000 Ten-Yard Truck 110,000 Backhoe (used) 120,000 Radios 5,000* As of this writing, Roads Division is undergoing a management review. Actual

acquisition of these items is pending recommendations from the management review

firm. Capital Projects Sebastopol Veterans Building Re-roof 527,000 Radio Communications Infrastructure Towers – Sleepy Tower 134,000 Radio Communications Infrastructure Towers – Mt. Jackson 180,000 MADF Steam Boilers 300,000 MADF Doors 176,000 MADF Recreation Yards 66,000 MADF Sewer Improvements 50,000 County Center Planning 150,000 Adult Detention Consolidated Planning 83,000 Maxwell Farms Park 100,000 Hood Mountain Park 284,520 Sea Ranch Trail 14,016 Santa Rosa Creek Trail 150,000 Tolay Lake Regional Park 577,584 Schopflin Fields 779,304 Guerneville River Park 50,000 Sunset Beach Park 495,278 Information Systems

Telephone Voice over Internet Protocol project and voice mail replacement 400,000

Work Group Support

Systems server upgrades & network infrastructure modernization 200,000

Radio Replace generators and base stations 170,000

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FY 07-08 EARLY AUTHORIZATIONS


Information Systems (continued) Records Electronic records management system software and hardware 119,670

Technical Services Sonoma County Public Safety Consortium (SCPSC) server replacement, software upgrade, and mobile computer replacement. If approved by SCPSC.

2,373,082

Regional Parks Tractor and attachments for use at Tolay Lake Regional Park 55,000 Sheriff CAD/RMS/MDC Project 789,716 Fingerprint Identification Equipment- DMV ID fund 1,089,908 Civil Patrol Vehicle – AB1109 funds 30,000

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A Guide to Reading the Final Budget

Welcome to the Final Budget for the fiscal year 2007-2008, which began on July 1, 2007. This section of the budget document is designed to help readers understand the purpose and content of the Final Budget; as well as locate data and/or information they may be looking for.

The Purpose of the Final Budget The Final Budget represents the Board of Supervisors’ operating plan for a fiscal year identifying programs, projects, services, and activities to be provided, their costs, and the financing plan for funding them.

Developing the Final Budget Every year the County of Sonoma goes through a budget development cycle to ensure the preparation of a balanced Final Budget for the coming fiscal year. The last day of Sonoma County’s fiscal year always falls on June 30. On that date, the Final Budget from that year expires and an interim-operating plan is put into place for the new fiscal year, until the Board approves the Final Budget for the year. The interim-operating plan, referred to as the Proposed Budget, is produced as a team effort with input from all county departments but must meet the County Administrator’s standards as a sound, comprehensive plan consistent with Board policy direction and be achievable within estimates of available resources. The Proposed Budget not only serves as the interim-operating plan but also as the basis for Board budget deliberations and provides the majority of the narrative information in the Final Budget.

After June 30, additional fiscal information becomes available, such as, actual beginning fund balances (including unspent prior year financing), the actual levy amount for property taxes, and current state and federal budget information. This information is compiled and recommendations are made for relevant modifications to the Proposed Budget. The Board deliberates on the budget during a series of public hearings in mid August and adopts the resulting plan as the Final Budget in mid-September to meet the state imposed deadline of October 2. Modifications to the Proposed Budget are noted at the end of each of the departmental narratives as “Board of Supervisors’ Actions.”

COUNTY OF SONOMA BUDGET CYCLE

Dec/Jan Feb Mar Apr May Jun July Aug Sept

Develop/Distribute Budget Instructions X

BOS Budget Policy Session X

Requested Budgets Due to CAO X

CAO Budget Review with Depts. X X X

BOS Approval of Proposed Budget X

Final Budget Hearings X

Final Budget Adoption X

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

How the Final Budget Effects Residents of Sonoma County 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 municipal, state, and federal programs and services. The Final Budget ensures that residents continue to receive comprehensive and fiscally sound services in the following areas throughout the new fiscal year:

County of Sonoma

FY 2007 – 2008 Budget County Overview 23

State and federal services are those that impact nearly all county residents. Such services are, for the most part, found in the areas of health and human services. These services are funded primarily by those sources. Countywide (local) services are common to most counties in the state or country. These include services of the County Clerk, Auditor-Controller, and Tax Collector, as well as criminal prosecution, public defense, probation, and detention, etc.

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.

The Final Budget is also 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.

How to Locate Information in the Final Budget The Final Budget is divided into subject and/or category sections. It covers a wide range of information from general overviews to specific data.

1. IF YOU ARE LOOKING FOR…

…general information about the budget as a whole, see Budget Overview.

This contains a letter from the Chair of the Board of Supervisors highlighting some of the decisions made by the Board in adopting the Final Budget and an overview by the County Administrator of the recommended budget (Proposed Budget), which includes the following:

• Preliminary budget assumptions for the coming fiscal year due to baseline trends, state budget indications, and the current economic climate.

• County financial and state budget overview.

• 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).

• Back-up information substantiating CAO recommendations including, updates on financial policies, a summary of position changes, and “add-back” items requested by departments. The “add-back” items are not recommended for funding in the Proposed Budget; however, once more financial information is known (just before the Final Budget adoption) some of these items may be recommended for funding.

• 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. In addition, there is information on other budget and accounting policies and methodology in use in this document.

2. IF YOU ARE LOOKING FOR…

…specific information related to county department activities, see Department Narratives.

County departments are grouped together under categories of similar service, which are marked by tabs. In the Final Budget, behind each category tab, you will find a pie chart which illustrates the total adopted budget for departments in that service area. 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.

County of Sonoma


• A summary of anticipated budget expenses and the "net cost" or use of fund balance as compared to the prior year. Net cost is simply the expenses minus the 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 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 proposed 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 key financial or policy related issues or challenges that the department has highlighted as high priority for operations.

• A list of items that departments have requested to be restored (added back) and new or enhanced program funding, if requested. Following the department’s appeal items is a listing of the County Administrator’s recommendation to the Board on funding for items to be restored or added, should additional financing become available.

• A list of changes, requested by the Board of Supervisors, to the proposed narrative. These changes are listed at the end of each Department Narrative as Board of Supervisors’ Action.

3. YOU CAN ALSO FIND DATA AND INFORMATION ON THE FOLLOWING TOPICS, MARKED BY TABS IN

THIS DOCUMENT:

• Financial Summaries – Provided by the Auditor, these cover the county budget as a whole and include total reserves, an analysis of financing sources, and funding requirements.

• Capital Projects – Major improvements and/or repairs to county facilities costing $25,000 or more. This may include anything from parking lot improvements to construction of new buildings for county use.

• State Financial Schedules – Provided by the Auditor, these cover summary level information in a format required by the State of California for comparison purposes.

• Position Listings – A comprehensive list of county positions followed by a listing of annual salaries.

• County Debt – Information about the county’s short and long-term debt issuances and policies, credit rating, and debt margin calculation.

• Glossary – Definitions for items used in the budget document.

County of Sonoma



Sonoma County Financial Policies FY 07-08 Budget Development

Balanced Budget

• The budget must balance resources with expenditure appropriations. The County must live within its own means and avoid disturbing other local jurisdictions’ revenue sources to resolve its deficiencies. Furthermore, any deviation from a balanced budget is not permitted by the California State Government Code, which states: “In the proposed and final budgets the budgetary requirements shall equal the available financing” (Government Code §29009).

• All County departments/agencies must submit proposed options for reducing 10% of 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 proposed 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 to the point that on going 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 on going 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.

• 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 Proposed Budget.

• Budget growth will be based on 3-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.

• 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. Reserves will also be created and maintained to fund 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

27


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 monitored and will not materially deviate from past actual activity.

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 will be capitalized. 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 each year.

• Capital replacement funds will be used to accumulate financial resources for future replacement of assets (mainly vehicles and equipment) that will be retired from service.

Revenue Management

• Sonoma County will continue to advocate for more discretion over its revenue sources and to diversify and maximize discretionary revenue sources in order to resist state erosion to local revenues and improve the County’s ability to manage individual revenue fluctuations.

• Programs financed by charges for services, fees, grants, and special revenue fund sources shall pay their full and fair share of all direct and indirect costs to the extent feasible and legally permitted.

• Departments requesting new or increased revenues from fees, permits and user charges shall submit these requests to the Board of Supervisors for consideration during the Board’s annual fee hearing process. Requested fee increases shall include annual service improvement plans to identify efficiency and productivity measures taken or planned to minimize the level of rate increases, while improving customer service. If permissible by law, fees and charges should cover all costs of the services provided, unless otherwise directed by the Board, to provide for public benefit.

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

Expenditure Management & Control

• Sonoma County, in conjunction with employee groups, will consider salary and benefit cost saving programs (i.e. Mandatory Time Off, Voluntary Time Off) in lieu of service reductions or layoffs.

• 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 in to on going 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

28


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 utilizes approximately 2% of this legal maximum, leaving a 98% debt margin.

29

Other policies and methodologies that may be helpful for understanding the County’s budget include: Budgetary Amendments After the Final 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, reserves, designations 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 (other than expendable trusts or major capital projects) that are legally restricted to expenditures for specified purposes. Sonoma County Special Revenue Funds include: Advertising, Fish & Wildlife, Road, Health Services, State Realignment and various other restricted funds.

County of Sonoma

FY 2007 - 2008 Budget County Overview 30

• Debt Service Funds: Debt Service Funds account for the accumulation of resources for, and payment of, general long-term debt principal, interest and related costs.

• Capital Projects Funds: Capital Projects Funds account for financial resources used for the acquisition or construction of major capital facilities (other than those in Proprietary Fund Types).

Proprietary Fund Types:

• Enterprise Funds: Enterprise Funds account for operations (a) that are financed and operated in a manner similar to private business enterprises, where the intent of the Board is that the costs (expenses, including depreciation) of providing goods or services to the general public on a continuing basis are financed primarily through user charges or (b) where the Board has decided that periodic determination of revenues earned, expenses incurred, and net income or loss is appropriate for capital maintenance, public policy, management control, accountability, or other purposes.

Internal Service Funds:

• Internal Service Funds: Internal Service Funds (ISF) account for the financing of goods or services provided by one department or agency to other departments or agencies of the County or other governmental units on a cost reimbursement basis. A common use of these fund types is to account for the County’s self insurance programs. The following describes the funding and budgeting methodologies the County uses for some of the self-insurance programs

The funding methodology for the workers’ compensation and the liability insurance programs is designed to establish charges to departments to finance the current year costs at the 70% confidence level as estimated annually by an actuary. The Health ISF (county medical insurance plan) is funded based on actuarially determined trends in claims payments with the intent of maintaining a year-end fund balance equivalent to three months of anticipated claims costs. 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 2007 - 2008 Budget County Overview 31

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS

County of Sonoma

FY 2007 - 2008 Budget County Overview

ELECTIVE OFFICERS

Auditor-Controller/Treasurer-Tax Collector ............................................... Rodney Dole

Board of Supervisors....................................................................................... Valerie Brown, District One Mike Kerns, District Two Tim Smith, District Three Paul L. Kelley, District Four Mike Reilly, District Five

County Clerk\Recorder\Assessor................................................................... Janice Atkinson

District Attorney.............................................................................................. Stephan Passalacqua

Sheriff-Coroner ............................................................................................... William Cogbill

APPOINTIVE OFFICERS & DEPARTMENT HEADS

Agricultural Commissioner ............................................................................ Lisa Correia

Agricultural Preservation & Open Space District General Manager............................................. Andrea Mackenzie

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

County Administrator..................................................................................... Bob Deis

County Counsel ............................................................................................... Steven Woodside

Economic Development Coordinator ............................................................ Ben Stone

Fair Manager ................................................................................................... Corey Oakley1

Emergency Services Director ......................................................................... Vernon Losh

General Services Director............................................................................... David C. Kronberg2

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

Human Resources Director ............................................................................ Ann Goodrich

Human Services Director................................................................................ Jo Weber

Information Systems Director ........................................................................ Mark Walsh

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

Probation Officer, Chief ................................................................................. Robert M. Ochs

Public Defender ............................................................................................... John Abrahams

Regional Parks Director ................................................................................. Mary Burns

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

Transportation & Public Works Director..................................................... David Knight3

U.C. Cooperative Extension Director ............................................................ Linda Garcia

Water Agency Director ................................................................................... Randy Poole

1 Resigned April 2007, Tawny Tesconi, appointed 2 Retired August 2007, Jose Obregon appointed 3 Retired May 2007, Phillip Demery appointed

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COUNTY OF SONOMACHART OF ADMINISTRATIVE REPORTING RELATIONSHIPS ON MATTERS UNDER THE CONTROL OF THE BOARD OF SUPERVISORS

Administrative Coordination

Administrative reporting relationships

E L E C T O R A T E

BOARD OF

SUPERVISORS*

5 Supervisors

COUNTY

ADMINISTRATOR

(CLERK OF THE BOARD)

Local Agency

Formation

Commission

DISTRICT

ATTORNEYCOUNTY CLERK-

RECORDER-ASSESSOR

STATE

JUDICIAL

COUNCIL

GRAND

JURY

PUBLIC

DEFENDER

Civil Service

CommissionHUMAN

RESOURCES

DIRECTOR

COUNTY

COUNSEL

GENERAL MNGR.

AGRICULTURE PRES.

& OPEN SPACE*

DIRECTOR

REGIONAL

PARKS

AGRICULTURAL

COMMISSIONER/

SEALER

UC COOPERATIVE

EXTENSION

DIRECTOR

University of

California

GENERAL MANGR.

SONOMA COUNTY

WATER AGENCY*

DIRECTOR OF

TRANSPORTATION

& PUBLIC WORKS

Library

Joint Powers Agency

Commission

Fair

Board

COMMUNITY

DEVELOPMENT

DIRECTOR*

AUDITOR-CONTROLLER

TREASURER-TAX COLLECTOR

Commission or Board

with separate

Appointing Authority

APPOINTED

OFFICIALS

ELECTED

OFFICIALS

Legend

LAFCO

Exec. Officer

CHIEF

PROBATION

OFFICER

COURT

EXECUTIVE

OFFICER

SHERIFF -

CORONER

SUPERIOR COURT

JUDGES

INFORMATION

SYSTEMS

DIRECTOR

GENERAL

SERVICES

DIRECTOR

DIRECTOR

EMERGENCY

SERVICES

ECONOMIC

DEVELOPMENT

COORDINATOR

DIRECTOR OF

PERMIT &

RESOURCE

LIBRARY

DIRECTOR

COUNTY

FAIR

MANAGER

DIRECTOR

HEALTH

SERVICES

DIRECTOR

CHILD

SUPPORT

DIRECTOR

HUMAN

SERVICES

IHSS PUBLIC

AUTHORITY

MANAGER

RETIREMENT

ADMINISTRATOR

Board of

Retirement

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

34

Sonoma County, California

Board of Supervisors

Tim Smith Third District

Paul Kelley Fourth District

Valerie Brown

First District Mike Kerns

Second District Mike Reilly Fifth District

County of Sonoma FY 2007 – 2008 County Overview 35

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 section offers an overview on the County of Sonoma, including population characteristics, economy and the environment.

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.

Hood Mountain Regional Park

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 countywide 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

The Board of Supervisors appoints the County Administrator, who assists the Board in managing, directing, and coordinating the operations of all county departments. The County Administrator also prepares the county budget and makes recommendations to the Board to promote economy and efficiency in county government operations.

The County

Administrator


Population Population Growth Fueled by job growth and quality of life, Sonoma County has

continued a modest growth rate, reaching 481,765 residents by 2007. Since 2000, the population has increased by 20,301 residents, or 4.4 percent. A majority of these residents, 68 percent, live within the city limits of our nine cities. The City of Santa Rosa has led this growth in total population gain, adding 10,390 residents, or 7.0 percent, to attain its current population of 157,985.

0

100,000

200,000

300,000

400,000

500,000

1940 1950 1960 1970 1980 1990 2000 2007

Between 1990 and 2000, population increased by 70,400 persons, with an average annual growth rate of 1.9%. From 2000 through 2007 population in Sonoma County grew at an

average annual rate of 0.6%.1

Race/Ethnicity

% of Total (2005) White Hispanic Asian Black American Indian

Total

72.1% 19.1% 3.9% 1.5% 1.1%

100.0%

Age Groups

% of Total (2005) 0-9 yrs. 10-19 yrs. 20-29 yrs. 30-39 yrs. 40-49 yrs. 50-59yrs. 60-69 yrs. 69+ yrs

Total

11.6% 13.9% 13.3% 12.2% 15.7% 15.2%

8.1% 9.9%

100.0%

Education Completed

(25+ years)

% of Total (2005)

Less than 9

th grade

Less than high school diploma High school diploma/GED Some college Associates degree College, 4-year degree College, graduate degree

Total

6.0% 7.9%

21.8% 25.0%

8.3% 19.7% 11.2%

100.0%

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

County of Sonoma FY 2007 – 2008 County Overview

37

Economics and Employment

Median Household Income 1979 (from 1980 Census) $20,607

1989 (from 1990 Census) $36,299

1999 (from 2000 Census) $53,076

2003 (Census Estimate) $54,614

2005 (Census Estimate) $58,330

The U.S. Census reports that 5.8% of the total population of Sonoma County lived below poverty level in 2005. The median household effective buying income for Sonoma County residents continues to outperform California and the United States over the past 10 years.

Per Capita Income

According to the U.S. Department of Commerce, Bureau of Economic Analysis, the per capita income in Sonoma County as of 2005 was $40,451 a 8.7% increase over California’s average per capita income of $36,936 and a 17.3% increase over the national per capita income of $34,471. Sonoma County’s per capita income ranks eleventh out of California’s 58 counties.2

Unemployment Rates

Sonoma Co California

2001 3.7% 5.4%

2002 5.1% 6.7%

2003 5.5% 6.8%

2004 5.0% 6.2%

2005 4.4% 5.4%

2006 4.0% 4.9%

Unemployment rates for Sonoma County have consistently maintained a level lower than the California average unemployment rate. Between April 2006 and April 2007, Sonoma County employment levels increased by 6,400 jobs, representing a 2.5% increase. During this period, the greatest amount of growth in number of jobs occurred in the Service Providing Industry, with growth of approximately 2,900 jobs. In addition, the county remains an attractive option for small and medium sized businesses and corporations looking for new or expansion sites.

18%

3%

14%

2%6%29%

14%

5%9%

Government

Agriculture

Manufacturing

Transportation & Utilit ies

Financial Activities

Services

Retail T rade

Wholesale T rade

Construction

Percent of Employment, by

Industry 2005

2 Source: US Census, American Community Survey 2005


38

Economics and Employment (continued)

The tourism industry generates over $1 billion annually driven by the diversity of natural beauty and recreation opportunities in the county. More than 7 million visitors come to the county each year and occupancy rates in Sonoma County hotels rose 5% over the prior year to over 62%. Of the 7 million visitors, 84% come for leisure and 16% come on business. Tourism marketing is supported by a non-profit agency formed in 2005, the Sonoma County Tourism Bureau. The marketing program is financed by the lodging industry in the county and appears well positioned to support growth in this sector of the local economy.

Agriculture and Tourism are two of the major drivers of the Sonoma County economy. Agricultural production reached $637.7 million in 2005, with the two largest categories being wine grapes ($430.6 million) and livestock and poultry ($154.4 million). Total grape tonnage increased 39% in 2005 to 230,900 tons. A total of 627,000 acres of land was devoted to agriculture in 2005, approximately 62% of the total acreage in the county and roughly 10% of those acres for wine grapes. The outlook remains favorable for this important sector of the economy.

Agriculture And

Tourism


The Environment and Other Resources

Cities Sq. miles 1990 Population % of County 2007 Population % of County3

Cloverdale 2.45 4,924 1.27% 8,517 1.77% Cotati 1.86 5,714 1.44% 7,535 1.56% Healdsburg 3.87 9,469 2.44% 11,706 2.43% Petaluma 13.66 43,166 11.12% 56,996 11.83% Rohnert Park 6.45 36,326 9.36% 42,959 8.92% Santa Rosa 40.63 113,261 29.17% 157,985 32.79% Sebastopol 1.86 7,008 1.81% 7,760 1.61% Sonoma 2.60 8,168 2.10% 9,945 2.06% Windsor 6.67 0 0.00% 26,432 5.49% Incorporated Total 80.05 228,036 58.74% 329,835 68.46% Unincorporated 1,499.95 160,186 41.26% 151,930 31.54% County Total 1,580.00 388,222 100.00% 479,929 100.00%

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 by waters.

Type of Use % of Total acres Commercial & Industrial 5.09% Residential 26.36% Agricultural* 62.04% Government 6.35% Recreation 0.03% Other 0.13%

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

Roadways in Sonoma County

Maintained by: Bridges Road/Highway Miles

City 50 942.7 County 350 1,387.3 State 200 243.7 Federal 0 6.6

Sonoma County Regional Parks

# of Parks 42

Acres (undeveloped/developed) 6826/494

Trails (miles) 105

Park Users (Annual) 4,506,410

West County/Joe Rodota Regional Trail


3 Source: U.S. Census, California Department of Finance projections.

40

Total Taxes Percentages

Geysers Power Co LLC 7,181$ 0.93

Pacific Gas and Electric Company 6,210 0.80

Agilent Technologies 1,950 0.25

Pacific Bell 1,768 0.23

Optical Coating Laboratory Inc. 909 0.12

SC Sonoma Development LLC 906 0.12

SMI Real Estate LLC 894 0.12

Quarry Heights 845 0.11

SPR Acquisition Corp 830 0.11

Carinalli Clement C & Ann Marie 797 0.10

Total taxes of 10 largest taxpayers 22,290$ 3

Total taxes of all taxpayers 773,607$ 100.00

Principal Taxpayers(Amounts in Thousands)

Source: Auditor-Controller/Treasurer–Tax Collector, September 2007

Principal Taxpayers

All Others

97%

Top Ten

Taxpayers

3%


Employer Nature of Enterprise

MANUFACTURING EMPLOYMENT

Agilent Technologies Electronic Instruments 1,500

Medtronic Surgical Devices 1,200

Amy's Kitchen Natural Frozen Foods 1,050

Jackson Wine Estates Winery 800

AT&T Telephone Utility 600

Beam Wine Estates Winery 600

SERVICE EMPLOYMENT

St. Joseph's Health System Private Non-Profit Hospital 2,800

Kaiser Permanente Health Maintenance Organization 2,325

Safeway Food Stores 1,500

Sutter Medical Center Public Non-Profit Hospital 1,183

Home Depot Home Building Materials 700

River Rock Entertainment Authority Casino 661

Hansel Dealer Group Auto Dealership 658

CPS Real Estate Sales 643

WalMart Discount Stores 600

GOVERNMENT EMPLOYMENT

County of Sonoma County Government 3,979

State of California State Government 3,274

United States Government Federal Government 1,929

City of Santa Rosa City Government 1,343

EDUCATION EMPLOYMENT

Santa Rosa Junior College Education 3,387

Sonoma State University Education 1,638

Santa Rosa City Schools Education 1,549

Petaluma City School District Education 964

Cotati-Rohnert Park Unified School District Education 639

Sonoma County Office of Education Education 632

Source: Press Democrat research: Outlook 2007

Major Employers

Number of

Employees

2007


WHERE DOES YOUR PROPERTY

TAX DOLLAR GO?

Distribution of The 2007-08 Property Tax Dollar

Total Prop 13 Tax Levy: $672.6 Million*

Special Districts

9%

Schools

52%

County

28%

Cities

11%

$350.4

$58.9

$75.0

$188.3

*Distribution amounts have been adjusted based on Revenue & Taxation Code

Section 97.70, which reduces property taxes shifted from counties and cities to

schools under Educational Revenue Augmentation Fund (ERAF) legislation in the

1990's. This reduction in ERAF shifted property taxes is equal to the 2005/06

California State Budget reduction in Vehicle License Fee revenues, adjusted for

growth. These changes did not increase or decrease the total revenues to counties,

cities or schools from the combined revenue sources.


FINANCIAL SUMMARIES

County of Sonoma

FY 2007 - 2008 Budget Financial Summaries

This section contains a number of different summary level presentations of the total Proposed Budget information. It shows the use of fund balance for each of the major fund groups (such as the General Fund or Special Revenue Funds), total financing sources by type (such as taxes or monies from other governments), total financing uses by groups of functions or services (such as Administration and Fiscal Services or Justice Services), and total financing uses by types of expenditures (such as salaries and benefits or fixed assets). In addition, this section looks in a little more detail at the revenues and expenditures for the County's General Fund budget. For more information on individual departmental budgets see the following sections of this budget document which are grouped according to similar functions or types of services. For financial summaries presented in the required State of California schedule format, see the section labeled "State Financial Schedules" toward the end of the document.

CHANGES IN FUND BALANCES

Description

General Funds (1) 115,276,872 407,296,661 439,178,533 83,395,000

Special Revenue Funds 116,707,864 367,066,557 383,105,218 100,669,203

Debt Service 2,933,655 4,318,837 4,245,887 3,006,605

Subtotal - County Operating 234,918,391 778,682,055 826,529,638 187,070,808

Capital Projects 16,749,026 27,960,845 39,810,786 4,899,085

Subtotal County Funds 251,667,417 806,642,900 866,340,424 191,969,893

Less: Operating Transfers 0 (86,908,125) (86,908,125) 0

Total County Funds 251,667,417 719,734,775 779,432,299 191,969,893

Enterprise Funds (2) 9,048,136 113,384,277 125,156,838 (2,724,425)

Internal Service Funds 69,701,597 54,324,965 67,231,426 56,795,136

Special Districts 195,227,270 253,052,145 307,720,139 140,559,276

Grand Total 525,644,420 1,140,496,162 1,279,540,702 386,599,880

(1) Includes the County General Fund, General Reserve Fund and Accumulated Capital Outlay (ACO) Funds.

(2) Negative ending retained earnings include outstanding loan debt for Spud Point Marina.

*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.

Fund Balance/

Retained Earnings

Available for

Budgeting

June 30, 2007

Total Adopted

Financing Sources

(Revenues & Use of

Fund Balances*)

Total Adopted

Financing Uses

(Expenditures &

Contributions to

Reserves

or Designations)

Estimated

Available Fund

Balance/Retained

Earnings

June 30, 2008

45

COUNTY OF SONOMACOUNTY BUDGET FINANCING SOURCES AND USES SUMMARY

FY 2005-06 THROUGH FY 2007-08

Actual Actual Recommended Adopted

Description 2005-06 2006-07 2007-08 2007-08

Financing Sources:

Taxes 250,349,833 274,130,446 278,846,392 281,104,873 Licenses/Permits/Franchises 17,303,884 18,244,561 20,312,294 20,298,181 Fines/Forfeitures/Penalties 10,524,743 11,315,158 10,674,510 11,510,901 Use of Money/Property 34,007,722 50,216,274 35,478,692 36,877,130 Intergovernmental Revenues 382,986,519 401,392,289 441,724,922 457,130,772 Charges for Services 178,702,173 175,565,992 145,288,679 149,769,361 Miscellaneous Revenues 72,722,526 62,560,905 70,357,001 91,569,681 Other Financing Sources 67,871,334 53,983,393 75,154,042 79,107,710 Use of Reserves/Designations 22,743,403 25,210,621 118,479,795 152,172,093

Total Financing Sources 1,037,212,137 1,072,619,639 1,196,316,327 1,279,540,702

Uses of Financing by Function:

Administrative & Fiscal Services 154,462,540 164,474,847 174,907,425 177,814,852 Justice Services 182,333,411 193,670,259 206,319,638 210,893,504 Health & Human Services 262,469,576 271,739,153 294,672,334 297,466,687 Development Services 295,781,656 345,877,998 407,439,306 468,808,472 Other County Services 83,888,398 47,776,101 60,268,278 71,746,640 Capital Projects 24,535,741 20,181,512 47,301,971 39,682,994 Increases to Reserves/Designations 33,740,815 28,899,769 5,407,375 13,127,553

Total Financing Uses 1,037,212,137 1,072,619,639 1,196,316,327 1,279,540,702

Uses of Financing by Type:

Salaries & Benefits* 426,235,332 450,414,857 486,651,393 491,502,445 Services & Supplies 370,610,179 400,289,408 451,518,721 482,364,727 Other Charges 225,152,463 236,212,049 263,062,625 265,894,833 Fixed Assets 126,089,741 97,926,387 132,076,237 155,568,184 Operating Transfers 31,869,012 49,408,658 67,783,698 82,930,826 Reimbursements (176,485,405) (190,531,489) (213,490,422) (215,127,538) Appropriations for Contingencies 0 0 3,306,700 3,279,672 Increases to Reserves/Designations 33,740,815 28,899,769 5,407,375 13,127,553

Total Financing Uses 1,037,212,137 1,072,619,639 1,196,316,327 1,279,540,702

*Total Permanent Positions (FTE) 4,143 4,176 4,254 4,279

County of SonomaFY 2007 - 2008 Budget Financial Summaries46

Justice Services17%

*Administrative Support & Fiscal

Services14%


37%

Other County Services

6%

Capital Projects3%

Health & Human Services

23%

County of SonomaFY 2007-08 Final Budget By Function - All Funds

The next few pages provide a closer look at the county General Fund only. The GeneralFund accounts for just about half of the total budget approved by the Board of Supervisors.

These Functions correspond to the groups of departmental budgets located in the tabbed

sections of this document. This total includes all budgets approved by the Board of Supervisors.

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

revenues and expenditures not allocated directly to departments, and Risk Management, our

self-insurance funds, which are already reflected in department charges. Without these budget

units, Administrative & Fiscal Services would represent 7% of the total.


State/Federal24.2% Prior Year

Reserves & Designations

8.5%

Taxes47.2%

Other*10.0%

Charges for Services10.1%

County of Sonoma2007-08 General Fund Financing Sources

(In Millions)

Total Final Budget $435.3 Million(Excludes General Reserve Fund and Accumulated

Capital Outlay (ACO) Funds)

*Includes Licenses/Permits/Franchises ($15.5), Fines/Forfeitures/Penalties ($7.7), Use of Money/Property ($11.5), Miscellaneous Revenues ($4.3), and Other Financing Sources ($4.5.)

$105.3

$205.5$43.5

$43.9

$37.1


GENERAL FUND - FINANCING SOURCES (REVENUES) TAXES (47.2% OF TOTAL): Sonoma County’s largest General Fund revenue source is from Taxes. Tax revenues are derived mainly from our local share of Property Taxes and Sales Tax. Property Taxes, which are regulated by the State of California and locally administered and distributed by the county, are based on one percent of property value. Property Taxes can increase annually based on the California Consumer Price Index (CCPI), but are limited to a two percent maximum increase per year unless the property is sold or construction occurs, in which case the property value for taxation purposes is adjusted to market value. Total tax revenues are projected to increase by $13.2 million (6.9%) to $205.5 million in FR 2007-2008, primarily due to a projected $11.2 million increase to Property Taxes. The largest contributor to the Property Tax increase is growth generated by Sonoma County’s real estate market. The period of January 1, 2006 up to January 1, 2007, the lien date used for establishing the FY 2007-2008 assessment roll, saw some higher levels of market activity consistent with the prior years, but both sales activity and, in many cases, real estate sales prices have declined significantly over the past year. As a result, even this moderate level of revenue growth will not be realized in FY 2008-09. INTERGOVERNMENTAL REVENUES (24.2% OF TOTAL): Sonoma County’s second largest General Fund revenue source is from Intergovernmental Revenues. These revenues, received primarily from state and federal government agencies, help finance a variety of programs, including Public Protection. Intergovernmental Revenues are projected to decrease by $102.6 million (49.4%) to $105.3 million in FR 2007-2008. This decrease is primarily related to the FY 2007-2008 transfer of $103.8 million in state and federal public assistance revenues from the General Fund to the newly established Human Services Department Special Revenue fund. Without this shift, Intergovernmental Revenues would have increased by $7.0 million (3.4%) reflecting caseload and public assistance benefit formula increases. ALL OTHER REVENUES/FINANCING SOURCES (28.6% OF TOTAL): In the General Fund, the remaining revenues and financing sources include Licenses/Permits/Franchises (mainly building and planning permits), Fines/Forfeitures/Penalties, Use of Money & Property (mainly interest earnings), Charges for Services, Use of Prior Year Reserves & Designations (fund balance), Miscellaneous Revenues, and Other Financing Sources. Other Revenues/Financing Sources are projected to increase by $6.2 million (5.2%) to $124.5 million in FR 2007-2008. This increase primarily reflects cost of doing business adjustments for fees and charges for services.

County of Sonoma FY 2007 – 2008 Financial Summaries 49

Health & Human Services12.0%

Capital Projects0.9%

Other*5.1%


9.6%

Admin & Fiscal Services25.0%

Justice Services47.4%

County of Sonoma2007-08 General Fund Appropriations

(In Millions)

Total Final Budget $435.3 Million (Excludes General Reserve Fund and Accumulated

Capital Outlay (ACO) Funds)

*Includes General Government Transfers ($8.9), Other County Services ($9.5), and Provisions for Reserves/Designations ($3.7).

$206.3

$109.0

$41.6

$52.3$22.1

$4.0


GENERAL FUND – APPROPRIATIONS

JUSTICE SERVICES (47.4% OF TOTAL): The primary purpose of Justice (public safety) Services is to provide a lawful and secure environment for persons and property. These services are mainly from Sheriff/Adult Detention, District Attorney, Probation/Juvenile Institutions and the Public Defender. Funding of Justice Services programs continues to be one of the highest priorities for the Board of Supervisors. Justice Service’s appropriations are projected to increase by $11.0 million (5.6%) to $206.3 million in FY 2007-2008. There are no significant increases or decreases in this category. Although our criminal justice programs have many critical needs for new services, the majority of these appropriation increases will only maintain baseline services adjusted to cover fixed cost increases for these services. The Board did approve a $3.4 million increase in criminal justice appropriations to provide staff support for two new judgeships added to the Sonoma County Superior Court in June 2007. ADMINISTRATION & FISCAL SERVICES (25.0% OF TOTAL): Administration and Fiscal Services departments, which provide external and internal services to the public and all the other county departments and other agencies, include the Board of Supervisors, County Administrator, County Counsel, Information Systems (technology and communications services), Human Resources, General Services (architectural and real estate management, facilities maintenance, fleet, purchasing, utilities, etc.), County Clerk/Recorder/Assessor (elections, recording services, property assessments, etc.) and the Auditor-Controller/Treasurer-Tax Collector (accounting, auditing, payroll, tax collection, treasury services, etc.). Administration & Fiscal Services appropriations are projected to increase by $8.1 million (8.0%) to $109.0 million in FY 2007-2008. The most significant changes in this category, above normal cost of doing business increases in salaries and benefits, are a $2.4 million increase for Information Systems Department (ISD) for replacement costs of the equipment used by the city and county public safety consortium, and increases in property insurance and energy costs. ALL OTHER APPROPRIATIONS (27.6% OF TOTAL): All Other Appropriations include Development Services (planning and permitting, parks, emergency services, etc.), general fund support of Health and Human Services programs, General Government Transfers (contributions to reserves, Road Fund, Capital Projects, etc.), Other County Services (mainly agricultural protection and animal care and control) and Provisions for Reserves/Designations. Other Appropriations are projected to decrease by $102.3 million (46.0%) to $120.0 million in FY 2007-2008. This decrease is primarily related to the FY 2007-2008 transfer of $100.8 million in Human Services Department appropriations from the general fund to a new special revenue fund.


ALL OTHER FUNDS ACTIVITY – SOURCES AND USES

SPECIAL REVENUE FUNDS: This group of funds is used to account for specific revenue sources that are legally restricted to expenditures for specified purposes. The largest of these are for state and federal programs in the Health and Human Services areas, but this fund group also includes Roads and the Advertising Fund. Special Revenue fund activity increased $149.2 million (63.8%) primarily as a result of the move of the Human Services Department into a special revenue fund as described above. Without that change, activity for this fund group would have increased $20.6 million (8.8%) driven largely by increases in use of reserves for the Valley of the Moon Children’s Home – Phase III, various projects in Roads, and new Mental Health Services Act funding.

DEBT SERVICE FUNDS: This group of funds accounts for the interest and principal payments on all general obligation debt other than those that appear within special assessments or individual enterprise funds. Total activity dropped $59,000 (1.4%) reflecting the repayment schedule for the outstanding debt.

CAPITAL PROJECTS: This group of funds accounts for the acquisition and construction activities of capital facilities. Total activity dropped $8.1 million (16.9%) reflecting the completion of various projects begun in previous years.

ENTERPRISE FUNDS: This group of funds accounts for operations that are financed and operated in a manner similar to private business enterprises. The largest of these are the Refuse Disposal Enterprise and the Transit Services Enterprise. Total activity increased $38.9 million (45.2%) primarily associated with an accounting change in the Refuse Disposal Enterprise to breakout the transfer stations, environmental compliance and administration into new accounting units within the overall enterprise. Outside of the Refuse Disposal Enterprise, activity in this group of funds grew $8.7 million (10.1%) driven primarily by various projects and operations in the Airport and the Transit Services Enterprises.

INTERNAL SERVICE FUNDS: This group of funds accounts provides for the self-funded insurance programs in the county and use and replacement of the heavy equipment fleet in the Roads department. Total activity dropped $1.6 million (2.4%) driven by reductions in worker’s compensation costs as the county is benefiting from legislative reform measures and continued emphasis on the internal safety program. SPECIAL DISTRICT FUNDS: These funds are for independent units of local government, generally established to perform a single specified service and, in this document, are those that are governed by the Sonoma County Board of Supervisors. The largest of these are the Sonoma County Water Agency, the Community Development Commission, and the Sonoma County Agricultural Preservation and Open Space District. Total activity increased $30.6 million (11.0%) driven by various projects in the sanitation districts, the water supply and transmission systems, and the three redevelopment areas.


ADMINISTRATIVE SUPPORT

& FISCAL SERVICES

Justice Services

17%

Administrative Support& Fiscal Services

14%

Capital Projects3% Health &

Human Services

23%


6%


37%

Gross Revenues/Appropriations Reimbursements Net Cost

Board of Supervisors/County Administrator 5,647,162 790,188 4,856,974 County Counsel 6,555,804 3,714,677 2,841,127 Human Resources 75,062,575 55,881,423 19,181,152 General Services 39,499,432 18,066,274 21,433,158 Information Systems 50,994,788 45,753,641 5,241,147 Non-Departmental 46,975,015 246,675,168 (199,700,153) Auditor-Controller/Treasurer-Tax Collector 23,554,016 12,348,029 11,205,987 County Clerk-Recorder-Assessor 17,385,468 6,657,892 10,727,576

53

BOARD OF SUPERVISORS/COUNTY ADMINISTRATOR

Bob Deis, County Administrator/Clerk of the Board

County of Sonoma Board of Supervisors/County Administrator

FY 2007 - 2008 Budget Administrative Support and Fiscal Services

Mission Statements

The Board of Supervisors’ Office is committed to providing the highest

quality customer service to the public and private sector, which develops

mutual respect and pride in ourselves and Sonoma County by:

Providing the leadership necessary to insure citizen participation in the

governance of Sonoma County as a whole; providing courteous and prompt

assistance to the public, demonstrating sensitivity, and treating customers

with objectivity and respect; providing information or appropriate referrals to individuals in order to eliminate confusion and reluctance

in dealing with the government; creating and preserving an efficient and cost effective work environment which encourages excellence

and professional growth among employees; providing notification and documentation to the public and county departments in a timely

manner of all issues, records and actions taken by the Board; encouraging availability, open communication and participation by all staff

members in decision-making and day-to-day operations; and providing a forum for problem solving as it relates to government agencies

and processes.

Budget at a Glance: Total Expenditures $5,645,154

Total Staff 31.34

% Funded by Local Discretionary Funds 85%

The mission of the County Administrator’s Office is to carry out the Board of Supervisors’ policy goals by working with departments

and agencies to effectively plan, manage, and coordinate county services.

DEPARTMENTAL DESCRIPTION

The Board of Supervisors enacts legislation to serve and protect county residents and establishes general policies for the operation of

county government, and also acts as the governing body for certain special districts. The Clerk of the Board provides administrative

support to the Board of Supervisors and maintains the official records of all Board actions and proceedings. On November 11, 2006 the

Sonoma County Board of Supervisors took action to separate the duties of the Clerk of the Board of Supervisors from the office of the

County Clerk and consolidate those duties with the duties of the County Administrator.

The Assessment Appeals Board (AAB) acts as the County Board of Equalization, pursuant to the California Administrative Code, and

hears all appeals regarding the valuation of property determined by the 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 exercises control. The County Administrator appoints the General Services, Fire

Services, and Information Systems directors.

Major activities of the office include: ensure implementation of Board policy objectives; review all agenda items for the weekly

meetings of the Board of Supervisors; evaluate performance of appointed department heads; implement our legislative platform for the

Board of Supervisors and all county departments and oversee the county’s legislative advocacy program; prepare studies and analyses

including fiscal and programmatic performance assessments; prepare the county budget; oversee preparation of the county's Capital

Improvement Program; provide staff services to the Local Agency Formation Commission (LAFCO) an independent agency established

by state law.

Funding Sources

Charges for Services

LAFCO Reimbursement

County General Fund

Other Misc.

Funding Uses

CAO-Administration

LAFCO Service

Board/Clerk/AAB

55





FY 06-07 Accomplishments

• Completed the analysis and planning phases of the

Strategic Planning process providing a work plan for

addressing the selected strategic issues and findings.

• Initiated an unprecedented project to analyze the entire

criminal justice system and programs to develop

recommendations for reducing the need for expanded jail

facilities and decreasing future cost impacts.

• Coordinated implementation planning for the Animal Care

and Control management review recommendations, and

initiated management review of the Road Division of the

Transportation and Public Works Department.

• Approved the county’s implementation plan for reducing

greenhouse gas emissions to meet the 2010 goal, and

supported the development of a plan for the community

wide 2015 reduction target.

• Continued to streamline the county organization to provide

the most efficient and effective services to the public by

consolidating the elected offices of the Auditor-Controller

with the Treasurer-Tax Collector and the appointive office

of the Clerk of the Board with the County Administrator.

• Implemented ethics training for local officials as required

under new state law (AB 1234).

• The Board of Supervisors was instrumental in returning

commercial passenger air service to Charles M. Schulz

Sonoma County Airport, with Horizon Air as the carrier.

• Successfully negotiated the transfer of three leased court

facilities to the state. The transfer will support the creation

of a family court, and provides an opportunity to reinforce

the county interest in retaining criminal courts at the

county center in the future.

• Completed the second year of a 3-year program to modify

the county budget document to better reflect the county’s

mission, strategic goals, and key policy issues in a more

reader friendly and accessible presentation, and provided

web-based training for budget development.

• Settled the Gateway Redevelopment District dispute.

FY 07-08 Objectives

• Complete the Strategic Planning process by coordinating

development of departmental implementation plans

consistent with, and to achieve the, identified Strategic

Goals

• Coordinate efforts to ensure compliance with the Health

Care Access agreement with Sutter Health and the

Mental Health financial plan and redesign.

• Complete the management review of the Roads Division

of Transportation and Public Works and coordinate

implementation of its recommendations.

• Complete long-term planning for the transportation and

disposal of solid waste to include determination of the

disposition of the central landfill, mode of transfer of

waste to out of county disposal sites, and settlement of

unfunded liabilities.

• Improve the information systems in the Emergency

Operations Center to enhance the support and

coordination for emergency response.

• Develop agreement with Santa Rosa for the orderly

annexation of the unincorporated areas in Southwest

Santa Rosa.

• Coordinate with other county departments to respond to

Indian gaming issues having public service impacts.

• Complete a review of the Clerk of the Board support

function and develop a plan to realign support as needed

to better assist the Board of Supervisors.

FY 06-07 FY 07-08 FY 06-07 FY 07-08

Budget Division/Fund Adopted Recommended Adopted Recommended

BOS/Clerk/Assessment Appeals 0 2,805,219 100.0 * 0 2,437,552 100.0 *County Administrator-Gen Fund 2,702,557 2,839,935 5.1 2,313,398 2,417,414 4.5

TOTAL FINANCIAL 2,702,557 5,645,154 108.9 2,313,398 4,854,966 109.9

*Formerly included in the County Clerk budget.

FINANCIAL SUMMARY

%

Change

%

Change

Total Expenditures Net Cost/Use of Fund Balance

56





FY 06-07 %

Permanent Positions Adopted Change

BOS/Clerk/AAB 16.79 16.79 0.00 0.0County Administrator 14.55 14.55 0.00 0.0

TOTAL POSITIONS 31.34 31.34 0.00 0.0

STAFFING SUMMARY

FY 07-08

Recommended

FTE

Change

SUMMARY OF KEY ISSUES

• At this writing, the county is completing the Planning Phase of the Strategic Planning process and will complete the entire process by

coordinating development of countywide and departmental action plans and a change management and communications plan during

FY 07-08. This will result in the first countywide strategic plan and will address the Board’s strategic initiatives, findings, goals, and

objectives identified thus far. Budgetary impacts of plan implementation are anticipated in FY 08-09 and beyond.

• As part of the County Administrator’s on-going responsibilities to assess the organization, FY 06-07 saw substantial progress in

implementing recommendations from the management study of the county Animal Care and Control Division, as well as in the

initiation of a management review for the Road’s Division of the Transportation and Public Works Department. In FY 07-08,

recommendations from that review will be presented, and their implementation will begin. In addition to monitoring these efforts, the

County Administrator will identify and begin initiation of the next management study for another county department to continue the

effort of continuous improvement in the organization.

• Several tribal organizations are proposing gaming facilities in the county that may have potentially significant public service impacts.

For FY 07-08 we anticipate completion of review of the environmental analysis of at least one project and negotiations with one or

more tribes to mitigate the impacts of existing and/or proposed projects. The County Administrator, working in conjunction with

County Counsel, will coordinate county departments’ and agencies’ reviews and responses to these projects, and any negotiations with

the tribes on a government to government basis.

• The department is providing support for coordinated detention facilities planning that includes an evaluation of programs that serve as

alternatives to jail sentences, and a justice system analysis to identify process improvements. These planning efforts are anticipated to

result in speedier case processing and reduce the length of jail stay for those being held pending case resolution. This would have a

positive impact on reducing overall inmate population for a jail system that is operating at capacity.

• Other significant projects and initiatives being undertaken or completed in FY 07-08 include: the development of an agreement with

the City of Santa Rosa for the orderly annexation of unincorporated county areas within the Southwest Santa Rosa urban boundary so

that enhanced public services to these areas can be provided more consistently throughout the area; the oversight of the Health Care

Access agreement with Sutter Health to ensure the public continues to receive quality health care services despite any potential

changes in providers; and the continued development of the county’s state and federal legislative programs so that citizens of the

county have effective advocacy related to locally provided services.

EARLY AUTHORIZATIONS

None.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $439,853, is on file in the County Administrator’s Office.

57





BOARD OF SUPERVISORS’ ACTIONS

Adopted as proposed with the following changes:

Technical Changes

Gross

Expenditures

Revenue and

Reimbursements Net Cost

ISD Changes

Board of Supervisors - Rebudgeted Computer Improvements 12,400 0 12,400

Board of Supervisors - Adjustments to Baseline (10,392) 0 (10,392)

58

COUNTY COUNSEL

Steven M. Woodside, County Counsel

County of Sonoma County Counsel



Total Staff 36.25


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.


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

(SMART), Sonoma County Water Agency (SCWA), Local Agency Formation Commission (LAFCO), and the Sonoma County

Transportation Authority (SCTA). 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, Civil Service Commission, and Board of Zoning

Adjustments at public meetings and hearings. In addition to providing daily advice on issues such as contract compliance, employment

conditions, and land use planning, County Counsel attorneys regularly appear in court on behalf of county departments on such matters

as juvenile dependency cases, code enforcement actions, bail recovery, and mental health competency hearings. County Counsel either

directly handles or coordinates outside counsel in the defense of all claims filed against the county, and proactively works with

departments to minimize risk and assist in policy development and implementation. County Counsel is also responsible for claims

approval and management of conflict counsel contracts.

Funding Sources


County General Fund

Cost Reimbursement

Other Financing Sources

Funding UsesAdmin Support & Fiscal Services

Justice Services




Outside Legal Services

59

COUNTY COUNSEL




FY 07-08 Objectives

• Work with Permit and Resources Management

Department (PRMD), Planning Commission, and Board

of Supervisors to complete General Plan Update.

• Provide on-going legal support for California Tiger

Salamander Conservation Strategy Implementation

Committee, to develop, draft, and negotiate

implementation plan with stakeholders and National

Marine Fisheries Service.

• Continue to coordinate responses with County

Administrator’s Office (CAO) to Indian gaming and

related issues, to insure appropriate mitigation of

environmental and county service impacts.

• Assist in SCWA negotiations with stakeholders on

Russian River water supply issues, and provide legal

support to develop and expand photovoltaic and other

alternative energy and resource conservation projects.

• Complete, in conjunction with PRMD, Agricultural

Commissioner, and CAO a draft comprehensive

grading, drainage, and erosion and sediment control

ordinance for consideration by Board of Supervisors.

• Continue to provide negotiation assistance and legal

support to CAO and General Services, to resolve issues

related to transfer of court facilities to state.

• Continue to provide negotiation and legal support to

CAO and Health Services, to resolve issues related to

Sutter Hospital’s proposed exit from Sonoma County.


• Conducted client survey which demonstrated that 92%

of responding clients were extremely or very satisfied

with the quality of County Counsel representation.

• Developed and implemented AB 1234 Ethics Training

Program and provided mandated training to Sonoma

County elected officials and commission members.

• Provided legal support to the Ag Preservation and Open

Space District, which successfully achieved voter

approval of district’s reauthorization.

• Assisted Sonoma County Water Agency (SCWA) with

their development, negotiations, and drafting of new

Restructured Agreement for Water Supply, and

completion of Urban Water Management Plan.

• Assisted in negotiation and drafting of Airline Operating

Agreement and related successful efforts to bring

commercial air service to Sonoma County.

• Coordinated negotiations and drafting of planning

agreement with local, state, and federal agencies

regarding compliance with Endangered Species Act with

respect to the California Tiger Salamander, and provided

staff support to Implementation Committee.

• Helped draft medical marijuana dispensary ordinance

and medical marijuana cultivation guidelines, and

assisted the Board of Supervisors in consideration prior

to adoption.

• Coordinated county responses to Indian gaming and

trust acquisition proposals.

FINANCIAL SUMMARY


FY 06-07 FY 07-08 % FY 06-07 FY 07-08 %

Budget Division/Fund Adopted Recommended Change Adopted Recommended Change

County Counsel-General Fund 6,125,769 6,541,837 6.8 2,682,009 2,827,160 5.4

TOTAL FINANCIAL 6,125,769 6,541,837 6.8 2,682,009 2,827,160 5.4

FY 06-07

Staffing Adopted

Permanent Positions 35.75 36.25 0.50 1.4%

STAFFING SUMMARY

FTE

Change

FY 07-08

Recommended

%

Change

60

COUNTY COUNSEL




FY 05-06 FY 06-07

Workload Indicators Actual Estimated

Trials/Hearings

Civil Litigation 587 600 600

Juvenile Dependency Hearings 1,458 2,355 2,400

Juvenile Dependency Trials 113 140 145

Mental Competency Trials 390 400 400

New Cases

Civil Litigation 369 400 400

Code Enforcements 11 12 12

Mental Competency 12 9 12

Draft/Review Services

Contracts 921 925 930

Ordinances 72 80 80

Resolutions 165 175 175

WORKLOAD SUMMARY

FY 07-08

Recommended


• As in previous years, the department will rely on non-General Fund clients to meet net cost goals. The department will focus a greater

portion of staffing resources to meet revenue projections, while attempting to maintain services to General Fund county department

clients. Several significant issues assigned to County Counsel staff over the last few years that fall under the General Fund

responsibility include Indian gaming issues, the General Plan update, the grading ordinance, and Endangered Species Act compliance.

These complex issues continue to impose heavy work load demands and require priority treatment.

• Department anticipates continued increase in workload related to numerous issues including tribal affairs, Sutter Hospital Proposal,

and the General Plan update. Department will be coordinating responses to Draft Environmental Impact Statement for proposed

gaming facility, as well as working to facilitate mitigation of off-reservation impacts, assisting CAO and Health Department in

challenges raised by Sutter proposal, and working with PRMD staff and Planning Commission to deliver the General Plan Update and

other key environmental documents to the Board of Supervisors.

• Attorney time commitments related to the Sutter Hospital proposal will require dedicated staff time. The recommended budget

includes the addition of a time limited .50 FTE Deputy County Counsel III position to help meet service demands related to the Sutter

Proposal and related issues. At the time of this writing, attorney time on this critical issue has increased to more than a .50 FTE

equivalent and is expected to require, at least, this level of effort in the next year or two. This position will be effective until June 30,

2009 unless reauthorized by the Board of Supervisors or reduced as part of the FY 08-09 budget.

• County Counsel represents the Office of the Public Guardian and Public Conservatorship. The Omnibus Conservatorship and

Guardianship Act of 2006 became effective on January 1, 2007. This new legislation is expected to increase by 25-50% the

investigation, reporting and court appearances for probate conservatorship cases in the court system, particularly a new class of

emergency cases in which the Public Guardian and County Counsel are appointed with limited notice and urgent intervention

requirements. The department currently dedicates approximately 0.75 FTE for Public Guardian and Public Conservatorship to this

area of law. The department will monitor the effects of the new legislation on workload and may need to reprioritize work to

accommodate the impacts of this legislation.

• Juvenile dependency case coverage continues to create a significant resource constraint. The Human Services Department’s juvenile

dependency petition court filings increased 34.1%, or 49 filings, from FY 04-05 to FY 05-06. That trend, which directly impacts court

and case work, is continuing, and petition filings are estimated to increase another 37 filings in FY 06-07. If state funds become

available, the department, in conjunction with Human Services, will return to the Board to request additional staffing to provide the

currently unsupported services.

61

COUNTY COUNSEL





Early authorization is recommended, effective July 1, 2007 for the following:

Add a “Time Limited” .5 FTE Deputy County Counsel III to expire on June 30 2009, to provide critical attorney support addressing

new legal issues related to the Sutter Hospital Proposal while maintaining legal services to county departments.


A 10% reduction plan for the department, totaling $260,047, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The County Counsel concurs with the recommended budget.

COUNTY ADMINISTRATOR’S RECOMMENDATION SUBJECT TO AVAILABLE FINANCING

None.

BOARD OF SUPERVISORS’ ACTION


Technical Changes

Gross

Expenditures

Revenue and


ISD Changes

Rebudgeted Computer Improvements 13,967 0 13,967

62

HUMAN RESOURCES Ann Goodrich, Director

County of Sonoma Human Resources

FY 2007 - 2008 Budget Administrative Support & Fiscal Services


Total Staff 56.75


MISSION STATEMENT

Provide comprehensive, quality human resources and risk management

services to the Board of Supervisors, the County Administrator’s Office

(CAO), county departments, and employees so they in turn can provide

essential public services to the citizens of Sonoma County.


The Human Resources Department provides a wide variety of human resources, employee relations, and risk management services to

departments and agencies governed by the Board of Supervisors. The department also provides staff to the Civil Service Commission,

the Commission on Human Rights, and the Commission on the Status of Women.

Human Resource services include: recruitment, selection, and classification services; position allocation maintenance; management of

occupational health services; employee development, training and recognition programs; overall responsibility for the county’s

compliance with local, state, and federal laws governing Equal Employment Opportunity, non-discrimination, and Americans with

Disabilities Act programs; employee assistance program; and volunteer and internship programs. Human Resources negotiates and

administers Memorandums of Understanding, the Salary Resolution, and advises departments on employee labor relations issues.

Human Resources’ Risk Management Division manages and administers both purchased and self-insurance programs for general

liability, employee and retiree medical and dental insurance, Workers’ Compensation, long-term disability (claims prior to FY 99-00),

medical malpractice, educational assistance, and fringe benefit programs. Separate internal service funds are maintained for each of the

self-funded insurance programs. The division is also responsible for procurement and management of all miscellaneous insurance

programs to protect county assets from loss, including property, airport liability, wharf and marina liability, employee faithful

performance bond, watercraft, etc. Division staff also administers the county’s programs for employee educational assistance,

transitional duty, and safety management; and provides consultation and support to departments on safety and loss prevention programs,

as well as Cal-OSHA compliance.

Funding Sources

Premiums

Reimbursements (All)

Interest & Training Tuition

County General Fund

Use of Fund Balance

Funding Uses Recruitment & Classification

EEO/ADA & Commissions

Training & Volunteer

Employee Relations

Property Insurance

Health Insurance

Workers' Compensation

Liability & Disability

63





• Acquired management responsibility for the Risk

Management Division from General Services.

• Initiated 3-D (discipline, discrimination, disability)

project management services to improve advice and

assistance to county departments.

• Implemented the Jefferson Awards, the county’s

program of the national public service recognition

system.

• Opened the Training and Conference Center and

implemented online registration for all county trainings

and events.

• Presented to employee organizations 1) a benchmark

study of county medical benefits compared to nine other

counties; and 2) an actuarial analysis of the county’s

Other Post Employment Benefits (OPEB) of the

unfunded retiree health insurance liability.

• Reduced the PacifiCare Health Maintenance

Organization (HMO) plan’s proposed rates for FY 07-08

by 20% by completing a competitive proposal process,

negotiated a 2% rate increase vs. the anticipated 25%

adjustment with Kaiser, and kept County Health Plan

rates the same as last year using one-time savings

resulting from changing the third party administrator to

Blue Cross.

FY 07-08 Objectives

• Work with Auditor-Controller/Treasurer-Tax Collector and

Information Systems to procure and implement a new

Human Resources/Payroll Management Information system.

• Further integrate Risk Management services into the Human

Resources department and complete the consolidation.

Evaluate the administrative and fiscal responsibilities of the

department to design efficient and effective processing

controls.

• Complete the implementation of new recruitment marketing

strategies including revisions to the Human Resources

website and county branding campaign.

• Revise Equal Employment Opportunity policy

documentation to streamline the complaint procedure,

integrate alternative dispute resolution resources, foster

complaint resolution at the lowest level of intervention, and

comply with Department of Fair Employment and Housing

guidelines.

• Implement the County’s Safety Management Program

including the development and presentation of an orientation

and training program.

• Continue efforts to formulate and implement strategies for

reducing employee benefit costs and reducing the county’s

OPEB liability,

FY 06-07 FY 07-08 FY 06-07 FY 07-08


Human Resources 4,988,951 7,672,706 * 53.8 4,813,228 6,906,027 43.5

Self-Fund Insurance Program 67,987,040 66,730,259 (1.8) 10,535,336 11,996,717 13.9

TOTAL 72,975,991 74,402,965 2.0 15,348,564 18,902,744 23.2

*Represents the first year the Property Insurance allocation was added to proposed budget

FINANCIAL SUMMARY

%

Change

%

Change


FY 06-07 FY 07-08

Permanent Positions Adopted Recommended Change

HR General Fund 35.00 * 35.00 0.00 0.0

HR ISF 21.50 21.75 0.25 1.2

Total Positions 56.50 56.75 0.25 1.2

* Mid-year reduction of a 1.0 FTE Human Resources Analyst

%

Change

STAFFING SUMMARY

FTE

64




5

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08

Workload Indicators Actual Estimated Recommended

Job Applications Received 14,851 15,965 16,000

Classification Studies: New/Revised Class Specs 49 57 50

Classification Studies: Positions Reviewed 78 97 60

Memorandums of Understanding (Contract Negotiations) 0 4

Training Participants 3,016 3,500 4,000

Information and Referrals (Community Involvement) 754 780 780

Public Meetings and Events* 478 60 60

Health Plan Enrollees 6,080 6,251 6,438

Workers' Compensation Cases 342 354 325

Long-term Disability Cases 125 120 120

Liability Cases 909 787 800

*Human Rights Commission and the Commission on the Status of Women were restructured to operate more

efficiently using ad hoc committees, and having commissioners serve in coordinator and liaison roles. This

efficiency resulted in the reduction of the number of publicly noticed Brown Act meetings.


• The Human Resources department is working to contain the increases in county benefit costs. Costs of employee benefits make up a

disproportionate amount of total employee compensation costs. As identified in the county’s Strategic Planning Process, the county’s

ability to provide services to the community is being impacted by escalating costs of medical insurance for active employees and

retirees. These costs have been more fully revealed by new financial reporting requirements, required by the Governmental

Accounting Standards Board’s (GASB) Statements #43 and #45, to identify projected costs/unfunded liability of Other Post

Employment Benefits (OPEB); in the county’s case, the cost of retiree medical insurance. In order to address these issues, the county

began an information sharing and solution focused process with all employee organizations and retirees, via the Joint Labor

Management Benefits Committee.

• Increase in General Fund expenditures and net cost are primarily the result of transferring the Insurance budget from General Services.

The Insurance $2.2 million budget plans for premium payments and deductible expenses for property insurance. The cost of property

insurance is 37% higher to include additional earthquake coverage and due to the insurance industry continuing to adjust for prior

years’ major events such as hurricane Katrina. The recommended net cost, excluding the Insurance budget, is within the adjusted net

cost target of 3.5%. Additionally, it is important to note that the Recruitment and Classification Division has experienced significant

workload increases. Although, the division has undergone several minor reorganizations to meet increasing service demands with a

decreasing level of resources, to address the growing backlog, the recommended budget includes funding for extra-help staff to

provide proctor assistance at written examinations and to assist with large classification projects. However, these efforts may not be

sufficient to meet the County’s increasing need for human resources support, and the timeliness of responses may be affected.

• The training division will assume the administration of five existing programs: four from the former Community Involvement

Division - the Volunteer Program, the Jefferson Awards, the county television program, and the county employee newsletter, The

Reporter; and one from Employee Relations – staffing the Emergency Operations Center (EOC) in times of disaster. For fiscal year

2007-08 the workload shift will be supported by: a transfer of staff from Community Involvement Division to Training; plus budgeted

extra-help support this transition year; and anticipated adjustments to work flow.

65




Human Resources Risk Management - Internal Service Funds

• Recommended expenditures for the Internal Service Funds (ISF) are 1.8% lower than last year, primarily due to the actuary’s reduced

estimate for total claims expense in the Workers’ Compensation and County Health Plan funds. This reduction is partially offset by

increased claims expense in the Liability Fund. Total ISF cash balance is projected to be approximately $59.2 million on July 1, 2007

and $51 million on June 30, 2008. There is an overall decrease in retained earnings for the ISF, primarily due to the use of reserves

within the County Health Plan, Workers’ Compensation, and Liability funds to pay outstanding claims and to achieve recommended

fund balance levels. The Workers’ Compensation Fund has been amortizing rebates of funds in excess of liabilities to partially offset

the departments’ premium costs. Changes in fund balances represent either growth or reduction as rates are set to reach targeted levels

to fund the estimated outstanding liability balances as calculated by the actuary.

• Projected rates for the Workers’ Compensation self-insured fund have decreased for the second year in a row. However, these gains

could be reversed if emphases on Best Practices are not continued and if potential legislative changes reverse recent cost containment

success. The recommended budget continues to focus support for the five largest departments that account for the majority of the

county’s Workers’ Compensation costs, while continuing to expand these efforts countywide. In addition, the budget provides for

technology enhancements to optimize data tracking, and increases a Risk Management Analyst III from 0.50 FTE to 0.75 FTE

(effective July 1, 2007) to continue implementation of recommended best practices to contain Worker’s Compensation costs, as well

as to evaluate and develop adjustments to address the significant overlap between state and federal law and county policies related to

absences.

Program Name

Risk Management Administration 0 0 45,584 45,584 0

Health Insurance 3,239,015 9,340,048 34,378,614 36,097,940 7,620,722

Long Term Disability-County 1,020,178 747,046 31,243 273,133 505,156

Long Term Disability-Safety 159,852 129,773 5,792 35,454 100,111

Workers' Compensation 33,688,746 37,436,868 11,072,202 15,658,607 32,850,463

Workers' Compensation Courts 0 0 230,185 230,185 0

Malpractice Insurance 4,838,530 4,867,722 439,042 298,712 5,008,052

General Liability Insurance 9,203,631 6,457,052 4,457,121 6,214,600 4,699,573

Vision Insurance VDT 30,000 30,000 70,359 70,359 30,000

Property Insurance 200,000 200,000 232,817 232,817 200,000

TOTAL 52,379,952 59,208,509 50,962,959 59,157,391 51,014,077

Estimated

Cash Balance

6/30/2008

Actual

Cash Balance

7/1/2006

Estimated

Cash Balance

7/1/2007

Budgeted

Revenues/

Reimbursement

FY 07-08

Budgeted

Cash

Expenditures

FY 07-08


None.


A listing of reduction options totaling $443,941 is on file with the County Administrator’s Office.

66





The Director of Human Resources concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Program WINDE to allow payroll clerks to create multiple Change of Status transactions for the

same employee regardless of the effective date, and therefore reduce the amount of time a payroll

has to track and adjust records. One-time cost.

26,200

B All-County Employee History database: Convert to the Payroll/Human Resources Reporting

database. One-time cost.

84,102

C Human Resources Emergency Operations Center Staffing Database: Upgrade the utility and ease of

use of the database, ensure its stability, expand its use to all departments, and improve planned

future integration with the Payroll/Human Resources database. One-time cost.

98,250

D

Volunteer Database: Design enhancements to existing project, such as additional data fields, are

anticipated as the database continues to be rolled out to user departments. One-time cost.

9,956


Priority

Description

Net Cost

Amount

1 Program WINDE to allow payroll clerks to create multiple Change of Status transactions for the

same employee regardless of the effective date, and therefore reduce the amount of time a payroll

has to track and adjust records. One-time cost.

26,200

2 Human Resources Emergency Operations Center Staffing Database (reduced scope): upgrade the

utility of existing database without expanding its access to all county departments.

17,030

3

Volunteer Database: Design enhancements to existing project, such as additional data fields, are

anticipated as the database continues to be rolled out to user departments. One-time cost.

9,956



Technical Changes

Gross

Expenditures

Revenue and


Human Resources

Add 1.0 HR Analyst III - ADA Title II Compliance Support; and

Limited Term: 2.0 HR Analyst I, .33 Extra Help Senior Office

Assistant and Supplies/Equipment for HRMS Project Phase I (subject

to 8/7 Board Action); and include expenditure and revenues for two

new training elements: Analytical Skills and Team Work (23,800).

378,612 259,196 119,416

Risk Management

Add appropriations for HRMS Project Phase I - Limited Term: 1.0 Risk

Management Analyst II and Supplies/Equipment.

122,006 122,006 0

67




Technical Changes

Gross

Expenditures

Revenue and


ISD Changes

Rebudgeted Computer Improvements

Human Resources 67,363 0 67,363

Risk Management 25,343 0 25,343

Adjustments to Baseline

Human Resources (baseline adjustment) 13,100 0 13,100

Other Changes

Recurring

Program WINDE to allow payroll clerks to create multiple Change of

Status transactions for the same employee regardless of the effective

date, and therefore reducing the amount of time a payroll clerk needs to

track and adjust records.

26,200 0 26,200

Human Resources Emergency Operations Center Staffing Database

(reduced scope): upgrade the utility of existing database without

expanding its access to all county departments.

17,030 0 17,030

Volunteer Database: Design enhancements to existing project, such as

additional data fields, are anticipated as the database continues to be

rolled out to user departments.

9,956 0 9,956

68

GENERAL SERVICES David C. Kronberg, Director

County of Sonoma General Services



Total Staff 128.0


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


The General Services Department provides a variety of internal service functions that support departmental activity in county

government, including: both 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

also manages four special funds: fleet vehicle replacement funded with a portion of vehicle rates; County Center facilities accumulated

funds for future major repairs or replacements; parking enforcement financed by revenue collected from parking citations, which pays

for enforcement contract services; and Bodega Bay Tidelands leases for development and maintenance of the Tidelands. In November

2006, the Board of Supervisors approved the transfer of Risk Management responsibilities to the Human Resources department in an

effort to improve delivery of services to county departments and employees.

Funding Uses Capital Projects Management

Const. & Maint. Projects

Purchasing

Energy & Utilities

Facilities Operations

Fleet

Real Property Management(including debt service)

Funding Sources Use of Money/ Property

Intergovernmental Revenue

Charges for Services &ReimbursementsMiscellaneous Revenue

Other Financing Sources

County General Fund

Use of Fund Balance


• Completed construction of the Sonoma Valley Sheriff’s

Substation.

• Issued the Design Build Request for Proposal (RFP) for

the Valley of the Moon Children’s Home Phase 3.

• Completed the County of Sonoma’s internal operations

greenhouse gas reduction plan.

• Transferred three Real Estate Court leases to the State of

California, per the Trial Court Facilities Act, wherein local

court properties are transferred to the state.

• Continued implementation of the new countywide

purchasing system, BuySpeed Online.

• Developed a system that identifies and maps hazardous

materials and fire life safety components in the different

county buildings. This tool will support the county’s

occupational health and safety program, also known as the

Injury, Illness and Prevention Program (IIPP).

FY 07-08 Objectives

• Begin construction of the Valley of the Moon Children’s

Home Phase 3.

• Complete a development strategy for the County

Administration Center and master plans for the Justice

Precinct and Adult Detention Facility expansion.

• Begin pilot program to monitor and track contracts using a

countywide contract management tool.

• Develop a county facilities asset information database,

which can be accessed by all county staff and will

establish standard building labels.

• Continue the implementation of county internal operations

greenhouse gas reduction plan, and design an employee

commuter program.

69




FY 06-07 FY 07-08 FY 06-07 FY 07-08 %

Budget Division/Fund Adopted Recommended Adopted Recommended Change

General Fund 35,288,321 35,834,918 * 1.5 21,430,402 20,801,794 (2.9)

Other General Fund 3,208,262 3,769,285 ** 17.5 246,855 481,230 94.9

Special Revenue Fund 66,040 66,357 0.5 (31,821) (21,028) 33.9

TOTAL FINANCIAL 38,562,623 39,670,560 2.9 21,645,436 21,261,996 (1.8)

*Property Insurance allocation transferred to the Human Resources budget

**Increase due to scheduled vehicle replacements from accumulated funds

FINANCIAL SUMMARY

%

Change


FY 06-07 FY 07-08Permanent Positions Adopted Recommended

General Services 126.00 * 128.00 2.00 1.6

TOTAL POSITIONS 126.00 128.00 2.00 1.6

* During FY 06-07 1.0 FTE Buyer position funded by ISD was removed and 1.0 FTE Account Clerk was deleted when Risk

Management was transferred to the Human Resources Department. FY 07-08 budget recommends 2.0 FTE new positions: Office

Assistant for Fleet and Building Mechanic assigned to Parks facilities.

%Change

STAFFING SUMMARY

FTEChange

WORKLOAD SUMMARY

Architecture

Number of Projects 197 206 206

Funding Available 43,541,035 31,141,874 37,679,432

Purchasing

Requisitions 2,200 2,300 2,000

Purchase Orders 2,300 2,375 2,100

Request for Proposals 17 20 25

Professional Service Contracts 520 528 528

Real Estate

Total Real Estate Transactions 90 86 92

Facilities Operations

Maintenance (hours) 71,235 70,636 70,936

Maint. Responsibility (square feet) 1,743,753 1,815,945 1,815,945

Number of Small Construction Projects 377 388 383

Fleet Operations

Light Equipment-Labor Hours 11,724 11,415 12,640

Heavy Equipment-Labor Hours 12,748 13,929 16,150 *

Light Equipment Mileage 8,372,101 8,400,000 8,500,000

Fleet Vehicles and Equipment 1,395 1,423 1,445

Outside Clients Equipment:

Sonoma & Windsor 105 ** 91 ** 95 **

* Increased hours reflect a filled vacancy

**05/06 was the first year units were transferred to county's fleet. Total units were reduced to eliminate

non-cost effective vehicles and 07-08 projects replacing some of them.

FY 05-06

Actual

FY 06-07

Estimated

FY 07-08

Recommended

70





• In an effort to minimize the impact county operations have on the environment; on September 2006 the Board of Supervisors

approved a green house gas (GHG) emissions reduction plan, also known as the internal operations Climate Protection Action Plan.

The plan represents the county’s strategy to achieve a 20% GHG reduction commitment by 2010. Consistent with the plan’s

recommendations, the County has been approved by the IRS to issue up to $5.3 million in Clean Renewable Energy Bonds (CREB) to

fund the cost of installing photovoltaic systems at County owned facilities. CREB provides 0% interest rate financing, and debt

payment is completed by agreeing to purchase solar energy from the third party that builds and operate the system. Once the bonds are

fully paid the system becomes a county asset. It is estimated that the cost of purchasing solar energy will be much less than the energy

currently purchased. Utility rate increases for FY 07-08 are estimated as follows: electricity 5.7% to 8.6% (market dependant) and

City of Santa Rosa water/sewer 9%. Overall utilities usage is expected to increase due to new facilities, such as the Valley of the

Moon Children’s Home expansion, and the new Juvenile Justice Center, Sonoma Valley Substation, Redwood Credit Union building,

the Public Health Bioterrorism Lab, and the Sonoma Mountain Repeater Station expansion. Staff will continue efforts to identify

opportunities to use renewable sources of energy and negotiate fixed price agreements. Additionally, the department will continue to

purchase fuel-efficient hybrid vehicles wherever appropriate. Of the total 134 vehicle replacements scheduled for FY 07-08, 17 are

compact and 32 are midsize hybrid cars, which provide better fuel efficiency, may be less costly to maintain, and produce less

greenhouse gas emissions. This brings the total fuel-efficient vehicles to 141 or 10% of the total fleet.

• Regional Parks has acquired new parks containing over 54,000 square feet of buildings, many at Tolay Park, and as a result the

Facilities Operation budget recommends the addition of a 1.0 FTE Building Mechanic, effective July 1, 2007, to address maintenance

and repairs associated with the increased building maintenance assignment. The cost of this position will be reimbursed by Regional

Parks.

• In FY 07-08 the Fleet division will: provide increased maintenance and fleet management services to outside agencies as a result of

three new agreements, replace law enforcement vehicles’ mobile computers, and implement the first phase of the Diesel Particulate

Reductions Program mandate established by the California Air Resources Board. In order to address the anticipated workload, the

budget includes 1.0 FTE Office Assistant to increase the division’s administrative and planning capacity. The additional position will

allow tasks to be realigned to allow appropriate management of service agreement obligations, complete cost/usage analysis for timely

asset management, and attend to new regulation requirements and is financed through rates to end users.

• The current county strategic planning effort will address failing facilities in need of major maintenance and identify alternatives to

replace facilities that have, or will be, nearing the end of their useful life. The following table details the budget for long-term debt

service payments. The average annual debt service obligation over the next five years is $4.5 million. The future debt service levels

may be impacted by whether or not the county decides to finance major improvements.

FY 06-07 FY 07-08 Last Pmt. Due

Animal Shelter 456,421 456,422 11/15/11

Fleet Vehicle & Equipment 0 26,249 01/15/11

Heavy Equipment 114,641 114,641 11/15/08

La Plaza Building 679,650 670,669 10/01/11

MADF Expansion I 1,654,670 1,646,420 11/01/17

MADF Facility 1,839,266 1,844,086 11/01/12

Photovoltaic 26,734 26,734 12/22/12

Russell Avenue Homeless Shelter 192,170 193,845 11/01/17

Total 4,963,552 4,979,066


None.


A 10% reduction plan for the department totaling $998,000 is on file with the County Administrator’s Office.

71





The Director of General Services concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Restore funding in Maintenance of Local Projects in order to complete discretionary planning and

feasibility studies. Otherwise, departments in need of space needs, workstation reconfigurations,

and lease space financial feasibility studies will be asked to cover the costs.

134,215

B Add 0.27 FTE Building Mechanic and the associated material, equipment and services expenditures

to address maintenance for new buildings added to the county’s assets: Redwood Credit Union and

Sonoma Valley Sheriff’s Substation.

70,522

C Add 1.0 FTE Painter and the associated materials and equipment expense, to address routine

painting at MADF & NCDF, which will result in maintenance costs avoidance; and to keep up with

graffiti removal to reduce inmate violence.

99,551

D 0.50 FTE Account Clerk to provide accounts payable support to the Accounting Division.

28,479


Priority

Description

Net Cost

Amount

1 Restore funding in Maintenance of Local Projects in order to continue discretionary planning and

feasibility studies. The recommended amount provides a 3.5% growth from FY 06-07.

81,305

2 Add 0.27 FTE Building Mechanic and the associated material, equipment and services expenditures

to address maintenance for new buildings added to the county’s assets: Redwood Credit Union and

Sonoma Valley Sheriff’s Substation.

70,522

3 Add 1.0 FTE Painter and the associated materials and equipment expense, to address routine

painting at MADF & NCDF, which will result in maintenance costs avoidance; and to keep up with

graffiti removal to reduce inmate violence.

99,551



Technical Changes

Gross

Expenditures

Revenue and


Increase Director salary (subject to 8/7 Board Action) ($24,222);

rebudget SB 1732 costs ($58,668); transfer appropriations between

Facilities Operations and Local Projects to reflect adjusted workload

($200,000); and rebudget Buy Speed purchasing system ($4,865).

(254,535) (342,290) 87,755

ISD Changes


Administration 413 0 413

Architect 10,333 0 10,333

72




Technical Changes

Gross

Expenditures

Revenue and


Rebudgeted Computer Improvements (continued)

Purchasing 70,018 0 70,018

Facilities Operations 1,617 0 1,617

Fleet 1,026 0 1,026

73

INFORMATION SYSTEMS Mark Walsh, Director

County of Sonoma Information Systems



Total Staff 133


MISSION STATEMENT

Provide technological leadership in the management and distribution of

information by providing excellent and cost effective products and services

to support the mission of Sonoma County.


The Information Systems Department (ISD) is responsible for providing leadership, support, and coordination of technological services

for the County of Sonoma. The primary areas of technological expertise and responsibility include: business applications, geographic

information systems, personal computers, the central computer environment and networks, radio and telephone communications, records

management, and reprographic services. The department makes policy recommendations to the County Administrator for major new

systems, integration with emerging technologies, and standards for the utilization of technology in all departments. Most expenditures

are financed by revenues and charges to user departments and agencies. Records management costs for storing and maintaining records

and courier service are recovered through the county wide cost plan. The General Fund finances the Radio Division.

The department’s key responsibilities are:

Supplying public safety computing and radio services to law enforcement agencies and fire departments.

Creating and maintaining the Integrated Justice System used by the Court, District Attorney, Public Defender, Probation, Sheriff, and

other state and local law enforcement agencies.

Implementing policies and programs for storage and retrieval of public records.

Implementing projects providing new or enhanced technology tools for county departments.

Providing and maintaining the infrastructure necessary for the county’s information processing needs.

Responding to network and computing emergencies at county departments and external agencies.

Supporting and developing services for over one hundred business applications, including the financial and budget systems, property

tax system, email, county intranet and website, purchasing, and geographic information systems

Funding UsesFiscal & AdministrativeServices

Justice Services




Funding Sources


Replacement Funds

County GeneralFund

75




FY 07-08 Objectives

• Continue repairing and upgrading the county’s public safety

radio systems to assure that the system will adequately meet

public safety needs. Funding for critical repairs and upgrades is

included in the capital projects budget.

• Assist with the implementation of the Sonoma County Public

Safety Consortium’s long-term strategic plan to ensure

consistency for equipment and software applications used by

public safety agencies. Funded proportionally by cities, fire

districts, colleges, and the county.

• Replace the current county email system. Funded from the

baseline budget.

• Begin county wide implementation of ‘Voice over Internet

Protocol.’ Implementation will be funded through savings in

equipment replacement costs.

• Redesign many county web database applications for

compliance with legally mandated and industry standard

privacy and data security requirements.

• Continue to implement the ISD Strategic Plan for Technology,

which includes the following:

Procurement and implementation of a new Human

Resources/Payroll system

Rollout of the Electronic Records Management System

Increase network capacity and prepare for future

bandwidth intensive applications

Begin redesign of the County of Sonoma Internet site


• Improved the reliability of the public safety radio system

by replacing three microwave radio relay links.

• Completed back up radio system for dispatch of fire and

ambulances in case of loss of the Redwood Empire

Dispatch Communications Authority (REDCOM) dispatch

site during a disaster.

• Completed pilot projects to test replacing current telephone

technology with ‘Voice over Internet Protocol’ which will

result in significant savings as equipment and

infrastructure needed for voice and data transmission will

be consolidated.

• Provided support for roll-out of Kronos “TimeSaver”

electronic timesheet application to all county departments.

• Acquired and installed Pictometry oblique aerial

photography which will enable law enforcement officers to

see three dimensional images of buildings and properties.

• Completed projects included in the Strategic Plan for

Technology including: replaced the network operating

system with Active Directory, assisted the Purchasing

Division with obtaining vendor bids and quotes

electronically, began upgrading the campus fiber network,

expanded web services to include a web-based

collaboration tool for county personnel to share projects

across multi-departmental business units and an Internet-

based feedback survey software tool, and developed online

training programs for the timekeeping and budget systems.

Total General Fund 39,215,104 42,232,762 7.7 2,377,843 2,462,689 3.6

Total Replacement Funds 4,648,953 5,602,446 20.5 (838,480) 1,632,481 (294.7)

TOTAL FINANCIAL 43,864,057 47,835,208 9.1 1,539,363 4,095,170 166.0

Total Expenditures

Recommended Adopted

%

Change

FINANCIAL SUMMARY

Recommended Change

FY 06-07 FY 07-08 FY 06-07 FY 07-08 %

Net Cost/Use of Fund Balance

Adopted

Staffing Adopted Recommended Change

Permanent Positions 132.00 * 133.00 1.00 0.8

STAFFING SUMMARY

FY 06-07 FY 07-08

* 1.0 Administrative Aide was added to Work Group Support unit during FY 06-07

%Change

FTE

76




WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08Workload Indicators Actual Estimated Recommended

Application Development/MaintenanceProgrammer Hours 39,523 44,500 44,500Systems Supported 102 115 111

Personal Computing SupportNumber of Training Attendees 2,502 4,917 * 2,775Personal Computers Supported 2,959 2,919 2,975Network Servers 180 188 208Network Users 3,160 3,200 3,294Personal Computers Replaced or Added 662 643 422*Countywide system training for the new time and attendance software

RecordsTransfers/Retrievals of Storage Boxes 17,104 19,700 18,400U.S. Mail Pieces 3,466,682 3,440,622 3,441,000Percent Presorted Mail 81% 82% 82%Courier Envelopes Delivered 633,293 650,000 645,000

RadioRadio Devices Maintained 3,938 4,020 4,200Major Radio Sites 15 15 15Microwave T1s 84 84 84

TelephoneNumber of Telephones 5,480 5,495 5,100 *Voice Mailboxes 3,975 3,890 3,570 *Pagers & Cell Phones 1,820 2,100 2,090*Courts have discontinued the use of these services

ReprographicsPrinted Pieces 12,827,683 11,995,900 12,595,695Copies 6,199,984 6,127,669 7,129,982


• ISD has adopted new technology that will significantly lower the cost of the county network equipment by reducing the number of

physical servers needed to run county applications over the next five years. As a result, the baseline operating budget was balanced by

recognizing the anticipated savings. The recommended budget includes the addition of a 1.0 Department Analyst to coordinate ISD’s

safety management program and facilitate requests for proposals to procure system and/or equipment solutions addressing the

department’s Strategic Plan. The additional position will be effective July 1, 2007.

• The bulk of the $3 million year to year increase in gross expenditures is due to ISD taking on new responsibilities for the Sonoma

County Public Safety Consortium (SCPSC). At the time of this writing, SCPSC was planning to replace the central servers and the

mobile computers in safety vehicles, with a cost estimate of just under $2.4 million.

• The Capital Projects proposed budget includes $484,000 for the maintenance of critical radio communications components

infrastructure. Should additional General Fund monies become available, an additional $236,000 is being requested to address the next

set of high priority maintenance tasks. A comprehensive inventory of radio infrastructure (towers, back up power, and vaults) and

equipment needs suggests that replacing the current items at the end of their useful lives would equate to an average annual

contribution of approximately $1.3 million. Therefore, a replacement fund for radio repairs and maintenance has been established for

the FY 07-08 budget. Efforts are underway to fully assess this need and develop an ongoing funding source to cover the cost of

replacing system components over a number of years.

• ISD and County of Sonoma Justice departments are discussing alternatives for delivering the Integrated Justice System in response to

the State of California Administrative Office of the Courts directive that will pull Courts information out of the existing integrated

77




system and move it to a statewide Courts-only system. Costs to accommodate the Courts’ directive are not included in the proposed

budget. Statewide roll-out of a Courts-only system has been delayed as it was taken out of production due to significant errors.

• The table below lists the different funds used to finance the cost of keeping pace with new technology and to replace systems and

equipment. The Desktop Modernization Plan (DMP), started during FY 00-01, designates that county departments contribute annually

to Replacement Funds A and B to assure timely replacement of desktop computers, applications servers, and computer infrastructure

such as network switches, routers, shared mail and data servers, and the IBM mainframe. In FY 07-08, 361 desktop PCs and laptops

and 7 application servers will be replaced. Accumulated Capital Outlay (ACO) funds are for special equipment within ISD’s divisions.

The Technology Investment Fund is used to implement ISD’s Strategic Plan for Technology. The recommended budget includes a

transfer of $1.2 million to fund projects approved by the Board of Supervisors, which include data integration and reports, Internet

services, Human Resources/Payroll system, and electronic document management. The goal is to improve the quality of information

available to taxpayers and county staff and to improve efficiency of county resources. Department staff will present a Technology

Investment-Strategic Plan progress report to the Board of Supervisor in the summer of 2007. Fluctuations in ACO fund balances are

due to the various cycles of accumulating revenues and completing expenditures for major projects.

Est. Beginning Balance 7/1/07 491,437 4,100,915 206,013 104,944 114,693 0 5,469,086

Plus: Revenues (contributions) 385,566 2,385,915 450,000 90,000 30,000 170,000 0

Plus: Revenues (interest) 21,879 174,289 9,168 4,670 5,104 0 243,37

Less: Ex

4

penditures (378,472) (3,238,692) (400,000) (190,122) (10,000) (170,000) (1,215,160)

Est. Ending Balance 6/30/08 520,410 3,422,427 265,181 9,492 139,797 0 4,497,300

Change in Fund Balance 28,973 (678,488) 59,168 (95,452) 25,104 0 (971,786)

Information Systems Accumulated Capital Outlay (ACO)/Replacement Funds

graphics Radio

Technology

Investment

Replacement

B Restricted

Replacement

A Unrestricted

Repro-

Telephone Records


The Board is requested to authorize all departmental and ISD computer equipment and software purchases (including purchases for the

DMP) and other essential contract services necessary for implementation of ISD’s Strategic Plan for Technology and for scheduled

maintenance and upgrades to Justice, Property Tax, Accounting, Purchasing, and other systems to be completed in a timely fashion. In

addition, specific early authorization is also recommended for the following projects, new positions, and assets:

Telephone

Voice over Internet Protocol project and voice mail replacement 400,000

Work Group Support

Systems server upgrades & network infrastructure modernization 200,000

Radio

Replace generators and base stations 170,000

Records

Electronic records management system software and hardware 119,670

Technical Services

Sonoma County Public Safety Consortium (SCPSC) server replacement, software upgrade, and

mobile computer replacement. If approved by SCPSC.

2,373,082



78





The Director of Information Systems concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Increase funding for public safety radio to accomplish the next set of high priority maintenance

projects.

236,000


Priority

Description

Net Cost

Amount

1 Increase funding for public safety radio to accomplish the next set of high priority maintenance

projects.

236,000



Technical Changes

Gross

Expenditures

Revenue and


Adjust for: Rebudgeted multi-year projects ($1,523,723); baseline

adjustments ($118,599); new projects ($84,932); ISD HRMS project

expenses financed by the Technology Investment Fund ($132,001); and

technical adjustments by user departments ($121,931).

1,981,186 1,981,186 0

Adjust for: Replacement A to balance amounts in and out of the funds

(-$523,411 Net); Replacement B to balance amounts in and out of the

funds ($50,656 Net); Transfer appropriations from the Technology

Investment Fund to HR, Risk, and ISD for the first phase of the HRMS

project ($488,603); Replacement A add for revenue new PCs in

Probation and DA ($4,433).

464,156 (492,769) 956,925

ISD Changes

Records - Rebudgeted Computer Improvements 189,052 0 189,052

Other Changes

Non Recurring

Computer Services - Adjust budget for Board approved projects in

user departments.

53,186 53,186 0

Increase funding for public safety radio to accomplish the next set of

high priority maintenance projects.

236,000 236,000 0

Radio Replacement Fund - Increase contribution from General Fund

for priority public safety radio infrastructure projects.

236,000 236,000 0

79

NON-DEPARTMENTAL Bob Deis, County Administrator

County of Sonoma Non-Departmental

FY 2007 – 2008 Budget Administrative Support & Fiscal Services


This budget includes appropriations for contingencies, employee benefits,

financial contributions to programs, and revenues not assigned to a specific

department, such as tax revenues and reserves. The five budget divisions are

summarized below.

The Employee Benefits budget consists of various employee benefits

including tuition reimbursement, employee development, pre-employment

and other medical expenses, employee recognition programs expense, administrative costs, and other memoranda of understanding

costs.

Budget at a Glance: Total Expenditures $36,096,458*

Total Staff 0

% Funded by Local Discretionary Funds 92.5 %

Other General Government includes appropriations for items not included in the departmental budgets. These items are judgment and

damage claims, litigation costs, contract services for multiple department use, evidentiary sexual assault examinations, and transfers to

other funds, such as the $7.3 million contribution to the Transportation and Public Works budget to fund road maintenance programs.

The 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, within the

five budget divisions. The major special funds include revenues and operating transfers related to the Courthouse Construction Fund,

Criminal Justice Construction Fund, and the Advertising Fund.

* Total expenditures in this budget differ from total funding uses data in the chart below because funding uses include the general fund support and/or contributions to county services and programs, which are represented as recommended net cost in the General Fund department budgets throughout the rest of this document.

Funding Uses County Services/Programs

Employee Benefits

Debt Service

Roads

Capital Investment

Other General Govt. Expense

Court/Criminal Construction

Funding SourcesTransient Occupancy Tax

Interest

Internal Reimbursements

Sales/Use Taxes

Property Taxes

Franchises, Dedicated Fines,Other Payments for Services

81




FY 06-07 FY 07-08 FY 06-07 FY 07-08


Employee Benefits - Gen Fund 4,412,809 4,722,626 7.0 4,412,809 4,722,626 7.0

Other General Govt - Gen Fund 29,090,513 26,661,014 (8.4) 16,369,396 13,675,991 (16.5)

Approp for Conting - Gen Fund 1,985,556 2,000,000 0.7 1,985,556 2,000,000 0.7

Non-Prop 4 Unalloc Rev - Gen Fund 0 0 0.0 (5,553,731) (5,616,283) (1.1)

Prop 4 Unalloc Rev - Gen Fund 0 0 0.0 (203,797,782) (215,421,443) (5.7)

Sub-Total General Fund 35,488,878 33,383,640 (5.9) (186,583,752) (200,639,109) (7.5)

Other Gen Govt (General Reserve) 0 0 N/A (2,000,000) 0 100.0

Sub-Total Other Gen Government 0 0 0.0 (2,000,000) 0 100.0

Other General Govt - Spec Rev 2,596,571 2,712,818 4.5 2,596,571 2,712,818 4.5

Non-Prop 4 Unalloc Rev - Spec Rev 0 0 0.0 (1,960,539) (2,113,000) (7.8)

Prop 4 Unalloc Rev - Spec Rev 0 0 0.0 (5,002,905) (5,406,216) (8.1)

Sub-Total Spec Revenue Funds 2,596,571 2,712,818 4.5 (4,366,873) (4,806,398) (10.1)

TOTAL FINANCIAL 38,085,449 36,096,458 (5.2) (192,950,625) (205,445,507) * (6.5)

Change Change

FINANCIAL SUMMARY


% %

*Negative net cost indicates funding available to support General Fund net cost in the remainder of the departmental budgets. See

further explanation below.

STAFFING SUMMARY

There is no staff allocated to this division.

SUMMARY OF KEY ELEMENTS

GENERAL FUND

Revenues

The FY 07-08 recommended unallocated general fund revenues from all funding sources increased by $11.7 million over the FY 06-07

adopted budget, mainly due to projected increases in property and sales tax collections. These sources, together with anticipated current

year-end fund balance, support the majority of discretionary spending in the county General Fund. Primary revenues are discussed

below.

• Property Taxes (recorded in Prop 4) totaling $173 million are based on an estimated 6.5% growth in the secured property tax.

Forecasted revenues are based on current real estate market conditions depicting a slow down of secured property values, which

results in a projected supplemental property tax revenue of $4.3 million, down from FY 06-07 actual of $11.4 million. If the market

continues to adjust down, budgeted revenues will need to be revised; and, as a consequence, discretionary county expenses may need

to be reduced. Unsecured tax revenue is expected to remain at $5 million.

• Sales Taxes (recorded in Prop 4) are expected to total $16 million, based on current year experience and a 4% projected growth.

• Total interest earnings (recorded in Prop 4, Non-Prop 4, and Other General Government) of $9 million are based on a 4.9% annual

average rate vs. the originally estimated 3.9% rate for FY 06-07.

82




• Documentary Transfer Tax (recorded in Prop 4) is budgeted at $3.3 million. Current real estate activity has rendered a 22% decline

from FY 05-06 levels. Therefore, forecasted revenues assume additional decline in the volume of recorded documents.

• Revenues and reimbursements from departments for support services (commonly referred to as A-87 costs and recorded in Non-Prop

4 and Other General Government) are budgeted at $9.4 million.

Contributions to Other Funds

Support provided by the above revenues generally takes the form of the net cost reported in each of the county General Fund

departments. Some direct funding contributions to other departments from the above revenues are recorded in Other General

Government and for FY 07-08 include:

• $8,059,500 for the Road Fund. This is comprised of baseline support of $7,318,200 and $741,300 in on-going and one-time National

Pollution Discharge Elimination System (NPDES) program assistance.

• $3.6 million for general government capital projects.

• $450,000 in appropriations financed by General Fund interest earnings for Board of Supervisors priorities, per the Board’s budget

policy direction.

• $881,000 to the Community Development Commission for on-going operations costs at the Russell Avenue and Samuel B. Jones

homeless shelters, administration and implementation of the Sonoma County Housing Element of the General Plan, and the

Continuum of Care program.

• As in the past, the General Fund Appropriations for Contingencies is set initially at $2 million. The recommended budget also includes

the county’s contribution to the Local Agency Formation Commission (LAFCO) of $130,000.

A recommendation for $500,000 is included to fund the county’s effort to update the Americans with Disabilities Act Transition Plan.

Other Expenditure Changes

The major reason for the overall expenditure decrease of $2.1 million is due to non-recurring general fund designations included in the

beginning of the FY 06-07 year, which recorded the contribution of $1.7 million to the Technology Investment Fund and $2 million to

general reserves. This is partially offset by $500,000 added to assist with updating the County’s Americans with Disabilities Act

Transition Plan and $1.6 million to fund staffing for the second of two new courts as a result of Sonoma County receiving two new

judgeships at the end of FY 06-07. At the time of this writing, the County has learned the start date for the first of these courts, a juvenile

court, but not the start date or type of cases to be heard at the second new court. Costs for these two new courts will be transferred to the

staffing departments (e.g. District Attorney, Public Defender, Sheriff, and Probation) as soon as we have the information to do so.

OTHER GENERAL FUND – GENERAL RESERVE

• The budget does not continue the $2 million one-time contribution made to the General Reserve in FY 06-07.

SPECIAL REVENUE FUNDS

• Other General Government – Special Revenue budget reflects recommended expenditures for Courthouse and Criminal Justice

Construction Funds. FY 07-08 includes $550,100 in debt service payments for Courts facilities and $2,162,700 in rebugeted transfers

to the capital projects budget.

• Non-Proposition 4 – Special Revenue reflects total estimates for both of the above construction funds. The recommended amount is

$152,400 more than FY 06-07, which is based upon current year. The beginning fund balance for the Courthouse Construction and

Criminal Justice Construction funds are expected to be $1.5 million and $4.6 million (respectively) as of July 1, 2007; and, based on

the current budget, are estimated to be $1.6 and $3.9 million (respectively) as of June 30, 2008.

• Proposition 4 – Special Revenue records receipt of transient occupancy tax (TOT) collections into the Advertising Fund, which are

projected at $5.4 million, showing an increase of $385,300 in collections based on the most recent information available and increased

interest earnings. Detail on Advertising Fund uses and appropriated expenditures is found elsewhere in this document.


None.

83






Technical Changes

Gross

Expenditures

Revenue and


Employee Benefits

Adjust salary and benefit appropriations associated with various

potential negotiated changes.

900,000 0 900,000

Other General Government

Rebudget for professional services for Southwest Santa Rosa

Annexation, ADA Transition Plan update, Tribal Development review,

and California Tiger Salamander Conservation Strategy

implementation, and Jail Alternatives Implementation Phase

($525,000); include appropriations to fund possible 1998 FEMA audit

finding of ineligible expenses ($404,394); transfer appropriations for

additional staff for second Juvenile Court to departmental budgets

($1,360,703); recognize annual transfer to Spud Point Marina fund for

State loan payment costs ($382,456); recognize increased funds needed

in Hospital Closeout for professional and legal services regarding Sutter

Hospital agreement ($215,451); recognize released supplemental

Property Tax Administration designations to finance megabyte system

improvements ($99,000).

166,598 99,000 67,598

Proposition 4

Adjustment to anticipated property tax revenue base on FY 07-08

Assessment Roll report net of Redevelopment Areas ($2,082,328) and

adjustments to interest earnings to reflect more recent projections

($1,044,438).

0 3,126,766 (3,126,766)

Securitization/Endowment Fund

Rebudget transfer of Tobacco Endowment revenues to WMCH Phase

III Project.

7,195,400 0 7,195,400

ISD Changes


Employee Benefits - Rebudgeted Computer Improvements 27,150 0 27,150

Other Changes

Non Recurring

Other General Government - Provide funding for additional capital

projects and public safety radio infrastructure replacement.

610,000 0 610,000

Appropriations for Contingencies - Reduce appropriations to balance

for additional items approved by the Board.

(27,028) 0 (27,028)

84

AUDITOR-CONTROLLER/TREASURER-TAX COLLECTOR Rod Dole, Auditor-Controller/Treasurer-Tax Collector

County of Sonoma Auditor-Controller/Treasurer-Tax Collector



Total Staff 107.75


MISSION STATEMENT

The Mission of the Auditor-Controller/Treasurer-Tax Collector is to

provide reliable and relevant financial information and quality financial

services in an efficient, ethical, and effective manner to the citizens of

Sonoma County, while promoting fiscal responsibility and accountability. DEPARTMENTAL DESCRIPTION

The Auditor-Controller/Treasurer-Tax Collector department was established by the Board of Supervisors in 2006, as a result of

consolidating the elected office of the Auditor-Controller with the elected office of the Treasurer-Tax Collector. The following is a

summary of the various functions of the department under the direction of the Auditor-Controller/Treasurer-Tax Collector.

The Auditor-Controller is the chief financial officer of the county and exercises general supervision over the accounting of all

organizations under the control of the Board of Supervisors, and all districts whose funds are kept in the County Treasury. The Auditor-

Controller provides various levels of accounting services to county departments and local government agencies and is responsible for the

preparation of financial statements; receipt and disbursement of county funds; compilation of the county's budgets; payroll processing;

and financial audits.

The Treasurer is responsible for the safekeeping and investment of funds for the county, school districts, and other local agencies. The

Revenue and Debt Division of the Treasurer is responsible for the administration of the county’s deferred compensation program; the

collection of delinquent payments for other county departments; collection and disbursement of assessments for the Sonoma County

Tourism Business Improvement Area; collection of unincorporated area Transient Occupancy Taxes; collections of parking fines for

many governmental agencies; and the management and facilitation of county issued debt and bonds.

The Tax Collector-Auditor is responsible for the collection and distribution of all property taxes for school districts, special districts,

cities, redevelopment agencies, and the county government. The Property Tax Division of the Tax Collector-Auditor also performs

billing and collection of 1915 Act special assessment bond debt. Special assessment bonds are used to fund infrastructure improvements

such as streets, water distribution systems, sewer lines, and other improvements. Debt service for Special Assessment bonds experiences

normal annual fluctuation as new districts issue bonds and older districts mature, which can result in substantial year-to-year variances

shown in the Use of Fund Balance section of the Financial Summary on page 2.

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 based on extra help usage. The

Auditor-Controller administers the program with assistance from the Human Resources Department.

Funding Sources


Special Assessment Charges

Unemp-ISF/Other Revenues

Internal County Reimbursements

County General Fund

Funding Uses General Accounting

Fiscal Services

Audit Services

Payroll Services

Tax Collection/Accounting

Treasury

Revenue & Debt

Spec. Assessments-Debt Svc.

Unemployment-ISF

85




FY 07-08 Objectives

• In collaboration with the General Services Department, and

in conjunction with the county-wide strategy for property

and facilities, develop office remodeling options and

financing strategies that will allow further service and

security improvements that can be gained from the

department consolidation.

• Increase use of electronic reporting and document imaging as

an alternative to over 200,000 paper- generated reports,

records, and documents.

• Install and implement version 5.2 of Timesaver to

accommodate comprehensive flexible work schedules.

• Complete planning and participation in the Human

Resources/Payroll system selection and implementation

planning.

• Update websites to provide more property tax information to

taxpayers, property tax related businesses, the general public,

and local taxing agencies.

• Develop and implement a countywide debt issuance and

management policy.

• Develop a training seminar for audit clients to further

educate them on internal controls, fraud risk, and

recommended accounting practices to reduce audit time and

costs.


• Successfully consolidated the offices of the Auditor-

Controller and Treasurer-Tax Collector to the new

Auditor-Controller/Treasurer-Tax Collector department.

• Financed $6.2 million of the Sonoma County

Agricultural Preservation and Open Space District

purchase of the Saddle/Bear Mountain property.

• Consolidated the staff and activities related to the

preparation, collection, and distribution of property

taxes under the direction of the Assistant Tax Collector-

Auditor.

• Completed roll out of the Timesaver system for 5,170

employees within 31 departments and agencies.

• Added the Redwood Empire Dispatch Communications

Authority (REDCOM) as a new audit client and

expanded services to the Sonoma County Agricultural

Preservation Open Space District, Information Systems,

Probation, and Animal Care & Control.

• Developed the first ever electronic version of the

Sonoma County Final Budget and made the document

available via county internet and intranet sites.

• Implemented laser-printed warrants and Positive Pay

projects for county departments, school district, and

special district warrants to enhance anti-fraud security.


FY 07-08

Budget Division/Fund

ACTTC-Gen Fund 17,669,370 18,676,053 5.7 10,437,053 10,878,911 4.2

Debt Service-Spec Assessments 4,305,348 4,172,937 (3.1) 29,359 (72,950) (348.5)

Unemployment Ins-ISF 608,000 558,000 (8.2) 278,000 253,000 (9.0)

TOTAL FINANCIAL 22,582,718 23,406,990 3.7 10,744,412 11,058,961 2.9

%

FINANCIAL SUMMARY

Change

FY 06-07

Adopted Recommended

FY 06-07

Adopted

FY 07-08

Recommended

%

Change

Staffing Change

Permanent Positions 106.75 107.75 1.00 0.9

STAFFING SUMMARY

FTEFY 06-07

Adopted

FY 07-08 %

ChangeRecommended

86




FY 05-06 FY 06-07 FY 07-08

Workload Indicators Actual Estimated

Auditor-Controller

Payroll Warrants 118,720 118,720 119,000

Accounting Transactions 211,643 216,900 221,300

Financial Statements/Reports 1,056 1,126 1,126

Audits 154 152 152

Treasurer

Deposits/Warrants Processed 466,475 335,297 375,000

Deferred Comp Accounts 8,000 7,569 7,650

Revenue-Estimated Cash

Collections for Other Depts 3,207,448 3,753,814 4,000,000

Parking Citation Billings 19,249 17,887 18,500

Tax Collection

Secured Tax Bills 171,204 175,087 177,000

Unsecured Tax Bills 21,610 21,682 22,000

Supplemental Tax Bills 27,133 31,006 25,000

Tax Bill Assessments 633,419 617,894 633,198

WORKLOAD SUMMARY

Recommended


• After successfully consolidating the staff and functions of the Auditor-Controller and Treasurer-Tax Collector (ACTTC) during FY

06-07, the new consolidated department will continue to work on improvements toward streamlined customer services to the public,

county departments, and agencies; to provide one-stop fiscal services; and to enhance the security of the County Treasury. These

initiatives will likely require remodeling the current office. The ACTTC will work with the County Administrator’s office and the

County Architect on remodeling options and financing alternatives to support the costs of a remodel project in the future.

• The ACTTC will continue the document imaging project into FY 07-08. This project converts recent and historic paper documents

into electronic files that can be accessed on-line by county departments, agencies, and the public. It is estimated that over 200,000

documents will be converted. The system decreases the amount of time that staff spends manually accessing, retrieving, or filing

documents and reduces the space required to store paper documents.

• The department has been engaged in two major payroll technology improvement projects, the implementation of the Timesaver time

entry system, and planning for an integrated Human Resources/Payroll system. The proposed budget includes the addition of two

limited term positions (1.0 Department Analyst and 1.0 Auditor Payroll Technician – Confidential, effective 7/1/07 through FY 11-12)

to work on these projects. In FY 07-08, the positions will initially concentrate on the installation and implementation of the

enhancements to the Timesaver system. Upon completion of the Timesaver component, the focus will shift to the Human

Resources/Payroll system. The Timesaver component is funded by the General Fund, while the Human Resources/Payroll system will

be funded by Technology Funds. With the addition of these two positions, and the deletion of the Treasurer-Tax Collector position

due to the consolidation, the department will net one additional position in FY 07-08.

• The ACTTC provides audit, accounting, and revenue collection services to many agencies. These services provide agencies with a

cost-effective alternative to maintaining their own in-house accounting staff and allow agencies to focus on their core mission. In FY

07-08, the ACTTC will be conducting client evaluations to explore opportunities to provide new or expanded services to clients.

87




• The ACTTC will be working with local banks to add debit card payments as an option for payment of property tax bills. Acceptance

of debit card payments will provide taxpayers with an attractive alternative to paying property taxes by check, cash, or credit cards.

Debit card payments offer convenience to taxpayers with transaction fees that are considerably lower than credit card fees. The

immediate deposit of debit card payments into the county’s bank accounts will also enhance Treasury cash security and interest

earnings.


None.


A 10% reduction plan for the department totaling $710,100 is on file with the County Administrator’s office.


The Auditor-Controller/Treasurer-Tax Collector concurs with the recommended budget.


None.



Technical Changes

Gross

Expenditures

Revenue and


ISD Changes


Auditor 27,805 0 27,805

Treasury 4,560 0 4,560

Tax Collector 38,536 0 38,536

Baseline Adjustment

Auditor - EZ FAMIS Licensing 12,000 0 12,000

Treasury 4,675 0 4,675

Tax Collector 59,450 0 59,450

88

COUNTY CLERK-RECORDER-ASSESSOR Janice Atkinson, Clerk-Recorder-Assessor

County of Sonoma County Clerk-Recorder-Assessor



Total Staff 120


MISSION STATEMENT

Fulfill the legally and locally mandated functions of the County Clerk-Recorder-Assessor in an accurate, timely, professional, and courteous manner.


The Board of Supervisors established the County Clerk-Recorder-Assessor department in 2001 by consolidating the elected offices of

County Clerk/Public Administrator, Recorder, and Assessor. Effective January 8, 2007, the office and the duties of the Public

Administrator were transferred to the Human Services Department and the duties of the Clerk of the Board were transferred to the

County Administrator’s Office.

The County Clerk is responsible for issuing marriage licenses, performing marriage ceremonies, filing and maintaining fictitious

business name statements and notary bonds, and processing passports and environmental documents. This division is also responsible for

filing Conflict of Interest Statements for statutory filers and issuing certificates of birth, death, and marriage.

The Registrar of Voters is responsible for conducting all elections in Sonoma County (federal, state, county, city, school, and special

district) and administration of all other election functions.

The Recorder Division is responsible for recording and maintaining public documents associated with land transactions, including deeds,

liens, and maps in addition to documents associated with vital statistics including births, deaths, and marriages.

The Assessor Division is responsible, under state law, for the identification of all taxable property and the valuation/appraisal of all real

and personal property in Sonoma County for property taxation purposes.

Funding SourcesCounty General Fund


GF Recorder Revenues

Interest

State Reimbursements

Internal Reimb.

Fund Balance

Funding Uses

County Clerk

Registrar of Voters

Assessor

Recorder

89





• Incorporated equipment deployment and precinct officer

training to comply with Help America Vote Act

(HAVA) into the Registrar of Voters’ standard

procedures.

• Conducted the Gubernatorial General Election with the

third highest voter turnout (as a percent of registered

voters) in the State of California and administered a total

of five elections.

• Completed restoration and digital imaging of records

dating from the 1880’s to allow intergovernmental and

public access.

• Settled 5 years of outstanding litigation with a major

geothermal taxpayer.

• In collaboration with Permit & Resource Management

Department and County Counsel, implemented the Mills

Act for Historical properties in unincorporated Sonoma

County. The act allows property owners to receive a

reduction in property taxes in exchange for the owner’s

commitment to specific repair, restoration, and/or

rehabilitation improvement, with the goal to preserve

county’s historical resources.

FY 07-08 Objectives

• Establish absentee ballot mail drop off locations throughout

the county the weekend before the statewide elections to

encourage absentee voting and increase the percentage of

absentee ballots counted on election day.

• Implement new law requiring absentee ballots to be tabulated

by precinct, and continue to review and improve poll worker

training.

• Install barcode labels on official paper used for certified

documents of vital records to electronically reconcile usage

against the Recorder’s system data.

• Complete installation and training for upgrade to Clerks

Automated Tracking System (CATS) for marriage license

issuance and registration, allowing customers to file marriage

license applications on-line from home.

• Implement improvements to the Assessor’s Megabyte

information system including the electronic data transfer of

building permits module, the parcel-tracking module, and

test the base year tracking module. The goal is to achieve a

more timely update of public property records.

Total Expenditures

FY 06-07 FY 07-08 % FY 06-07 FY 07-08 %


County Clerk/General Fund 8,245,840 4,718,243 (42.8) * 2,845,085 2,516,957 (11.5) **Assessor/General Fund 9,612,603 9,536,113 (0.8) 8,071,262 8,408,085 4.2Recorder/General Fund 1,718,885 1,624,163 (5.5) (439,124) (174,728) 60.2

Sub-Total General Fund 19,577,328 15,878,519 (18.9) 10,477,223 10,750,314 2.6

Assessor/Special Funds 385,958 174,885 (54.7) 296,457 84,139 (71.6)Recorder/Special Funds 1,376,427 1,089,943 (20.8) (147,899) (348,998) (136.0)

Sub-Total Special Funds 1,762,385 1,264,828 (28.2) 148,558 (264,859) (278.3)

TOTAL FINANCIAL 21,339,713 17,143,347 (19.7) 10,625,781 10,485,455 (1.3)

FINANCIAL SUMMARY


* Reflects completion of HAVA implementation in FY 06-07 and transfer of Clerk of the Board responsibilities to the County

Administrator's Office.

** Net cost reduction associated with transfer of positions to the Board of Supervisors/County Administrator's Office budget ($2.3 million),

partially offset by two county funded elections vs. one in FY 06-07 ($600,000), and one-time HAVA reimbursements ($1.4 million) included

in FY 06-07.

90




FY 06-07 FY 07-08 FTE

Permanent Positions Adopted Recommended Change

County Clerk 37.79 21.00 (16.79) *** (44.4)Administration/Assessor 82.00 82.00 0.00 0.0Recorder 17.00 17.00 0.00 0.0

Total Permanent Positions 136.79 120.00 (16.79) (12.3)

%

Change

STAFFING SUMMARY

*** Clerk of the Board transfer to CAO as of January 8, 2007.

Workload Indicators Actual

County Clerk

Vital Statistics Copies 21,711 20,800 20,850

Marriage Licenses 2,816 2,910 2,935

Fictitious Name Filings 5,219 5,100 5,150

Passports 1,340 1,500 1,500

Notary Bonds 849 825 850

Marriages Performed 744 750 750

Registrar of Voters

Registered Voters 238,620 240,000 250,000

Scheduled Elections 6 5 3

Ballot Types 208 114 216

Absentee Ballots Issued 302,934 194,165 305,000

Polling Places (set-up task) 560 350 850 *

Ballots Processed 900,000 900,000 1,300,000 *

Assessor

Title Transfers Processed 39,541 32,000 32,000

New Lots/Parcels 3,100 2,510 2,600

Permits Processed 13,730 13,420 13,500

Total Secured Parcels 181,380 182,000 183,000

Unsecured Assessments 33,736 33,800 33,900

Recorder

Recordings 210,316 170,712 180,000

Filmed Images 971,513 786,982 820,000

Vital Statistics Filings 12,388 12,500 12,500

Number of Pages Copied 56,963 54,367 68,800

Deeds Recorded 31,160 26,600 * 26,500

* Reflects slowed down of the real estate market

* Increase is due to new February 2008 presidential primary election

Estimated Recommended

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08


• Because of the state’s continued suspension of the Property Tax Administration Program (PTAP), the Board of Supervisors approved

one-time funding of up $1.1 million in General Fund support for 13.0 of the 16.6 FTE positions previously allocated to the PTAP

Special Revenue Fund. In addition, the estimated remaining balance in the PTAP fund will also be used to fund the costs of these

positions. Pending Assembly Bill 83 was introduced to establish a successor funding program. As part of the one-time general fund

91




designation, the Board directed staff to: (1) work towards amending proposed bill language so that expenditure authority will not rest

solely with the Assessor, but instead be vested in the Board of Supervisors and will not include an onerous MOE requirement; and (2)

complete an independent benchmark and cost-benefit analysis to identify potential efficiencies in the Assessor’s processes, in case a

funding program is not approved for future years. It is uncertain at this time if this legislation will pass; however, if it does, it will

become effective January 1, 2008. As of this writing, funds for the AB 83 program have not been included in the Governor’s FY

07-08 proposed budget.

• The decline in real estate market transactions and activity has significantly impacted departmental and general fund revenues,

particularly property tax growth. Revenues in the Recorder Division generated by document recording fees have declined by

approximately 20% from last fiscal year. As a result some expenses have been reduced in anticipation of the lower recording volume.

• Over a two-year cycle, there are seven established election dates for which jurisdictions may schedule special elections. While there

was only one scheduled election budgeted in FY 06-07, the November Gubernatorial General Election, FY 07-08 budget reflects three

scheduled elections – the November 2007 Uniform District Election (UDEL), the February 2008 Presidential Primary Election

(established by state law in March 2007), and the June 2008 Direct Primary Election. Initiative, referendum, and recall elections are

not limited to established election dates, nor are Mello-Roos elections, school bond elections, special elections called by the Governor,

or elections conducted solely by mailed ballot. 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. Counties are to be fully reimbursed in an expeditious manner for the cost of the new

February Primary. Consequently, the recommended budget includes the corresponding expenditure and reimbursement changes.

• Ongoing costs for the accessible voting system required by the Federal Help America Vote Act (HAVA) will now be borne by the

county. State-county contracts for one-time-only grant funds to implement HAVA requirements will end as of June 2007. Additional

costs and reimbursements (when applicable) associated with warehousing, transportation, and training for the anticipated elections are

included in the recommended budget.

• Except for the Property Tax Administration Fund, the following table lists funds set aside by statute to replace, improve, and

modernize critical systems needed to meet the county’s obligation to record and maintain public documents and to assess property for

taxation purposes. The use of Recorder Micrographics is primarily due to anticipated equipment purchases and the revenue decline

from lower volume documents recorded.

FY 07-08 SPECIAL FUND SUMMARY

Recorder Recorder Property Property Tax

Item Modernization Micrographics Improvement Characteristics Administration

Est. Beginning Balance 7/2007 6,264,339 840,551 309,961 354,612 139,628

Plus: Revenues/Reimbursements 1,135,474 208,330 54,789 87,476 3,270

Less: Expenditures (755,000) (262,149) (32,446) (34,885) (140,000)

Estimated Ending Balance 6/2008 6,644,813 786,732 332,304 407,203 2,898

Surplus/(Deficit) for Fiscal Year 380,474 (53,819) 22,343 52,591 (136,730)

Vital Records


None.




The Clerk-Recorder-Assessor concurs with the recommended budget.


None.

92






Technical Changes

Gross

Expenditures

Revenue and


ISD Changes


Assessor 35,717 0 35,717

Assessor - Property Tax Administration 88,984 0 88,984

Clerk - Recorder Modernization 39,765 0 39,765

Clerk - Recorder VRIP 54,444 0 54,444

Clerk - Registrar of Voters 4,621 0 4,621


Assessor 18,590 0 18,590

93

JUSTICE SERVICES


37%


6%

Health & Human

Services23%

Capital Projects

3%

Administrative Support &

Fiscal Services14%

Justice

Services

17%


Court Support & Grand Jury 10,934,375 4,050,161 6,884,214 Probation 44,856,326 14,573,458 30,282,868 District Attorney 20,149,510 7,476,533 12,672,977 Public Defender 9,069,164 283,102 8,786,062 Sheriff 131,217,792 60,494,846 70,722,946

95

COURT SUPPORT AND GRAND JURY

Bob Deis, County Administrator

County of Sonoma Court Support and Grand Jury

FY 2007 - 2008 Budget Justice Services

DEPARTMENTAL DESCRIPTION Budget at a Glance: Total Expenditures $10,934,375

Total Staff 0


Effective January 1, 1998, the Lockyer-Isenberg Trial Court Funding Act of

1997 (AB 233) transferred funding responsibility for the costs of trial court

“operations” (as defined by California Rules of Court, Rule 810), from the

county to the state. The Court Support Services budget provides for various

court-related expenses, which do not fall under the provisions of Rule 810,

and for which the county is financially responsible.

Court Support Services

The county is required to pay the state an annual Maintenance of Effort (MOE) payment as its share of financing trial court operation

costs. The state MOE payment was adjusted to include three court facility leases transferred to the state in January 2007, and is

estimated to be $8,020,709 in FY 07-08. The county General Fund receives various percentages of certain court fines and fees, which are

revenue to this budget.

Court Support Services includes two General Fund budget sections: Court Support Operations and Alternate Indigent Defense, and a

special revenue fund: the Alternate Dispute Resolution Special Revenue Fund.

The Court Support Operations section includes all revenues received by the county under Trial Court Funding. This section also includes

the cost of certain limited benefits, primarily health care provided to judges based on the county’s MOE agreement with the state, and

the county MOE payments to the state. The Auditor-Controller manages this budget unit.

The Alternate Public Defense section was established to account for all costs associated with indigent defense when the Public Defender

is unable to provide representation. The expenditures include both contract conflict counsel, and court appointed attorneys and

associated costs. County Counsel manages this budget unit.

The Alternate Dispute Resolution Special Revenue Fund is a depository for filing fees, from which expenditures are made for

Alternative Dispute Resolution services, which provide alternatives to court proceedings. In 1986 the state legislature gave counties the

authority, under the Dispute Resolutions Program Act, to add up to $8.00 to the total fees for the filing of the first paper or petition in

specified government code sections. The Sonoma County Superior Court manages this budget unit.

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 prepares an annual report of their findings

to the Presiding Judge of the Superior Court. The costs of the Grand Jury, as allowed pursuant to the penal code, are charged to the

county General Fund budget.

Funding Sources

County General Fund

Charges for services

Fines and Fees/ Interest

Funding Uses Grand Jury

Alt Dispute Resolution/FundBalance Contribution

Maintenance of Effort

Alternate Public Defense

Judicial Benefits

97






FY 06-07 FY 07-08 FY 06-07 FY 07-08


General FundCourt Support Services 11,244,898 10,754,856 (4.4) 7,556,980 6,798,545 (10.0)Grand Jury 92,186 95,536 3.6 92,186 95,536 3.6

Sub-Total General Fund 11,337,084 10,850,392 (4.3) 7,649,166 6,894,081 (9.9)

Special FundsAlternate Dispute Resolution 73,880 83,983 13.7 (16,620) (9,867) 40.6

Sub-Total Special Funds 73,880 83,983 13.7 (16,620) (9,867) 40.6

TOTAL FINANCIAL 11,410,964 10,934,375 (4.2) 7,632,546 6,884,214 (9.8)

%

Change

FINANCIAL SUMMARY

%

Change

STAFFING SUMMARY

No staff is allocated to this budget.


COURT SUPPORT SERVICES DIVISION

Overview

• The total General Fund net cost for the Court Support and Grand Jury budgets decreased 9.9% or $755,000 primarily as a result of

increases in the collection of fines and fees, and a decrease in the cost of alternate defense services. These two issue are more fully

described below.

Court Support Operations

• Total revenues increased $413,000 in FY 07-08, primarily resulting from increased collections in traffic violator school, and criminal

and vehicle code fees.

• The budget assumes the continuation of the “undesignated fee” payment to the state. This payment was initiated by the state in FY 03-

04 in collaboration with California State Association of Counties (CSAC), for a period of two years, as a temporary solution to

determining the correct allocation of undesignated revenue. Subsequently, AB 139 was passed and requires that counties contribute

toward stepped-down obligations between FY 05-06 and FY 08-09. The statewide obligation is $10 million in FY 07-08 and $5

million in FY 08-09. The county’s share for FY 07-08 is $82,000, a reduction of $41,000 from the FY 06-07 obligation.

• The budget reflects county payment of judicial benefits for the 15 Superior Court judicial positions that existed at the time of trial

court funding transfer, and pursuant to an “MOE offset agreement,” previously executed by the state.

• In January, the county transferred responsibility of three (3) leased court facilities, the Coddingtown Court Annex, Empire Court

Annex, and Family Court Services Center, to the California Judicial Council, as defined by SB 1732 (Escutia and Alquist). The

transfer is "revenue neutral" to the state and counties. The county shall provide funding for facilities operation and maintenance costs,

based on historic funding patterns, through the MOE county facilities payment to the state. The increased MOE payment of $419,000

included in this budget unit is associated with these lease transfers.

98





Alternate Public Defense

• Alternate defense services are provided, for the most part, under one master contract originally negotiated in October of 2005. The

budget assumes that a contract for defense services will be negotiated for FY 07-08 with the existing contractor, which is expected to

cover most new conflict cases. A very small number of cases are expected to fall outside of this contract because of special

circumstances.

• Funding is included for costs associated with cases assigned to private counsel who were not under county contracts prior to October

2005. Claims submitted for these cases have declined from FY 05-06 to FY 06-07 and are expected to be reduced by another 35% in

FY 07-08. Open cases should conclude by the end of the fiscal year.

• The cost of an extraordinary homicide trial is not covered under the contract, and the budget does not anticipate such a trial. If a need

for additional funding for major homicide trials should arise, the affected departments would return to the Board of Supervisors to

address funding-related issues.


None.


All costs remaining in this budget are either subject to orders and actions of the Superior Court, or statutorily or constitutionally

required. No reduction plan is submitted.


None.


None.


Adopted as proposed.

99

PROBATION

Robert M. Ochs, Chief Probation Officer

County of Sonoma Probation



Total Staff 296.10


MISSION STATEMENT

The Sonoma County Probation Department is committed to providing the

criminal justice system with professional services. Our dedicated staff will

protect our diverse community, support crime victims and their rights, and

provide justice though accountability and rehabilitation of offenders.


The Probation Department is an integral part of the Sonoma County justice system serving both Sonoma County and the Superior Court

of California. The department is charged with the responsibility of community protection and offender rehabilitation. This is

accomplished through the provision of information to the court, specifically investigative reports on defendants’ background, criminal

history and current charges, and recommendations for sentencing. In addition, the department helps to provide structure to probationer’s

lives and guidance on issues such as mental health, substance abuse and domestic violence problems. Officers provide intensive

community supervision, and referral to appropriate therapeutic services. Receiving a sentence of probation is a privilege for an offender

and may require conditions that include serving time in jail or a juvenile institution, mandatory participation in treatment, restitution to

crime victims, abstention from alcohol and drugs, payment of fines, and completing community service work. Failure to comply with

these conditions results in the offender’s removal from probation status and the imposition of additional penalties, including further

incarceration in jail or state prison.

The Probation Department consists of two major divisions: Probation Services and Juvenile Institutions. The Probation Services

Division includes six budget sections: Administration, Adult and Juvenile Probation Divisions, Jail Services, Juvenile Grants and

Juvenile Justice Crime Prevention Act (JJCPA) (which is dedicated to strengthening families by promoting juvenile accountability

through the use of community based resources). The Juvenile Institutions Division includes the three juvenile detention/commitment

facilities: Juvenile Hall, Sierra Youth Center, and Probation Camp. Additionally, the Juvenile Institution Division includes the

Supervised Adult Crew Program (SAC), a program that allows offenders to participate in work crews doing landscaping, and/or major

maintenance and construction projects for government and non profit agencies. This permits offenders to live at home and maintain

employment while completing their court ordered obligation, or allows them to complete community service while serving time in the

North County Detention Center.

Funding SourcesFines, Fees & Interest

State Funding

Federal Funding

General Fund


Supervised Adult Crews/Camp Prjcts

Funding Uses Administration

Adult Investigations

Adult Supervision

Juvenile Hall

Juvenile Intake & Investigations

Sierra Youth Cntr & Probation Camp

Juv Supervision, Placement & Prgms

Supervised Adult Crew-Camp Projects

101

PROBATION





• Successfully completed first year of occupancy in the

new Juvenile Hall while managing the challenges of a

higher than anticipated population.

• Updated, and placed on a local network, Juvenile Hall

Policies and Procedures making staff reference possible

from every computer terminal in the facility, and

allowing for real-time updates and revisions.

• In collaboration with Community Based Organizations

(CBOs), implemented new JJCPA programs enhancing

substance abuse treatment, gang intervention efforts, and

outreach to middle school, at-risk youth in outlying

areas of the County.

• In coordination with Sonoma County’s Mental Health

Department and local CBOs, successfully applied for

two juvenile grants: Mentally Ill Offender Crime

Reduction Grant (MIOCR), and the Title II Grant

described in the Summary of Key Issues in this

document. The Sonoma County Probation Department is

one of only three probation departments in California to

receive both grants.

• Completed transition of the Sierra Youth Center to an all

girls program with a gender-responsive curriculum.

• Worked with the Superior Court to modify and improve

efficiency of some adult pre-sentence reports, which

provide the court with information necessary to impose

a just and legal sentence.

• Further developed programming for the Probation Camp

that teaches marketable skills, and provides connections

with local employers, and mentoring. These programs

provide additional avenues for post-camp employment,

and support a healthy return to the community.

• Continued the development of caseload management

systems and developed and implemented mobile

versions of Adult and Juvenile Case Management

Systems to improve Probation Officers’ ability to safely

manage and supervise probationers while in the field.

• Transferred responsibility for the collection of fines,

fees, and victim restitution payments to the Central

Collection division of the Treasurer-Tax Collector to

improve timeliness, oversight, and amount of

collections.

FY 07-08 Objectives

• Continue early, promising efforts to form a citizens’

committee to support and advise the Sierra Youth Center

on community employment trends and to develop

community support.

• Select and train staff, and implement newly developed

programs funded by the two new grants, MIOCR and

Title II.

• Evaluate detention alternative programs for minors, with

the goal of enhancing quality and quantity of available

options for youth in the criminal justice system.

• Continue participation in the county’s analysis of Jail

Alternative programs to positively impact adult case

flow in the criminal justice system, and to evaluate

detention alternative services.

• Train staff in adult and juvenile probation, and

implement proven risk and needs assessment tools.

These tools allow for improved assessment of how best

to treat and supervise individual offenders, what risks

each represents, how best to allocate department

resources, and improved tracking of offenders through

the criminal justice system.

• In anticipation of the new criminal and juvenile courts,

employ and train one Court Officer, as well as staff for

report preparation duties.

• Work with Sonoma County Human Resources and

Information Services Departments to develop and

implement more effective marketing, recruitment, and

intern outreach strategies to meet the challenge of loss of

veteran staff due to numerous retirements. These

strategies include a more sophisticated department web-

site, improved written material with broader

disbursement, enhanced job-fair involvement, and a

more efficient background and hiring process.

• Examine additional avenues to prepare and develop staff

to assume positions of leadership in the coming years.

• Create a mentoring program for Probation Camp

graduates in aftercare, and reassess the camp’s product

line to broaden sales.

• Improve data reporting and analysis to yield

performance and outcome measures that allow ongoing

program evaluation and improvements.

102

PROBATION






Probation Services-Gen Fund 17,660,393 19,414,461 9.9 13,283,692 13,743,298 3.5

Institutions-Gen Fund 19,329,449 20,227,773 4.6 14,595,683 15,307,487 4.9

Sub-total General Fund 36,989,842 39,642,234 7.2 27,879,375 29,050,785 4.2

JJCPA 06/07 - 07/08 1,427,863 1,574,777 10.3 0 0 0.0

Camp/SAC 2,074,600 2,187,600 5.4 0 0 0.0

Sub-Total Special Funds 3,502,463 3,762,377 7.4 0 0 0.0

TOTAL FINANCIAL 40,492,305 43,404,611 7.2 27,879,375 29,050,785 4.2

Recommended

%

Change

FINANCIAL SUMMARY

%

Change

FY 06-07

Adopted

FY 07-08

Recommended Adopted

FY 06-07 FY 07-08

Staffing Adopted Recommended

Probation Services 150.35 151.35 1.00 0.7Institutions 143.75 144.75 1.00 0.7

TOTAL POSITIONS 294.10 * 296.10 2.00 0.7

*Adopted includes 7.25FTE added mid year FY 06-07.

%Change

STAFFING SUMMARY

FTEChange

FY 06-07 FY 07-08

FY 05-06


Probation Services

Investigations & Reports 10,342 11,517 12,680

Supervision Cases 6,512 6,607 6,989

Institutions

Juvenile Hall

Average Daily Population 88 95 100

Average Length of Stay (Days) 18 20 20

Camp & Sierra Youth Center

Average Daily Population 38 38 37

Average Length of Stay (Days) 237 242 240

Supervised Adult Crews

Days Worked 16,628 14,730 16,000

Jail Days Saved 8,192 8,694 * 8,500

WORKLOAD SUMMARY

FY 06-07 FY 07-08

*Estimates for jail days saved are higher in FY 06-07 based on the program participants. Work

furlough clients provide services in lieu of time served in jail and as such represent jail days

savings. Workcrews made up of NCDF inmates do not save jail days. Workcrews made of furlow

clients provided more services in FY 06-07 than did inmate crews.

103

PROBATION





Staffing

• Staff turnover and loss of institutional knowledge continue to be significant issues throughout the Probation Department. Key

management personnel have retired in the last several years in addition to normal turnover. Several additional retirements are

anticipated in FY 07-08. Many of the positions vacated by retirements are filled internally through promotions, which results in more

vacated positions throughout the organization and the need for additional recruitments to fill those vacated positions. This steady pace

of recruitment activity has led to a need to improve the department’s recruitment process. In coordination with the County Human

Resources and Information Services departments, Probation is working to enhance its marketing and recruitment efforts through

improved web-site information, more broadly disseminated and improved written material, and a more efficient background screening

process. Continued focus on training, especially with the number of newly hired staff, remains critical.

• Managing the expanding population of the Juvenile Hall, with proper attention to safety and security, is an ongoing challenge for the

Probation Department and partners who provide services. There is a significant need to review and improve alternatives to detention.

The department has been working internally and with the Juvenile Court to relieve the population pressures in the Juvenile Hall, and

to ensure minors face the least restrictive alternatives while assuring public safety. In addition to a greater population in the Juvenile

Hall, more detained youth are gang-oriented and acting out, and more minors are in need of medical, psychiatric, and/or substance

abuse services. The Probation Department has been working in collaboration with Health Services to adequately respond to these

changing needs.

• The budget reflects two new positions and a position upgrade within budget target. One position, a 1.0 Juvenile Correctional

Counselor II ($72,109), allocated to the Juvenile Hall, is recommended with an effective date of September 1, 2007. The position will

allow for a change in scheduled hours per shift and creates modest shift overlap. Communication among work teams and supervision

were impeded by the current schedule. The department is working with Human Resources and the Sonoma County Law Enforcement

Association to implement the schedule change. Shift bids are done once a year, in June, with a September implementation. The early

authorization would allow the department to adjust the schedule in time for a September shift change implementation.

The second position being added is a 1.0 Department Information Systems Specialist (DISS) II position ($83,565), which will provide

departmental efficiency and expertise in new technology systems. The department currently has one Department Information Systems

Coordinator (DISC) position, which is unable to keep up with the increasing need for automation and data collection requirements to

provide reporting and outcome based information. Due to the volume and complexity of Probation systems and the number of users of

those systems, the current DISC devotes most of his time to system support with little or no time for new system analysis and

development.

The budget also recommends the elimination of the DISC position replaced by a Department Information System Manager at an

increased cost of $8,625. The higher level position will provide for improved systems development and analysis, and allow for direct

supervision of the new DISS position.

• The Probation Department will also be impacted by the two new judicial positions authorized by the state for Sonoma County Courts.

Judicial position allocations will be effective June 2007. The Superior Court has informed the county that they may create a new

felony trial department, and likely assign the other judicial officer to provide full-time court activities in the second courtroom at the

Juvenile Justice Center. If these two court activities are implemented, additional staff will be required to provide support. Positions

needed to support two new, full time criminal courts are not included in the budget. At such time as the county is notified of the

specific court activities and timing, the affected departments will bring staffing requests to the Board of Supervisors for review and

action.

• Supervisors in Adult and Juvenile Probation Services face challenges of new, untrained staff, higher caseloads, and increasing

referrals. As mentioned, several additional staff must be hired and trained to respond to the workload created by two new courtrooms,

as well as for two new grants in Juvenile Probation. Enhanced recruitment efforts and making the hiring process more efficient will

help meet this challenge, and the department is working on improving its internal mentoring capacities as part of succession planning.

Additionally, proven risk and needs assessment tools will aid newer officers in identification of key issues and risk factors of

offenders under their supervision.

• The department has requested additional staffing to meet the operational needs of the Juvenile Hall as shown in the department appeal

items. Staffing requests include shift relief needs for operating 5 units and 12 additional positions (including shift relief) for staffing a

6th unit. At the time of this writing, population at the juvenile hall has required opening up to 6 units, for most of FY 06-07. The total

annualized cost of all new juvenile hall positions, including the position funded in the proposed budget and those listed in the

department’s appeals, is $1.7 million.

104

PROBATION




Operations

• The department was successful in competing and being selected for two major grants in FY 06-07. Through coordination with the

Mental Health Division of the Department of Health Services and local CBOs, the Probation Department received the Mentally Ill

Offender Crime Reduction (MIOCR) Grant, and the Title II Grant. The MIOCR Grant provides funding for comprehensive mental

health services and substance abuse treatment, and intervention for mentally ill juvenile offenders and their families. The Title II Grant

will support the formation of the Girls’ Circle program, a structured support system for girls throughout the county. The grant funding

and cost of the programs and positions is reflected in the budget for the first time.

• Probation Department growth, due to several new grant funded positions and increasing workload highlighted above, will require

additional workspace. The department is working with the County Architect to most appropriately manage this need.

• The safety of sworn Probation staff is of concern as more offenders demonstrate substance abuse, gang involvement, and histories of

violence. To address this, the department plans to improve internal communication between divisions, implement appropriate training,

utilize risk assessment models to better understand the client’s particular needs and issues, and manage the risks involved through

enhanced case management practices.

• The budget includes funding for a broad range of software needs (assessment tools, increased functionality with Probation case

management, records management, accounting, management reporting), and will improve the department’s ability to access crucial

case information while conducting field supervision and to evaluate the cost and effectiveness of its programs.

• The Camp/SAC Special Revenue Fund is used for the purchase of materials and supplies for large projects for Probation Camp and

Supervised Adult Crew (SAC) programs. Fund balance is maintained as a replacement fund for equipment as well as equipment

maintenance and repair. During fiscal year 2006-2007 fund balance was used to replace several pieces of aging equipment, as shown

by the decrease in the FY 06-07 fund balance.

FY 05-06

Item

Probation Camp/SAC

Beginning Balance 448,855 558,575 290,037

Plus: Revenue 1,628,459 1,616,613 1,662,837

Less: Expenses (1,518,739) (1,885,151) (1,662,837)

Ending Fund Balance 558,575 290,037 290,037

SPECIAL FUND SUMMARY

Actual Estimated

FY 06-07

Recommended

FY 07-08


Add 1.0 FTE Juvenile Correctional Counselor II, effective 9/1/07.


A 10% reduction plan for the department, totaling $3.0 million, is on file with the County Administrator’s Office.


The Chief Probation Officer concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Juvenile Hall staffing for Unit 5. Add 4.0 FTE Juvenile Correctional Counselor (JCC) IIs

($258,780) and shift Differential ($6,516), and reduce 2.5 Juvenile Correctional Counselor Extra

Help FTEs ($128,290) effective 10/1/07, to complete staffing levels recommended for five units.

137,006

B Add 1.0 FTE JCC III ($76,982) and 1.0 Permanent Probation Assistant ($57,042) effective 10/1/07;

and add $4,200 for electronic monitoring of juveniles in the Community Detention (CD) program.

There is a need for additional capacity within the CD program to assist in reducing population

pressures at the Juvenile Hall.

138,224

105

PROBATION




Priority

Description

Net Cost

Amount

C Add Extra Help funding (Request 1) to assist the department in recruitments, background reviews,

and processing applicants more efficiently.

52,959

D Juvenile Hall staffing for Unit 6 (Request A). Add 4.0 Permanent FTE JCC IIs ($258,780), 1.0

Permanent FTE Cook ($55,175), overtime ($23,931) and shift Differential ($4,895) effective

10/1/07 to begin staffing for Unit 6.

342,781

E Add Extra Help funding (Request 2) to assist the department in recruitments, background reviews,

and processing applicants more efficiently.

52,982

F Juvenile Hall Staffing for Unit 6 (Request B). Add 4.0 Permanent FTE JCC II ($171,708), Overtime

($79,106) and shift Differential ($3,282), effective 1/1/08, to continue staffing for Unit 6.

254,096

G Juvenile Hall Staffing for Unit 6 (Request C). Add 3.0 FTE JCC II ($68,031), 1.0 FTE JCCIII

($27,125), overtime ($66,819) and shift Differential ($1,768) effective 4/1/08, to complete

recommended staffing levels for Unit 6.

163,743


Priority

Description

Net Cost

Amount

1 Juvenile Hall staffing for Unit 5. Add 4.0 FTE Juvenile Correctional Counselor (JCC) IIs

($258,780), and shift Differential ($6,516) and reduce 2.5 Juvenile Correctional Counselor Extra

Help FTEs ($128,290) effective 10/1/07, to complete staffing levels recommended for five units.

137,006

2 Add 1.0 FTE JCC III ($76,982) and 1.0 Permanent Probation Assistant ($57,042) effective 10/1/07;

and add $4,200 for electronic monitoring of juveniles in the Community Detention (CD) program.

There is a need for additional capacity within the CD program, to assist in reducing population

pressures at the Juvenile Hall.

138,224

3 Add Extra Help funding (Request 1) to assist the department in recruitments, background reviews,

and in processing applicants more efficiently.

52,959

4 Juvenile Hall staffing for Unit 6 (Request A). Add 4.0 Permanent FTE JCC IIs ($258,780), 1.0

Permanent FTE Cook ($55,175), overtime ($23,931), and shift differential ($4,895) effective

10/1/07, to begin staffing for Unit 6.

342,781

5 Add Extra Help funding (Request 2) to assist the department in recruitments, background reviews,

and in processing applicants more efficiently.

52,982

6 Juvenile Hall Staffing for Unit 6 (Request B). Add 4.0 Permanent FTE JCC II ($171,708), Overtime

($79,106) and shift Differential ($3,282), effective 1/1/08, to continue staffing for Unit 6.

254,096

7 Juvenile Hall Staffing for Unit 6 (Request C). Add 3.0 FTE JCC II ($68,031), 1.0 FTE JCCIII

($27,125), overtime ($66,819) and shift Differential ($1,768) effective 4/1/08, to complete

recommended staffing levels for Unit 6.

163,743

106

PROBATION




BOARD OF SUPERVISORS’ACTION


Technical Changes

Gross

Expenditures

Revenue and


Add appropriations for 6 Juvenile Probation FTE and related costs

approved by the Board due to additional juvenile courtroom ($666,899).

Transfer Imageware support costs from ISD to Probation Department

($11,500). Re-budget of MIOCR and Title II grant monies not spent in

FY 06-07 ($151,874) and add appropriations for state mandated training

funding ($34,650).

886,531 219,632 666,899

ISD Changes


Adult Probation 5,164 0 5,164

Juvenile Probation 1,347 0 1,347

Probation Administration 230,484 0 230,484

Other Changes

Recurring

Provide Juvenile Hall staffing for Unit 5. Add 4.0 FTE Juvenile

Correctional Counselor (JCC) IIs ($258,780), and shift differential

($6,516) and reduce 2.5 Juvenile Correctional Counselor extra-help

FTEs ($128,290) effective 10/1/07, to complete staffing levels

recommended for five units.

137,006

0

137,006

Add 1.0 FTE JCC III ($76,982) and 1.0 Permanent Probation Assistant

($57,042) effective 10/1/07; add $4,200 for electronic monitoring of

juveniles in the Community Detention (CD) program. There is a need

for additional capacity within the CD program to assist in reducing

population pressures at the Juvenile Hall.

138,224

0

138,224

Non Recurring

Add (one-time) extra-help funding to assist the department in

recruitments, background reviews, and in processing applicants more

efficiently.

52,959

0

52,959

107

DISTRICT ATTORNEY

Stephan R. Passalacqua, District Attorney

County of Sonoma District Attorney



Total Staff 119.75

% Funded by Local Discretionary Funds 63.1%

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.


The District Attorney is the public prosecutor. 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, daily court calendar proceedings, felony preliminary hearings, sentencing hearings, violations of probation hearings,

appellate hearings, charging of juvenile petitions and presentation of evidence in delinquency hearings in Juvenile Court, criminal and

civil prosecutions related to environmental and consumer law violations, and investigation of criminal activities related to our

prosecutions. The District Attorney also prosecutes violations of county ordinances, represents the Sheriff in weapon forfeiture cases,

files petitions to hospitalize developmentally disabled persons if they are a danger to themselves or others, and investigates public (open)

meetings violation allegations. To facilitate accomplishment of these responsibilities, the District Attorney has created the following

specialized teams: Homicide Unit, Special Victims Unit (handling child abuse, elder abuse, sexual assault, domestic violence, statutory

rape, and child abduction), Gangs and Hate Crimes Unit, Narcotics Unit, Auto Theft Prosecution Unit, Environmental and Consumer

Law unit, and the Welfare and Workers’ Compensation Fraud Unit.

Another important responsibility of the District Attorney is our crime prevention efforts. These include the following: Gun Information

for Teens (GIFT) program, Truancy program, participation in the Alive at 25 driving program for teenagers, recent 2006 California

Gang Summit, and Community Outreach Prosecutor Program.

The District Attorney also operates a Victim/Witness Assistance Program which provides victims with court support services,

informational resources on the criminal justice system, assistance in filing restitution claims, and referrals to appropriate public or

private social services agencies. The program staff interviews victims and witnesses of crime in order to make referrals to appropriate

treatment, when needed, and keep victims apprised of the status and disposition of the case.

In addition, there are four special revenue funds: Auto Insurance, Supplemental Law Enforcement Special Revenue Fund (SLESF),

Consumer Protection Fund, and the Sonoma County Auto Theft Taskforce (SCATT) Fund. The Auto Insurance Fund was established for

the prosecution of auto insurance fraud cases. The SLESF was established for the deposit of Citizens Options for Public Safety (State

COPS) funding. The Consumer Protection Fund retains court ordered penalties used to help fund enforcement of consumer protection

laws. The SCATT Fund was established to deposit funds received from a portion of vehicle registration fees into a separate account. The

funds are utilized for programs that enhance the capacity of local police and prosecutors to deter, investigate, and prosecute vehicle theft

crimes.

Funding Sources Fines/Fees/Interest

County General Fund

Grants/Misc.

State Public Safety Sales Tax (Prop172)

State Reimbursement

Transfers/use of Special RevenueFunds

Funding Uses Victim/Witness Assistance Program

Investigations

Felony Trial Team

Misdemeanor T rial Team

Specialized Prosecution Teams

Juvenile Division

Environmental & Consumer Law

Auto Theft Prosecution

Special Victims Unit

109

DISTRICT ATTORNEY




FY 07-08 Objectives

• Identify additional educational and prevention

opportunities to expand our Community Outreach

Prosecution Program by collaborating with community

groups, local agencies, businesses, and non-profit

organizations, with the goal of reducing truancy and

gang membership and activities.

• Evaluate opportunities to establish and utilize new case

management technology to facilitate earlier case

resolution, and thereby reduce the strain on the criminal

justice system

• Increase public outreach, especially to underserved,

lower socio-economic segments of the community to

ensure that crime victims and witnesses are aware of the

services available to them, and continue to collaborate

with local law enforcement and community based

organizations to achieve this goal.

• The Community Outreach Prosecution Program will

begin to focus efforts on, and elicit support of, law

enforcement partners to identify neighborhoods/target

areas where crime is prevalent. Once target areas are

identified, program participants will conduct a survey to

define specific safety concerns and safety priorities of

the community. This will be the first step in focused

prosecution programs to address the community

concerns.

,


• Presented the first statewide summit on gang activity in

conjunction with other local law enforcement agencies,

the California District Attorneys Association and six

other District Attorney offices. The summit provided an

opportunity to raise public awareness that gang activity

is increasingly regional in nature, and addressed the

need for collaboration in prevention, intervention,

education, and enforcement efforts.

• The Bureau of Investigations partnered with the

National Law Enforcement Alive-at-25 program, which

encourages young drivers between the ages of 16 and 24

to take responsibility for their driving behavior. This

course is currently being taught in local high schools.

• Organized and held a National Crime Victims’ Rights

Week with a community luncheon to recognize crime

victims, and promote a greater awareness of victims’

rights and support services.

• A District Attorney prosecutor was designated to work

part-time on a newly established Community Outreach

Prosecution Program. The attendance at related trainings

and community events enables the department to assist

in educating parents and the community, with the goal

of preventing children from gang involvement.

• The Victim Assistance Center implemented a

volunteer/internship program to increase outreach and

awareness to under served communities. As a result of a

featured article, the program successfully recruited five

new volunteers, four of whom were bilingually skilled.

Total Expenditures

FY 06-07 FY 07-08

Budget Division/Fund Adopted Recommended

District Attorney 17,591,972 18,323,383 4.16 10,918,925 11,570,865 5.97

Auto Insurance Fraud 10,000 10,000 0.0 5,500 6,000 9.09

Consumer Protection 79,025 79,525 0.6 53,275 25,525 (52.09)

SCATT 480,000 494,715 3.1 0 0 0.0

Supp Law Enforcement 136,800 158,250 15.7 0 0 0.0

Sub-Total Other Funds 705,825 742,490 5.19 58,775 31,525 (46.36)

TOTAL FINANCIAL 18,297,797 19,065,873 4.20 10,977,700 11,602,390 5.69

Adopted Recommended Change

FINANCIAL SUMMARY

FY 06-07 FY 07-08 %%

Change


110

DISTRICT ATTORNEY




FY 06-07 FTE

Staffing Adopted Change

Permanent Positions 120.75 119.75 (1.00) -0.8%

*The FY 06-07 adopted budget includes 2.0 position added mid-year by the Board.

STAFFING SUMMARY

%

Change

FY 07-08

Recommended

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08


Adult Criminal Activity

Court Filings

Felony Complaints 2,879 2,850 2,900

Misdemeanor Complaints 19,413 23,450 24,000

Subpoenas Issued 33,936 32,500 33,000

Court Activity

Preliminary Hearings Held 639 525 550

Jury Trials Held 72 92 70

Court Trials Held 27 49 35

Court Appearances 148,826 140,000 145,000

Juvenile Activity

Law Violation Reports Rec'd 2,373 2,642 2,650

Original Charges -Petitions 1,471 1,680 1,700

Violation of Prob. Petitions 588 722 725

Court Hearings 15,343 17,226 19,000

Subpoenas Issued 1,698 1,562 1,806

Victim/Assistance Program

Total Clients 1,403 1,500 1,600

Total Claims 582 615 660

Claims Paid to Victims $363,629 $385,000 $412,000


DEPARTMENT OVERVIEW

• The District Attorney budget reflects the relatively flat revenue provided through grant funds for prosecution programs and the Victim

Witness Assistance Programs, and the other major source of revenue, Proposition 172 (statewide sales tax) funds. These revenues are

increasing at a much slower pace than the cost of doing business. This revenue shortfall ultimately results in the department’s

diminished ability to fund baseline staffing.

• In order to meet budget target goals, funding of $464,582 is eliminated from the budget. The undesignated salary savings is the

equivalent of 2.9 FTE Deputy District Attorney III positions which represent about 6.4% of the total non-management level attorney

positions. The department will manage budget resources by attrition or determine if layoffs are necessary in order to achieve the

budgeted savings. The potential loss of attorney time may require remaining attorneys to absorb the cases, and may potentially reduce

preparation time for next day courtroom appearances. In order to minimize any loss of effectiveness, and address the most serious

cases, efforts will be made to settle cases of a less serious nature prior to trial.

111

DISTRICT ATTORNEY




The proposed budget reflects the reduction of 1.0 grant funded DDA IV position due to a net loss of approximately one third of

funding. The position and associated grant funds were added in FY 06-07 to provide increased attorney time committed to the

prosecution of child abuse cases. The department was subsequently notified by the state that funds would be reduced for FY 07-08.

This reduction is consistent with financial policies adopted by the Board and included in the annual Board Policy Workshop stating

that reductions in federal and state funding will not be backfilled by discretionary funds, unless by Board direction. If this position is

lost, child abuse cases will be prosecuted by other attorneys as part of their regular caseload.

• The number of both jury and court trials is expected to be reduced in FY 07-08, resulting from implementation of an “early case

resolution program.” The proposed program is an early recommendation from the criminal justice system study, initiated in December

of 2006, and expected to be concluded by fall of 2007. The program will provide opportunities for case resolution instead of lengthy

trials and will minimize the backlog of cases in the system. The estimated reduction in trials held is indicated in the workload

summary above.

• Juvenile activity for court hearings and subpoenas is projected to increase based on an increase in juvenile arrests, as is evidenced by

the increase in population at the juvenile hall. The workload for juvenile activity has motivated the court to begin part time operations

of the second juvenile courtroom, previously held vacant, at the Juvenile Justice Center (JJC).

The Superior Court notified the county that, beginning January 1, 2007, they would begin operating the second courtroom at the JJC

on a part time basis. In order to staff this courtroom on a part-time interim basis, the Board approved, in February 2007, the addition of

1.0 Deputy District Attorney position, at an annual ongoing cost of $203,300. The cost for the attorney position is reflected in the

budget for the first time.

• Two new judicial positions have been authorized by the state for Sonoma County Courts, effective June 2007. It is unknown at the

time of this writing, when the appointments will be made to the new positions and what type of court activity will be undertaken by

the new judgeships. The Superior Court has informed the county that they may create a new felony trial department, and likely assign

the other judicial officer to provide full-time court activities in the second courtroom at the Juvenile Justice Center. If these two court

activities are implemented, additional staff will be required to provide support. The new position added mid year, and previously

mentioned, will provide partial support for the new judicial position to be located at the JJC; however, other positions needed to fully

support two new full time criminal courts are not included in the budget. At such time as the county is notified of the specific court

activities and timing, the affected departments will bring staffing requests to the Board of Supervisors for review and action.

Consumer Protection Fund

• The Consumer Protection Fund was established in FY 03-04 as a depository for court ordered fines to be used for purposes of

investigation and prosecution of unfair competition actions. In November of 2004, California voters passed Proposition 64. The

initiative amends §17200 of the Business and Professions Code related to unfair competition. The intent of the initiative is to limit

frivolous lawsuits where no public benefit is identified, and limit use of fines and fees generated from District Attorney actions for the

purposes of consumer protection. When the District Attorney brings consumer protection actions forward in order to enforce consumer

protection laws, the civil penalty will be paid to the county treasurer. It still remains unclear if the legislative change will significantly

impact the number of cases, or the total amount of fines and penalties directed to the county.

• The FY 07-08 expenditure supports the prosecution team training and travel expenses, and extra help funding for part time

administration support. There are no designated uses of fund balance or any future revenues. The FY 07-08 projected fund balance is

$432,005.

• During FY 07-08, the department will work with the County Administrator to develop a business plan for use of funds generated by

prosecution and settlement of cases, as well as determine the appropriate level of funding to maintain a reasonable fund balance. In

addition, the departments will come to an agreement as to the legislative intent and appropriate use of funds directed to the county.

112

DISTRICT ATTORNEY




FY 05-06 FY 06-07 FY 07-08

Item Actual Estimated Recommended

Beginning Balance 226,945 402,137 457,530

Plus: Revenue 180,338 99,455 54,000

Less: Expenses (5,146) (44,062) (79,525)

Ending Fund Balance 402,137 457,530 432,005

Gain or Loss for Fiscal Year 175,192 55,393 (25,525)

CONSUMER PROTECTION FUND


None.


A 10% reduction plan for the department totaling $1,037.818 is on file with the County Administrator’s Office.


The District Attorney concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Restore 1.0 FTE grant funded Deputy District Attorney IV in our Special Victim Unit, assigned to

prosecute Child Sexual and Physical Abuse cases, effective October 1, 2007 at a cost of $46,652

(position cost $149,156 predominately funded by a grant in the amount of $102,504).

46,652

B Restore appropriations eliminated to meet budget target goals. The recommended reduction is the

annualized equivalent of 2.9 FTE Deputy District Attorney III positions, representing

approximately 6.4% of the total non-management level attorney positions

464,582

C Violent Crimes – add 1.0 Deputy District Attorney IV and 1.0 DA Investigator

333,192

D Elder Abuse – add 1.0 Deputy District Attorney IV

172,189

E Environmental/Consumer Law Division – add .50 Legal Assistant

-0-

F CLETS – add 8 user licenses for Bureau of Investigations

17,600

G ILEADS – add 5 user licenses for Bureau of Investigations

10,340

113

DISTRICT ATTORNEY





Priority

Description

Net Cost

Amount

1 Restore appropriations eliminated to meet budget target goals. The recommended reduction is the

annualized equivalent of 2.9 FTE Deputy District Attorney III positions representing approximately

6.4% of the total non-management level attorney positions

464,582

2 Add .50 Legal Assistant ($37,071) and reduce extra help .50 funding ($26,525) to provide support

to the Environmental/Consumer Law program – funded by revenues deposited into Consumer

Protection fund.

-0-

3 Restore 1.0 FTE grant funded Deputy District Attorney IV in our Special Victim Unit, assigned to

prosecute Child Sexual and Physical Abuse cases, effective October 1, 2007 at a cost of $46,652

(position cost $149,156 predominately funded by a grant in the amount of $102,504).

46,652

4

CLETS – add 8 user licenses for Bureau of Investigations

17,600

5 ILEADS – add 5 user licenses for Bureau of Investigations

10,340



Technical Changes

Gross

Expenditures

Revenue and


Add 1.0 DPD, 1.0 Legal Processor and 1.0 DA Investigator ($389,994)

and associated supplies ($21,573) to staff second juvenile court room

effective July 1, 2007, rebudget (one time) funding for new vehicle

($23,000) and reduce Proposition 172 funding ($100,000) offset by

increased salary savings assumption.

334,567 (100,000) 434,567

ISD Changes


Baseline Adjustment 2,096 0 2,096

Other Changes

Recurring

Restore appropriations eliminated to meet budget target goals.

Reduction was the annualized equivalent of 4.0 FTE Deputy District

Attorney III positions representing approximately 9% of the total non-

management level attorney positions (increased from proposed budget

to reflect $100,000 of reduced Proposition 172 revenue).

564,582 0 564,582

Add .50 Legal Assistant ($37,071) and reduce .50 extra-help funding

($26,525) to provide support to the Environmental/Consumer Law

program – funded by $10,546 Consumer Protection revenues.

10,546 10,546 0

Consumer Protection Fund: Provide funding for Legal Assistant to

District Attorney General Fund budget.

10,546 0 10,546

114

DISTRICT ATTORNEY




Technical Changes

Gross

Expenditures

Revenue and


Non Recurring

Restore 1.0 FTE grant funded Deputy District Attorney IV for FY 07-

08 in the Special Victim Unit, assigned to prosecute Child Sexual and

Physical Abuse cases, effective October 1, 2007 at a cost of $46,652

(position cost $149,156 predominately funded by a grant in the amount

of $102,504). This will provide department with transition time or to

locate alternative source of revenue.

149,156

102,504

46,652

Directions to Staff

CAO to confer with department regarding appeal item C in conjunction

with a pending department reorganization request and return to the

Board with a future recommendation for a possible staffing and budget

adjustment.

115

PUBLIC DEFENDER

John R. Abrahams, Public Defender

County of Sonoma Public Defender



Total Staff 50


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.


The Public Defender provides mandated, legal representation to indigent defendants and juveniles in all court proceedings where no

conflict or caseload impairment exists. The office functions in collaboration with other participants in the criminal justice system to

ensure its efficient operation, while protecting the constitutionally guaranteed rights of accused persons. The Public Defender also

represents persons who are not charged with a crime, alleged to be mentally ill, developmentally disabled or in need of conservatorship,

and cannot afford an attorney. The Public Defender only engages in activities mandated by the state or federal constitution, or by statute.

Funding Uses

Adult Representation

Juvenile Representation


• In cooperation with Health Services and other

departments, helped to reestablish the Sonoma County

Mental Health Court, as well as other programs that

provide services to mentally ill individuals in the

criminal justice system.

• Reorganized the management structure of the Public

Defender’s office, providing enhanced accountability

and a clear chain of command.

• Sponsored twenty (20) Mandatory Continuing Legal

Education programs for both departmental and non-

departmental staff to keep staff abreast of changes in

law, and provide techniques and information for

improved representation and treatment alternatives for

clients.

FY 07-08 Objectives

• Participate in the analysis of the Sonoma County

criminal justice system, a study which will make

recommendations on jail alternative programs and

justice system practices to better manage the availability

of limited jail bed space.

• Continue to refine and improve the department’s

training program by improving the mentoring program

within the department, and presenting more Mandatory

Continuing Legal Education programs. On-site training

increases efficiencies and helps control costs. This year a

particular emphasis will be placed on issues surrounding

the representation of defendants who may suffer

immigration consequences due to their involvement in

the criminal justice system.

Funding SourcesIntergovernmental



County General Fund

Miscellaneous

117

PUBLIC DEFENDER




Total Expenditures Net Cost/Use of Fund Balnce

%

Budget Division/Fund Change

Public Defender - General Fund 8,162,803 8,647,559 5.9 7,865,981 8,364,457 6.3

TOTAL FINANCIAL 8,162,803 8,647,559 5.9 7,865,981 8,364,457 6.3

%

Change

FINANCIAL SUMMARY

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Staffing Adopted


STAFFING SUMMARY

FY 07-08

Recommended

FTE

Change

%

Change

Workload Indicators

Felony

New Cases Opened 3,982 3,900 4,200


Jury Trials 30 40 50

Court Trials 29 50 50

Preliminary Hearings 1,017 900 1,050

Death Penalty Cases 0 0 0

Cases Closed 4,050 3,500 4,000

Misdemeanor

New Cases Opened 10,935 11,500 11,500

Court Appearances - Total 63,770 62,000 62,000

Domestic Violence Court

Appearances 7,553 7,500 7,500

Drug Court 5,040 5,250 5,000

Proposition 36 Court* 16,025 11,500 11,500

Jury Trials 10 25 40

Court Trials 5 10 10

Cases Closed 13,576 12,000 12,000

Juvenile Court

New Cases Opened 2,609 2,500 3,000


Contested Hearings 28 19 36

Cases Closed 602 600 600

* Decline in Prop 36 Court appearances represent a reduction of clients able

to participate in program due to reduced funding from the state.

WORKLOAD SUMMARY

FY 06-07

RecommendedActual

FY 05-06 FY 07-08

Estimated

118

PUBLIC DEFENDER





• Despite increasing workload, the only increase in attorney staff over the past ten years has been to cover newly created courts. The

budget proposes the reduction of extra help law clerk hours to meet budget target goals, which will require attorneys to perform

required research. This reduction may impact the number of new case appointments the Public Defender can accept. Absent

departmental caseload capacity, defendant representation would be managed through the county’s Alternate Defense Program.

The department will work with the County Administrator’s office to evaluate potential caseload impacts to the Alternate Defense

Program that may be due to staffing levels in the Public Defender's office. If it is determined that there is an increase in cases moving

from the Public Defender to the Alternate Defense Program, staff will evaluate and recommend the most cost effective solution.

• Part time use of the second courtroom at the Juvenile Justice Center was initiated in January of 2007. The Board of Supervisors

approved the addition of one attorney position in February to support this courtroom. The cost for the additional position is reflected in

the budget for the first time.

• Two new judicial positions have been authorized by the state for Sonoma County Courts effective June 2007. It is unknown at the

time of this writing, when the appointments will be made to the new positions and what type of court activity will be undertaken by

the new judgeships. The court has informed the county that they may create a new felony trial department, and likely assign the other

judicial officer to provide full-time court activities in the second courtroom at the Juvenile Justice Center. If these two court activities

are implemented, additional staff will be required to provide support. New positions are not included in the budget. At such time as the

county is notified of the specific court activities and timing, the affected departments will bring staffing requests to the Board of

Supervisors for approval and funding.

• The Omnibus Conservatorship and Guardianship Act of 2006 became effective on January 1, 2007. This new legislation is expected to

increase the number of probate conservatorship cases in the court system, and additionally requires that all conservatees be informed

of their right to appointed counsel. Currently, no departmental resources are dedicated to this area of law. At the time of this writing

workload impacts and resource needs are unknown. The budget does not include funds for additional staff with the expertise to accept

these new cases.

• The Public Defender has recently been appointed by the court to represent prison inmates from Sonoma County who are serving life

terms, have been denied parole several times, and file legal actions to attempt to secure their release. These inmates are entitled to

appointed legal representation. Prior to January 2007, the Public Defender has been appointed to only one of these cases. In the last

three months, three cases have been appointed to the department. Representing these individuals will require travel to various state

prisons throughout the state, and in some cases will require additional research efforts, thus fewer attorney hours are available to

represent existing and new clients. The department is researching the possibility that costs associated with these activities may be

reimbursable from the state, but under any circumstance these are time consuming, labor intensive cases.

• Costs for extraordinary homicide trials and capital cases are considerably greater than a typical felony trial. No expenditure

appropriations are recommended for such trials in FY 07-08. If a need for additional funding should arise, the Public Defender will

return to the Board of Supervisors to address funding related issues at that time.


None.




The Public Defender concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost Amount

A Restore extra help law clerk and intern hours and miscellaneous services and supplies reduced to

meet budget target.

132,087

119

PUBLIC DEFENDER





Priority

Description

Net Cost Amount

1 Restore extra help law clerk and intern hours and miscellaneous services and supplies reduced to

meet budget target.

132,087



Technical Changes

Gross

Expenditures

Revenue and


Add 1.0 DPD, 1.0 Investigator ($269,007) and associated supplies

($13,230) to staff second juvenile courtroom effective July 1, 2007.

282,237 0 282,237

ISD Changes


Other Changes

Recurring

Restore extra-help law clerk and intern hours and miscellaneous

services and supplies reduced to meet budget target.

132,087

0

132,087

120

SHERIFF

Bill Cogbill, Sheriff

County of Sonoma Sheriff


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.


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 Department for law enforcement services. Law enforcement services include Patrol,

Investigations, Marine, Helicopter, Search and Rescue; support services consist of Dispatch, Central Information Bureau, the Civil

Bureau, and Administration. Countywide services consist of execution of judgments, enforcement of certain court orders, provision of a

central repository of all criminal warrants issued by the courts, and the performance of investigations through the Coroner’s Unit to

determine cause of death. Other special services include those performed by the Hazardous Materials Team, Special Weapons and

Tactical (SWAT) Team, Bomb Squad, Canine Unit, and Crime Analysis and Prevention Unit. The Law Enforcement Division provides

prisoner transportation functions, and provides court security services to the Sonoma County Superior Court in, and around, Sonoma

County courtrooms.


Total Staff 712.74


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 department’s maximum security Main Adult Detention Facility (MADF)

serves as the intake location where all arrestees are brought for booking and processing. The facility primarily houses pre-trial men and

women, plus any inmates requiring special medical and/or mental health services. The North County Detention Facility (NCDF) houses

most sentenced males and females and some unsentenced males and females. Specific programs operated at NCDF include alcohol and

drug treatment services and an agricultural industries program. A sentenced inmate may be incarcerated for up to one year for each

offense for which he/she has been convicted. While incarcerated, the county must provide all the basic living needs of an inmate,

including food, clothing, medical, and mental health care. Inmates are also provided with a variety of other services as mandated by state

regulations including library services and educational programs. The inmate capacity at the MADF is 884, and the capacity at NCDF is

561, for a total capacity of 1,445 inmate beds.

Funding SourcesMisc. Special Fund Revenues

Contract City Police Revenue

Various Special Fund Revenues

Charges For Services & Misc.

County General Fund

State Proposition 172 Revenues

Booking Fees

State, Federal & Local Revenues

Funding Uses Jail Operations

Patrol Operations

Law Enforcement Support Srvcs

Department-wide Admin

Investigation Services

Court Security & Transportation

Contract City Police Srvcs

Coroner, Helicopter & Marine Ops

Misc. Special Fund Expenses

121

SHERIFF





• Finalized and implemented an Excited Delirium Policy and

Procedure to respond to individuals exhibiting symptoms of

excited delirium, which is precipitated by mental illness or

substance abuse, or a combination of the two.

• Completed research and reports on initiation of wireless

9-1-1 call receiving for Windsor and Sonoma. Also

completed planning, and report on emergency relocation

contingency plans for the Dispatch Center in the event of a

catastrophe.

• Redesigned the Temporary Restraining Order (TRO) service

instruction sheet and TRO Trip ticket to capture “known

firearms” information, now used by Department of Justice

(DOJ) as a model for other agencies.

• Developed web-based queries allowing deputies to see up-to-

date crime information in their patrol zones and generate

reports for the public.

• Implemented an objective jail classification system resulting

in a 47% reduction in inmate assaults, and a 20% reduction

in the average daily population for non-mental health male,

administrative segregation inmates.

• Received California Medical Association (CMA) Institute

for Medical Quality Assurance accreditation for the

detention facilities for the third, consecutive two year period.

• Implemented with Department of Health Services, a Jail

Inmate Mental Health Program that enables Mental Health

personnel to treat inmates charged with misdemeanors and

deemed incompetent to stand trial within the jail, at an

estimated net savings of $381,000 in FY 06-07.

• The Personnel Bureau hired 30 deputy sheriffs, 54

correctional deputies, 22 support staff, and completed 125

security backgrounds, for a record year in hiring success.

• Completed transition of correctional officers to correctional

deputies, in accordance with California Penal code – Peace

Officer status.

• MADF capacity was increased by 41 beds with the

installation of additional double bunks. This brings the total

available inmate beds at MADF to 884.

• Expanded cooperation and alliances with Federal

Enforcement and Intelligence agencies, with focus on

domestic terrorism readiness.

• Opened the new Sonoma Valley Substation facility.

• Deployed a new prisoner transport bus with a capacity of 53

total passengers.

• Secured California Office of Emergency Services Multi-

jurisdictional Methamphetamine Enforcement Team

(Cal-MMET) Grant to increase methamphetamine

investigations.

FY 07-08 Objectives

• Continue to manage anticipated growth in detention

population. Evaluate, in coordination with the County

Administrator and other criminal justice departments,

the effectiveness of programs that provide alternatives to

jail time. Work with the County Architect’s Office, and

consultants, to review current detention operations and

efficiencies, and complete future jail expansion

planning.

• Continue, in collaboration with other local law

enforcement agencies, to enhance the county’s ability to

respond to terrorism through training and procurement

of special equipment with federal grant funding.

• Working with the Sonoma County Law Enforcement

Chiefs’ Association, continue to address increases in

gang violence through a multi-jurisdictional and multi-

disciplinary approach. Special enforcement teams will

be created; gang-related intelligence gathering will

occur; focused crime prevention measures will be

employed; enhanced sentencing of those convicted of

gang activity will be sought; and law enforcement will

increase their presence in areas prone to gang activity.

• Improve and restructure the department’s personnel

evaluation process through use of a customized

electronic system that will provide consistent

measurement criteria and support timely evaluations.

• Actively pursue further reduction in work related

injuries for law enforcement and correctional staff by

continuing the strong emphasis on department-wide

safety programs.

• Improve the regional communication and reporting

system, Computer Aided Dispatch/Records Management

System/Mobile Data Computing system

(CAD/RMS/MDC), by developing an enhanced user

training plan for law enforcement agencies that are

members of the regional public safety consortium.

• Complete the required redeployment study and close out

the federal grant for the CAD/RMS/MDC system. In

doing so, the department will have fulfilled its grant

obligation, and successfully implemented a new system

that is critically important to effective communication

among the Sonoma County public safety agencies.

• Complete an independent outside audit of property

evidence and implement the most accurate and cost

effective system available to ensure proper handling of

all evidence.

122

SHERIFF






Sheriff - General Fund 69,432,174 71,294,911 2.7 15,893,505 15,898,742 0.0

Detention Division - Gen Fund 53,438,576 55,520,400 3.9 50,824,607 52,706,660 3.7

Sub-Total General Fund 122,870,750 126,815,311 3.2 66,718,112 68,605,402 2.8

Other Law Enforcement 1,139,092 752,216 (34.0) 763,216 597,576 (21.7)

Sheriff-Special Fund 1,471,159 1,630,496 10.8 642,062 763,192 18.9

Detention Division - Spec Fund 294,168 322,156 9.5 40,368 46,662 15.6

Sub-Total Special Fund 2,904,419 2,704,868 (6.9) 1,445,646 1,407,430 (2.6)

TOTAL FINANCIAL 125,775,169 129,520,179 3.0 68,163,758 70,012,832 2.7

%

Change

FINANCIAL SUMMARY

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Adopted

% FY 07-08

RecommendedChange

StaffingLaw Enforcement 375.24 379.74 4.50 1.2Detention 333.00 333.00 0.00 0.0TOTAL POSITIONS 708.24 712.74 4.50 0.6

%Change

STAFFING SUMMARY

FY 07-08Recommended

FY 06-07Adopted

FTEChange

123

SHERIFF




Workload Indicators

Law Enforcement

Dispatch

Law Enforcement Incident Calls 103,437 111,412 107,000

City of Windsor Incident Calls 19,960 21,896 19,000

City of Sonoma Incident Calls 14,424 15,376 15,000

Helicopter

Total Flights 745 949 888

Emergency Medical Service Missions 45 60 60

Search and Rescue Missions 129 131 128

Law Enforcement Missions 388 538 476

Hours Flown 535 548 500

Central Information Bureau

Incoming Calls- Front Desk 102,830 68,370 85,600

Civil Cases

Civil Actions 4,392 4,100 4,380

Marine Unit

Hours of Water Patrol 1,709 1,900 2,000

Accident Investigations 11 10 10

Searches 26 25 20

Verbal Warnings 3,053 1,800 2,500

Patrol

Calls for Service 52,040 50,518 52,034

Officer Initiated 51,397 55,506 57,171

Arrests/Citations 7,940 8,334 8,584

Reports Written 15,619 15,522 15,988

Response Time (Minutes) 9.60 9.50 9.50

Field Deputies to 1,000 Population 0.64 0.65 0.66

Investigations

Death Investigations 19 12 19

Crimes Assigned to Investigations 1,364 1,274 1,480

Coroner

Autopsies 346 424 385

DetentionNCDF

Average Daily Population (ADP) 481 450 480

Bookings 1,610 1,450 1,600

MADF

Average Daily Population (ADP) 664 665 685

Bookings 17,575 18,171 18,819

Combined NCDF & MADF

Sentenced ADP 469 457 478

Unsentenced ADP 676 658 687

Female ADP 151 156 163

Gang Population ADP 308 301 315

Total Mental Health Population ADP 189 183 195

Prescription Meds Administered 565,529 550,700 570,000

Number of Sick Calls 18,009 17,900 18,500

WORKLOAD SUMMARY

Actual Estimated

FY 05-06 FY 06-07 FY 07-08

Recommended*

*FY 07-08 estimates are based on a 3 to 4 year average for factors reflected in this chart.

124

SHERIFF





Department Overview

• For the first time in several years, the department is able to maintain baseline services. Salary and benefits, which comprise 80% of the

total department budget, are held to a 2.4% increase ($2.4 million). This has been achieved through significant reductions in workers

compensation and overtime costs, as well as to the filling of positions vacated by retirements at lower salary steps. Due to changes in

state law and increased emphasis on prevention of workplace injuries, workers’ compensation costs have been reduced $1.5 million

for FY 07-08. Overtime costs have been substantially reduced by 17% ($1.7 million), as a result of intense focus by both divisions on

efficient utilization of staff, and by the ability of the department to fill staff vacancies. Health and retirement benefits for department

personnel continue to increase 11% ($2.7 million), though at a slightly lower rate for FY 07-08. Proposition 172 revenues, which are

projected at $37.1 million and fund approximately 30% of the department’s expenditures, continues to increase 2.5%, a pace slower

than the overall cost of doing business.

Staffing

• With the two new judgeships slated for Sonoma County in June of 2007, the Superior Court has requested the addition of three full-

time, permanent deputies to act as bailiffs and guards to provide court security for the anticipated courtroom operations. Each new

deputy requires approximately 1,160 hours in training before they can be placed in the court. These one-time, new hire training costs

of approximately $204,000 are not currently reimbursable by the Superior Court; however, the ongoing cost for the three deputy

positions, with a July 1, 2007 start date, is fully covered by the court.

• The budget reflects one new position funded within the budget target. The new position will assist the department in gathering and

providing timely information to requesting agencies and the public. The department will work with Human Resources to determine the

appropriate classification and salary range for the new position.

• The Law Enforcement and Detention Divisions are continuing to face significant staff turnover. Currently, in the Law Enforcement

Division, there are approximately 30 employees eligible to retire above and beyond the annual average of 15 separations. The loss of

organizational knowledge and experience, and the difficulty in recruiting qualified candidates, presents a significant challenge. The

department is addressing this by placing special emphasis on recruitments and training. It is anticipated this trend will continue for at

least the next two years.

• Recruitment for, and filling of, vacated positions is costly and takes time under normal circumstances, however, the applicant pool is

stretched as agencies from all over the state compete for experienced candidates. Increasingly, appointments made are with candidates

at the trainee level, requiring more time in training, including attendance at academies and extended periods in field training programs.

The time from appointment to performance on the job can range from 11 to 16 months.

• A significant number of positions within the Sheriff’s Department are “fixed post,” meaning the position or “post” must have trained

staff on duty 24 hours a day, 7 days a week. When insufficient staff is available to cover shifts, the use of extra help and/or overtime is

required. As a result of the strong emphasis on recruitment and training many of the vacant positions have been filled, greatly reducing

the overtime requirements for the department. Additional focus has also been placed on utilizing staff in the most effective manner. In

Detention over this last year, the mandatory overtime for correctional deputies has decreased substantially. Large amounts of overtime

contribute to greater workers’ compensation claims and sick leave, in addition to reduced morale. By significantly reducing this

overtime in Detention, costs related to work injuries and illness has been reduced resulting in an overall improved work environment.

The department is continuing to examine the current staffing structure to determine if alternative scheduling proposals, or other

methods of staffing the institutions, can assist in further reducing the amount of overtime that is required of correctional deputies.

Inmate Population

• The inmate population at both MADF and NCDF has been increasing at a steady pace over the last several years, and the existing

facilities are reaching maximum capacities. Since 1982 inmate Average Daily Population (ADP) has increased an average of about

9.5% per year, 3 times faster than the county general population. The appropriate housing of certain categories of inmates becomes

more difficult as available space is filled. The department began the installation of bunks in MADF to provide additional capacity.

However, due to the design of the main jail, as inmates are placed in the double bunked cells an increased level of supervision is

needed. There were 41 bunk beds installed in FY 06-07.

125

SHERIFF




• Jail expansion planning is continuous, as are two supporting projects. One study focuses on the current use of jail alternative programs

to determine their effectiveness, and examine the potential of expanding the programs. This study also evaluates the criminal justice

system to identify process improvements that may reduce jail population and inmate length of stay. A second study evaluates jail

operations and efficiencies, to provide baseline information for jail expansion and planning. Both studies are anticipated to be

completed in FY 07-08.

• On April 25, the Assembly and Senate passed AB 900, the Public Safety and Offender Rehabilitation Services Act of 2007, which

provides for significant infrastructure and program investment primarily to address state prison overcrowding. There is some funding

for local adult detention facilities, but with some strings attached. The Governor signed the urgency measure into law, which is now in

effect. Impacts of this new law are still unknown. The department is working with the County Administrator to determine local

impacts and any recommended actions.

• Inmate health care and psychiatric health service costs are also the subject of two projects. The past two years have shown an increase

in inmates treated in local hospitals, and an increase in the severity of illnesses. These have contributed to rising medical care costs. A

study has been initiated to determine the cause of the increases, and identify possible cost control solutions. The department initiated a

rate reduction through Sutter Hospital in FY 06-07 that has helped control the rise in costs of emergency medical inmate treatment.

Additionally, the department has developed a Request for Proposals, to be released in late FY 06-07, to providers of inmate health care

to determine the most efficient and effective health care services to inmates.

• Acute psychiatric health services, formerly provided to inmates at the Sutter emergency mental health care facility, known as the

Norton Center, are now primarily being performed by a more cost effective delivery system, with the addition of County Mental

Health staff in the jail. The Health Department was instrumental in designing and implementing the new in-house service which was

approved by the Board of Supervisors in FY 06-07. The new service plan significantly reduces psychiatric health costs by providing

expanded mental health services in the jail. The anticipated Sutter closure will require the department to contract for emergency

mental health beds with agencies outside of the county for services to inmates, who are in need of more intensive services than those

provided in the new program. The full cost for these services is unknown at the time of this writing. If additional funding is needed for

contract services, a technical adjustment will be required.

• The Sheriff’s Department has been researching the best methods for managing its jail population given the department’s desire to

implement an improved Objective Classification Plan, which is the standard recognized by the National Institute of Corrections.

Classification is used to evaluate inmate risks and needs, to determine where inmates should be housed during their incarceration. This

tool will help manage inmate risks, and identifies liabilities in the jail environment. With the increased numbers of gang and violent

inmates, the classification of inmates has become more difficult.

A fully integrated Jail Management System is a software application that manages all of a jail’s operations including, classification,

booking, visitation, inmate programs, commissary, and medical care. It allows for automation of routine tasks, auditing of the jail’s

operations, simplifying the capture of useful data, and providing easily accessible reports. In cooperation with the Information

Systems Department, the department sent out a Request for Information to prospective vendors of various jail management systems

used throughout the state. Preliminary estimates for this system, including support from the Information Systems Department to

provide the necessary integration to the criminal justice system and other justice partners, are projected at $1.5 million.

Booking Fee Revenue

• Booking fees are decreased $30,000 over the prior year’s budget. This is based on the Governor’s FY 07-08 Proposed Budget, that

includes $35 million statewide to offset the majority of the fees that cities and special districts pay to counties when they book

suspects into county jails. Cost of living adjustments are not included in the proposed budget for the future. The California State

Sheriff’s Association is working on legislation to provide increased fees in future years to meet normal cost increases, and is

proposing $40 million for FY 08-09.

Law Enforcement Programs

• During FY 06-07, the department was awarded a California Office of Emergency Services Multi-jurisdictional Methamphetamine

Enforcement Team (Cal-MMET) grant ($380,000) to help increase methamphetamine investigations, arrests, and seizures made by the

Sonoma County Narcotics Task Force. The grant will fund two detective positions, two canine teams, equipment, training, and vehicle

costs. This will result in highly intensive investigative activities specific to: methamphetamine, increased probation searches of

methamphetamine offenders, pursuit of methamphetamine related search warrants, reporting of drug endangered children cases, and

collaboration with the four other law enforcement agencies. The California Office of Emergency Services has indicated the grant will

be renewed for FY 07-08.

126

SHERIFF




Regional Public Safety Communications

• The Sheriff’s Department is a major participant in the Computer Aided Dispatch/Records Management System/Mobile Data

Computing system (CAD/RMS/MDC) project, in cooperation with a consortium of Sonoma County cities and public safety agencies.

An upgrade to the system is proposed for FY 07-08, and final project costs have not yet been determined. A Department of Justice

audit will determine if any grant funds need to be returned as a result of the City of Healdsburg’s withdrawal from the consortium. The

mobile data computers for the system are projected to be replaced in FY 07-08. Funding will come from a combination of replacement

fund contributions from the county and cities for their respective shares, and either a lease-purchase option that the county will front,

or a one-time contribution from the county and cities. The Sheriff’s Department has funds budgeted for this purpose should the one-

time contribution be necessary.

Special Revenue Funds

• The chart below identifies all special revenue funds within the Sheriff’s budget. The descriptions that follow discuss specific activities

expected this year that will materially impact ending fund balance.

Law Enforcement

Radio Replacement 185,226 339,866

Revenue Tracking Fund 752,216 0

Civil Division Writs - AB 1109 Fees 245,489 235,826

Civil Division - AB 709 Fees 81,511 87,511

Federal Forfeiture - DOJ 264,910 108,910

Federal Forfeiture - U.S. Treasury 4,828 4,828

DMV ID Fee 603,529 0

Asset Forfeiture Fund 319,650 319,650

Supplemental Law Enforcement Service Funds 474 474

Detention

Jail Industries 276,958 230,058

Supplemental Law Enforcement Service Funds 0 238

Inmate Welfare Trust 96,526 92,045

Total 2,831,317 1,419,406

SHERIFF'S DEPARTMENT SPECIAL REVENUE FUNDS

Beginning

Balance

Ending

Balance

Revenue Tracking Fund

• This fund was established in 2003 to better track unanticipated state and federal revenues allocated to specific projects. The original

amount appropriated mid-year FY 02-03 was $1,590,900, and consisted of Alien Assistance and California Law Enforcement

Technology Equipment Program funds, specifically allocated for the CAD/RMS/MDC project. It is anticipated that the

CAD/RMS/MDC, and the bar-coding projects, will be completed by the end of FY 07-08. No new revenues are projected.

Federal Forfeiture DOJ

• Federal Asset Forfeiture – Department of Justice funds must be used exclusively for law enforcement purposes and are placed into a

special revenue fund, in accordance with federal guidelines. Expenditures of $100,000 for the CAD/RMS/MDC project are expected

in FY 07-08. In addition, the department is planning to hire an independent consultant to perform a survey of the department’s

performance in serving the citizens of the county. The survey results will be used to determine where to focus future department

efforts and resources.

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SHERIFF




Sheriff DMV-ID Fee Fund

• This fund was established in 1998 to capture revenues, through vehicle registration fees, to be used on fingerprint identification

projects. Revenues for FY 07-08 are estimated at $486,379. Expenditures of $1,089,908 include field thumbprint image equipment, a

Cal Photo/DMV thumbprint upgrade, and contract service agreements for palm scan and live scan equipment. The fund is projected to

be expended in full by the end of FY 07-08.


CAD/RMS/MDC Project 789,716

Fingerprint Identification Equipment- DMV ID fund 1,089,908

Civil Patrol Vehicle – AB1109 funds 30,000

.5 FTE Senior Office Assistant for the Town of Windsor effective July 1, 2007 35,625

3.0 FTE Deputy Sheriff II positions (Court Security) effective July 1, 2007 396,200


A 10% reduction plan for the department totaling $6,456,858 is on file with the County Administrator’s Office.


The Sheriff concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Add 6.0 Sheriff Deputy positions effective October 1, 2007, and related service and supply costs, to

increase fixed post staffing for a “cover” post that will provide back up for the North Zone (Zone Two) and the Local Zone (Zone 3). Added positions are requested because of increased population and tourism affecting the department’s ability to safely respond to calls for services.

1,041,017

B Add one time funding for the replacement of the current jail computer system with the purchase and installation of a comprehensive jail management system.

1,500,000

C Add 1.0 Senior Legal Processor position effective October 1, 2007, and related service and supply costs, to act as a discovery clerk to centralize and better manage and respond to all information requests that come in to the department, including Public Records Act, discovery and other motions, subpoenas, and other formal requests for information.

63,904

D Add 1.0 Correctional Sergeant effective October 1, 2007, and related service and supply costs, to act as the Detention Division’s compliance officer, and to ensure all policies and procedures are updated to the Federal Title 15 requirements, and that they are being adhered to by all department personnel.

188,621

E Provide for the purchase and installation of a computerized employee appraisal system to be used by all members of the department to ensure a common performance measure rating system, and provide for a more efficient evaluation process for all managers and supervisors.

70,000

F Add 2.0 Correctional Deputies effective October 1, 2007, and related service and supply costs, to the Classification Unit in the jail in order to meet the additional responsibilities of the unit, which are due to the increase in jail population (particularly with the violent and mentally ill inmates), the elevated sophistication level of inmates, and the constant changing roles of staff.

356,784

G Add 3.0 paid part-time Interns effective October 1, 2007, and related service and supply costs, in the Investigations Bureau to provide administrative assistance and relief to the property crimes, crime scene investigations, and domestic violence/sexual assault detectives, due to caseload increases.

45,293

128

SHERIFF




Priority

Description

Net Cost

Amount

H Add 1.0 Sheriff Sergeant position effective October 1, 2007, and related service and supply costs,

for the Transportation Unit to meet the current demand for daily transports, scheduling, and planning to meet the various inmate needs.

90,757

I Add costs for the establishment of a Detention Crisis Negotiation Team effective October 1, 2007, including premium pay, uniform, and other service and supply costs for 4.0 correctional deputies, in order to enhance the department’s ability to resolve conflict and crisis situations within the MADF and NCDF.

16,910

J Add 1.0 Department Information Specialist position effective October 1, 2007, and related service and supply costs, to provide a dedicated information technology staff person to the Detention Division. Position is needed because of the increased complexity of technology in the division.

98,152

K Add 1.0 Risk Management Analyst II effective October 1, 2007, and related service and supply costs, to oversee all aspects of safety for the department, including OSHA compliance, other sate and federal mandates, and coordinate all department safety program development, and training.

97,500

L Provide for control/security camera upgrades for the 401 unit at NCDF in order to provide a safer and more secure facility.

35,040

M Add 1.0 Legal Processor position effective October 1, 2007, and related service and supply costs, for the Central Information Bureau as a result of increased workload associated with the ILeads Records Management system.

30,445

N Add 1.0 Senior Office Assistant effective October 1, 2007, and related service and supply costs, for the Personnel Bureau as a result of increased administrative workload for background investigations, staff training, records management, and department security.

66,564

O Add 2.0 Deputy Sheriff positions effective October 1, 2007, and related service and supply costs, in order to enhance the department’s gang enforcement unit, which is part of the Multi-Agency GaNg Enforcement Team (MAGNET) that focuses on gang enforcement in the Sheriff’s Department jurisdiction.

394,329

P Add 2.0 Deputy Sheriff positions effective October 1, 2007, and related service and supply costs, to perform as School Resource Officers. School district funding is available to help offset a portion of the General Fund costs.

385,520

Q Add 4.0 Deputy Sheriff positions effective October 1, 2007, and related service and supply costs, for the Guerneville (2 positions) and Sonoma Valley (2 positions) Substations in order to provide better response times to emergency calls for service and greater officer safety.

700,369

R Add 1.0 Gang Intelligence Officer position effective October 1, 2007, and related service and supply costs, for MADF to handle the additional workload (resulting from the increased gang population), and to provide crucial information and intelligence assistance to other gang enforcement agencies.

178,392

S Add eight (8) personal computers for Dispatch in order to provide each workstation with a computer to allow staff to access necessary resource files such as GroupWise, CLETS manuals, UNIX information, department policies, protocols and training, and disaster related databases.

35,954

T Provide for the move of the Domestic Violence/Sexual Assault Unit to a location closer to the Main Sheriff’s Office and the courts, in order to operate more effectively and avoid extended commuting time between locations.

163,543

129

SHERIFF





Priority

Description

Net Cost

Amount

1 Add one time funding for the purchase of an Objective Jail Management Software system. The estimated cost is $1.5 million with half of the cost associated with the software and the other half associated with interface required to connect with the Integrated justice system. The purchase and installation is expected to span a two year period.

500,000

2 Provide additional one time funding for programming costs to interface with the existing Integrated Justice System.

1,000,000



Technical Changes

Gross

Expenditures

Revenue and


Detention

Increase appropriations due to inpatient jail mental health costs related

to the Norton Center closure ($47,820); increased extra help lieutenant

hours for the jail expansion project ($4,366); increased Federal Alien

Assistance (SCAAP) reimbursement and transfer of revenue from the

law enforcement division ($1,440,754); State mandated revenue

($133,246); State DNA reimbursements ($44,561) and booking of State

prisoners ($4,157); and rebudgets of State COPS grant funds ($2,700)

and union funded gym equipment ($11,967).

64,153 1,637,385 (1,573,232)

Law Enforcement

Increase appropriations for inmate transportation costs ($23,494); new

hire training costs and offsetting revenue for the Sonoma Police

Department ($60,735); increases in MDC replacement expenses offset

by CIP project funds and (CLEEP) reimbursement ($69,011); purchase

of radios reimbursement from the City of Sonoma ($24,000); purchase

weapons funded through the sale of surplus weapons ($8,085); transfer

of Imageware support costs from ISD ($11,500); increase costs for

indigent cremations ($10,080); purchase autopsy equipment (one-time)

for the Coroner's unit ($15,678); equipment for Civil Bureau offices

funded by AB 709 funds ($7,000); increases in State ADA ($3,445) and

Federal Drug Enforcement ($35,000); decreases in State Prop 172 funds

to match State estimates ($970,000); transfer of Alien Assistance

(SCAAP) funds to the detention division ($604,000); rebudget of

various items including CAL-MMET ($388,962), JAG grant

($165,157), MAGNET ($50,275), River Rock Casino Grant ($47,786),

State COPS ($11,255) and union funded gym equipment ($21,303).

941,511 (670,486) 1,611,997

Sheriff - Special Funds

Provide rebudget adjustment to the DMV ID fund ($432,862), AB 709

fee funding for the reconfiguration of the Civil Bureau offices ($7,000),

and rebudget SLESF (State COPS grant) interest ($10,600) to assist in

funding salary costs for patrol and MADF ($13,955).

453,817 10,600 443,217

ISD Changes


130

SHERIFF




Technical Changes

Gross

Expenditures

Revenue and


Sheriff 21,468 0 21,468

Sheriff DMV ID 31,767 0 31,767

Detention 88,852 0 88,852


Sheriff (13,100) 0 (13,100)

Other Changes

Recurring

Add appropriations to fund overtime cost for Sheriff Deputies plus

training costs to enhance crisis intervention skills in dealing with

persons suffering from mental illness.

72,117 0 72,117

Add 1.0 Sergeant position effective October 1, 2007, in the Law

Enforcement division, Transportation Unit, to assist in coordination of

inmate transport, partially offset by a reduction of 1.0 Deputy Sheriff

position.

27,028 0 27,028

Add 1.0 Sr. Legal Processor ($61,959) effective October 1, 2007 and

other one time ($1,326) and ongoing ($619) support costs offset by an

increase in revenue ($10,000) and salary savings ($53,904). The

position will coordinate departmental responses to requests for

informational documents and subpoenas.

10,000

10,000

0

Non Recurring

Designate funding for the potential purchase of an Objective Jail

Management Software system. The estimated cost is $1.5 million with

half of the cost associated with the software and the other half

associated with interface required to connect with the Integrated Justice

System. The department will bring back recommendations to the Board

on the purchase after search for appropriate system is completed.

500,000 0 500,000

131

HEALTH & HUMAN SERVICES

Justice Services

17%


Fiscal Services14%

Capital Projects

3%

Health &

Human

Services

23%


6%


37%


Health Services-General Fund 34,913,967 25,751,900 9,162,067

Health Services 216,347,699 212,477,247 3,870,452 Human Services-General Fund 17,408,790 741,200 16,667,590 Human Services 163,720,857 164,167,081 (446,224)

IHSS Public Authority 1,381,833 1,381,833 0 Child Support Services 16,897,867 16,503,228 394,639

Hospital Enterprise Closeout 2,101,397 1,197,422 903,975

133

DEPARTMENT OF HEALTH SERVICES Rita Scardaci, Director

County of Sonoma Department of Health Services

FY 2007 - 2008 Budget Health & Human Services

MISSION STATEMENT

Working with individuals and communities to achieve and preserve health

and well being.


The Sonoma County Department of Health Services is charged with

protecting the health of the public. The department administers state and federal programs, as well as local priorities. The department

receives funding from a various sources, including state and federal allocations, state realignment revenues (discussed later in this

narrative), grants, fees, and the General Fund. A description of General Fund contribution is found in the General Fund Health Financing

Budget, located just prior to this budget narrative.


Total Staff 619.35


The Department of Health Services accomplishes its mission through six operating divisions: Administration, Prevention and Planning,

Environmental Health, Public Health, Mental Health, and Alcohol and Other Drug Services.

Administration provides support services to the programmatic divisions.

Prevention and Planning administers community-based prevention and health education programs. The division also provides

administrative support to First 5 Sonoma County, also known as the Children and Families Commission.

Environmental Health safeguards public health and the environment, and promotes safety by eliminating or minimizing hazards

through education, regulation, and cooperative relationships with the community. The division provides a wide variety of services in the

event of disaster or a public health emergency.

Public Health promotes access to quality healthcare and prevention services to advance good health. The Public Health Division is the

interim administrator for the Healthy Kids/Children’s Health Initiative, and is responsible for the county’s Level Two Public Health

Laboratory.

Mental Health promotes recovery and wellness through services, advocacy and education, including: community mental health

services, 24-hour psychiatric emergency services, adult rehabilitation, family treatment and support services for high-risk youth, and

forensic and other programs.

Alcohol and Other Drug provides treatment and recovery services that promote psychological and physical health through a range of

programs and community partnerships.

Special Revenues contains a variety of funds that serve as financing mechanisms for programs in the operating divisions. Since

operating transfers and reimbursements are appropriated in both granting and receiving funds, these expenditures are counted twice in

the display of Health Services “Total Expenditures,” which reflect gross appropriations.

Funding Sources

Federal & State

Realignment

Inter-County Reimbursements


Other

County General Fund

Funding UsesAdministration

Prevention & Planning

Environmental Health

Public Health

Mental Health

Alcohol & Other DrugServices

135




FY 07-08 Objectives

• Implement Alcohol and Other Drug projects to reduce

teen drinking, binge drinking, and/or methamphetamine

use in five Sonoma County communities.

• Implement Obesity Prevention Community Action Plan

to enhance nutrition and physical activity options for

low-income residents of Southwest Santa Rosa and

South Park.

• Develop and implement a two-year communication plan

to broaden access to health information through

community partnerships and staff training.

• Plan and direct the activities of the Medi-Cal Managed

Care Planning and Implementation Committee. The

Health Department administers committee activities to

ensure effective implementation in Sonoma County.

• Manage Healthy Kids Sonoma County, a community

collaborative network of health professionals and

advocates providing access to health insurance and

healthcare.

• Continue development and implementation of mental

health services redesign that fosters client recovery and

allows the department to operate within available annual

financial resources.

• Advocate for state funding for the Dependency Drug

Court Program, and pursue grant funds to expand the

pilot program to support the reunification of families in

which parents have lost custody of their children

because of drug abuse.

• Partner with Substance Abuse and Crime Prevention Act

(SACPA) statewide stakeholders to support restoration

of SACPA funding, advocate for increased funding to

meet client treatment needs, and promote program

modifications consistent with legislative intent.


• Implemented a Safe Teen Driving program, targeting

new teen drivers in 12 Sonoma County public and

private high schools.

• Responded to the proposed closure of Sutter Hospital.

Initiated assessment of impacts on local health care

delivery system, focusing on ensuring that Sutter’s

contractual obligations to the county are met.

• Directed a multidisciplinary workgroup of county staff

in developing a Sonoma County Methamphetamine

Profile identifying the scope, impacts, and costs of local

methamphetamine use.

• Completed Standard 7 of the Food and Drug

Administration National Voluntary Retail Food Program

Standards–Industry and Community Relations, fostering

communication and information exchange among the

regulators, industry, and consumer representatives to

ensure the safety of food consumed at retail locations.

• Partnered with health care and emergency service

providers, businesses, community-based organizations,

other local public jurisdictions, and the general public to

promote Pandemic Flu planning.

• Convened a broad community-planning group to

evaluate and recommend options for improving services

to Medi-Cal clients.

• Implemented the Sonoma ACT (Assertive Community

Treatment) program that provides comprehensive,

locally based treatment to people with serious and

persistent mental illnesses.

• Expanded the 23-Hour Crisis Stabilization service

allowing more mental health clients to avoid

hospitalization.

• Implemented Alcohol and Other Drugs (AOD)

counselor certification for both county employees and

contract providers, as required by new state law.

• Implemented a Dependency Drug Court (DDC) pilot

program to provide services for women where alcohol

and/or drugs prevent family reunification.

• In coordination with the Probation Department,

successfully applied for the juvenile Mentally Ill

Offender Crime Reduction (MIOCR) Grant, which will

reduce recidivism by promoting stability in the lives of

youth with significant mental health needs.

136




Total Expenditures* Net Cost/Use of Fund Balance

FY 06-07 FY 07-08 % FY 06-07 FY 07-08 %


H S - Administration 9,380,827 9,919,012 5.7% (49,368) 0 (100.0%)

Prevention & Planning 9,954,619 8,812,782 (11.5%) 2,508,182 976,244 (61.1%)

Environmental Health 4,689,753 4,852,459 3.5% 0 0 0.0%

Public Health 50,185,986 50,603,122 0.8% (82,569) 0 (100.0%)

Mental Health 56,323,458 54,139,054 (3.9%) (648) 0 (100.0%)

Alcohol & Other Drugs Svcs 18,601,571 18,949,566 1.9% 130,227 63,699 (51.1%)

Sub-total Operating Fund 149,136,214 147,275,995 (1.2%) 2,505,824 1,039,943 (58.5%)

Special Revenue Financing Funds

Health Realignment 29,772,559 32,260,652 8.4% 612,553 2,577,646 320.8%

Mental Health Realignment 19,860,492 19,478,261 (1.9%) 4,176,619 2,231,177 (46.6%)

All Others 10,651,176 14,731,864 38.3% 413,117 (1,860,558) (550.4%)

Sub-total Sp Rev Fin Fund 60,284,227 66,470,777 10.3% 5,202,289 2,948,265 (43.3%)

TOTAL FINANCIAL 209,420,441 213,746,772 2.1% 7,708,113 3,988,208 (48.3%)

FINANCIAL SUMMARY

*Reflects gross appropriations, as described in the Special Revenues on the first page of this narrative.

REALIGNMENT

The state dedicates a portion of revenues from sales taxes and Vehicle License Fees to support health programs administered by

counties. These funds are known as realignment funds. They provide 30% of the Health Department’s funding.

Realignment funds for health purposes fall into two categories, Health Realignment and Mental Health Realignment. Health

Realignment funds are primarily from Vehicle License Fees, and Mental Health Realignment funds are largely from sales taxes.

The county can set aside some Realignment funds for reserves, and has adopted this practice.

Unlike most other sources of department revenue, the Board of Supervisors has discretion in allocating most of these funds, within

program guidelines set by state law. Both categories of realignment funds are used to fund mandated programs, to provide matching

funds which bring additional state and federal funds to local programs, and to fund local priorities. Health Realignment funds support

the Public Health, Prevention and Planning, Environmental Health, and Administration Divisions, while Mental Health Realignment

funds support Mental Health programs.

Each year the Board of Supervisors also has the discretion to shift 10% of the revenue from one type of Realignment category to

another if they find that doing so is the most cost-effective use of available resources to maximize client outcomes. Over the past 5

years, the Board has approved transferring almost $12 million from Health Realignment to Mental Health realignment. This budget

proposes an additional $2.5 million transfer in FY 07-08.

The Board has approved these transfers because Mental Health Realignment revenues have been insufficient to fund services already

offered by the department, such as in-patient psychiatric care and psychiatric emergency services, with a model of service reliant largely

upon expensive treatment. The Mental Health Division has eliminated 70 positions since FY 02-03 because of the inadequate funding.

While the Division expects to spend at least $9.4 million in funding from the Mental Health Services Act (MHSA), these funds cannot

be used for services the division already provides. The county is using MHSA funds to create a new, community-based, system of care

that will be more appropriate for many clients, and more cost-effective in many cases. This new system may reduce the need for core

programs by addressing mental health problems at their early stages. However, it is taking time for these programs to become

operational and to demonstrate their effectiveness. Should these programs be effective, it is still unclear if Mental Health Realignment

funding will be sufficient to fund an adequate level of services.

137




The Health Realignment transfers to Mental Health have substantially reduced the level of Health Realignment reserves, from nearly

$11 million in FY 02-03 to a projected $5.3 million at the end of FY 07-08. The proposed budget recommends preserving $8.7

million in combined Health and Mental Health Realignment reserves at the end of FY 07-08; however, the department projects using

a significant amount of these reserves in the following fiscal years, while preserving a $5 million Contingency Reserve.

Tables below summarize the recommended budget and projections for Realignment spending and reserves for FY 08-09 and

FY 09-10.

HEALTH REALIGNMENT FUNDS

FY 08-09 FY 09-10

Projected

Health Realignment Operating Fund

Est Beginning Balance $7,686,105 $5,327,430 $4,695,038

Revenue 29,683,006 30,718,294 31,661,386

Expenditures (29,541,681) (29,850,686) (30,867,666)

Transfer To Mental Health (2,500,000) (1,500,000) (1,500,000)

Sub-total Fund Balance $5,327,430 $4,695,038 $3,988,758

Health Managed Care Reserve

Est Beginning Balance $229,125 $0 $0

Revenue 0 0 0

Expenditures 1

(229,125) 0 0

Retained Balances $0 $0 $0

Budget

FY 07-08

Projected

1 The Managed Care Reserve was created in FY 00-01 with savings from the Managed Medi-Cal contracted services,

which ended in 2003. Remaining funds will support the Access to Care Program through FY 07-08. This Program

improves access to primary and specialty health services. With community partners, the department is developing

additional funding sources to continue the program beyond the next fiscal year.

138




MENTAL HEALTH REALIGNMENT FUNDS

FY 08-09 FY 09-10

Projected

Mental Health Realignment Operating Fund

Est Beginning Balance $3,055,665 $3,383,111 $3,019,453

Revenue 14,747,084 14,287,015 14,459,216

Expenditures (16,919,638) (16,150,673) (16,700,393)

Transfer from Health Realignment 2,500,000 1,500,000 1,500,000

Retained Balances $3,383,111 $3,019,453 $2,278,276

Mental Health Realignment Audit Reserve


Revenue 0 0 0

Expenditures1

(27,868) 0 0


Mental Health Realignment Mandated Costs Reserve


Revenue 0 0 0

Expenditures2

(672,000) 0 0


Recommended transfers to Operating Fund. No audits are pending within the five-year statute of limitations.

FY 07-08

Budget Projected

2 Recommended transfer to Operating Fund. This reserve was created to cover a portion of the un-reimbursed state mandated

costs associated with AB 3632 mental health services for Severely Emotionally Disturbed (SED) children. In FY 02-03 the

Hospital Close-out Fund (part of the General Fund) contributed $1,678,280 to the Mental Health Division (then in the county

General Fund) to finance unfunded state mandated costs resulting from AB 3632. The Governor has proposed re-paying these

funds as part of a 15-year payback of costs imposed on counties by unfunded mandates; see Community Hospital Closeout Fund

narrative for further discussion.

The budget recommends a number of position changes detailed in the tables at the end of this narrative, including adding 22.15

positions and deleting 13.69. Most new positions are to implement and expand Mental Health Services Act Community Support

Services (CSS). The reductions are primarily in the Public Health Division to contain costs funded by Health Realignment.

STAFFING SUMMARY

FY 06-07 FY 07-08 FTE %

Permanent Positions Adopted* Recommended Change Change

H S - Administration 56.75 57.75 1.00 1.76%

Prevention & Planning 19.95 18.25 (1.70) (8.52%)

Environmental Health 31.45 33.45 2.00 6.36%

Public Health 233.03 228.99 (4.04) (1.73%)

Mental Health 190.30 201.55 11.25 5.91%

Alcohol & Other Drug Services 79.41 79.36 (0.05) (0.06%)

TOTAL PERMANENT POSITIONS 610.89 * 619.35 8.46 1.38%

* Reflects adopted budget and net of 1.8 positions added during FY 06-07.

139




Workload Indicators Actual


Envir Hlth Prog & Serv Units 9,662 9,707 10,081 1

Public Health Division

Vital Statistics

Birth Certificates Registered 6,010 6,100 6,150

Death Certificates 3,451 3,600 3,655

Juvenile Probation Services

Health Examinations 454 524 650

Health Visits 3,375 8,844 10,000 2

Emergency Medical Services

Emer Responses for 3 County Area 66,000 66,000 66,000

Total People Certified or Accredited 1,285 3,300 3,500

Total People Transported 49,440 49,500 50,000

Mental Health Division

Adult Services

Unique Clients 1,328 1,340 1,350

Units of Service (Hours) 45,598 46,000 46,000

Youth & Family Services

Unique Clients 996 1,060 1,000


Forensic & Special Services

Unique Clients 342 342 345


Mental Health Services Act - Community Svcs & Supports

Unique Clients 0 120 150

Units of Service (Hours) 0 6,000 7,500 3

Psychiatric Emergency Services

Admits 2,759 2,800 2,920

Average Admits per Day 8 8 8

Alcohol and Other Drugs

Alcohol Services

Counseling Contacts 8,747 8,747 8,747

Treatment Accountability for Safer Communities (TASC) 594 550 602

Drug Court Referrals 101 111 128

Starting Point (Counseling Contacts) 54,496 57,222 58,880

Starting Point (Clients) 349 366 377

Adolescent Treatment Program (ATP) 284 291 284

Driving Under the Influence

DUI 1st Offenders 1,583 1,741 1,793

DUI Multiple Offenders 807 887 914

SACPA

SACPA Referrals 653 710 710

SACPA Bed Days 6,889 6,560 7,180 4

SACPA Caseload 545 575 625

Estimated Recommended

WORKLOAD SUMMARY

FY 06-07 FY 07-08FY 05-06

1 Permits & Units of Service - FY 07-08 exceeds prior year by 374 units due to monitoring six additional service activities.

2 Juvenile Probation - Health examinations of incarcerated minors projected to increase due to 13.1% increase in daily census.

3 Mental Health Services Act - Increase reflects program being fully operational for an entire year.

4 SACPA - The bed days increasing due to increased funding.

140





Health Impact

• The department will coordinate implementation of the four-year Healthy Eating Active Living (HEAL) project, funded in FY 07-08

by Kaiser Permanente ($442,446). The project is intended to reduce the incidence of chronic disease by increasing the availability of

healthy foods that people can afford and places where people can be physically active. The project targets the low-income

communities of Southwest Santa Rosa and South Park, where the number of residents who are obese and overweight exceed statewide

averages.

• The proposed closure of Sutter Medical Center of Santa Rosa hospital will affect the local health care delivery system. The department

will assess challenges facing the local health care system. Staff will educate providers and consumers about enrolling in health

insurance coverage, appropriate use of medical services, establishing a primary medical provider such as a doctor or clinic, and

maintaining insurance coverage.

• The implementation of the MHSA Community Services and Supports plan is well underway. The needed change in local public

mental health services to a community-based, recovery-oriented system is creating significant changes in how staff and community

partners provide service. This will continue to require staff to work closely and communicate openly with clients, families, staff, and

other community stakeholders. Other categories of MHSA funding will be released within the next year, which will require planning

and implementation of more new programs.

• The Coastal Valley EMS Agency will initiate its Ambulance Franchise Planning Process with the goal of selecting a financially

sustainable ambulance services franchisee in July 2009.

• The Healthy Kids program’s goal is to see that all children in Sonoma County have access to health insurance and healthcare. In FY

07-08 the department will continue to manage outreach and enrollment activities, fundraising and resource development. Children will

be enrolled as funding allows, though it is currently frozen, with the exception of children age 0 – 4 and open slots in the Kaiser

Healthy Child Plan. All of the recent California legislative health reform proposals include provisions to provide low-income children

with state funded health insurance. Should reform pass there would be a two-year phase in period. Various health related foundations

continue to provide funding to support local and state Children’s Health Initiative goals and activities. During this period Healthy Kids

would continue to function as it currently does to see that children are insured and have access to care. In subsequent years there will

continue to be a role for Healthy Kids to operate outreach, enrollment, retention, and education activities.

• The department will develop an ordinance establishing county construction standards for drinking water wells, assess local water

quality to support pending statewide minimum bacteriologic water quality standards, and implement the newly-created California

Retail Food Code designed to enhance food safety.

• The department will merge the Public Health and Prevention and Planning Divisions to strengthen planning and administrative

functions, build capacity to address community health needs, and enhance health outcomes.

Funding Challenges

• As discussed previously, Mental Health realignment revenues have not kept pace with the costs of providing service in the traditional

mental health model. Even as the department moves to a more community-based approach, additional evaluation of core Mental

Health services is needed to balance revenues and expenditures. Similar financial pressures are becoming apparent in Health

Realignment-funded programs. The department and CAO will provide a report to the Board in fall 2007 with a long-term, detailed

financial and program plan that will include strategies to preserve a prudent level of realignment reserves and reduce spending. The

plan will outline key policy choices and their implications, including options to reduce realignment-funded programs and/or the level

of continued Health Realignment transfers to fund Mental Health programs.

• In addition to the challenges of realignment funding, the department faces additional fiscal challenges due to flat or reduced state and

federal funding of core programs, changes in state funding methodology and priorities, continuing increased staff costs, and new

revenues and service demands that are difficult to rapidly align to current programs. In response to these pressures the department is

reducing capacity to retain baseline services in Alcohol and Other Drug services related to SACPA, reassigning staff to assure the

DUI program is self-supported through fees, projecting a decline of Public Health revenues by 3.7%, and reducing core Mental Health

program funding and services. Additionally, contract community-based organizations face difficulties in providing services at current

funding levels.

141




• The department is required to bill Medi-Cal and Medicare for payment of provided services. To guarantee accurate data to support

Mental Health Services Act reporting, the department must replace the 18 year old Mental Health Billing and Claiming system within

the next year. The system consists of hardware for which replacement parts are no longer available. The software is reaching the end

of its useful life and will no longer be supported by the vendor.

• The department will continue its work with the courts and other departments to assure a Family and Dependency Drug Treatment

Court continuance. This program is a vital component to the formation of successful alternatives to incarceration.

• New alcohol and other drug (AOD) counselor certification regulations require a number of staff working in AOD licensed and/or

certified programs; county operated and contract providers, to be certified. The department proposed classification changes and

payment for the necessary training through the tuition and textbooks benefit. Health Services and Human Resources are working on

possible short and long-term workforce impact which may affect both the department and contractors.


Early Authorization is recommended effective July 1, 2007 for the following positions:

Add 12.25 FTE Mental Health Services Act Community Services and Supports positions.

Add 0.50 FTE Health Information Specialist to develop a system of early mental health services for

children aged 0-5.

Add 0.25 FTE Family Nurse Practioner and 0.4 FTE MFT to respond to needs of incarcerated minors at

Juvenile Hall.

Add 0.50 FTE Emergency Services Coordinator to provide staff support via contract to Redwood Empire

Dispatch Communications Authority (REDCOM).


A 10% reduction plan for the General Fund portion not related to MOE, totaling $633,085, is on file with the County Administrator’s

Office. Any reductions would predominantly affect the Department of Health Services-Alcohol and Other Drug Services. Reduction

options are not applicable to MOE amounts or unallowable A-87 costs.


The Director of Health Services concurs with the recommended budget.


None.


Adopted as proposed with the following changes

Technical Changes

Gross

Expenditures

Revenue and


Administration

Carry forward grants, encumbrances and ISD projects for the

Administration Division.

6,818 152,681 (145,863)

Prevention and Planning

Reflects move of HIV Prevention from Public Health Division ($2.7 3,146,557 3,146,557 0

142




Technical Changes

Gross

Expenditures

Revenue and


million) and carry forward grants.


Carry forward grants, encumbrances and ISD project, appropriate new

Solid Waste grant for the Environmental Health Division.

273,080 319,628 (46,548)

Public Health

Includes increases to funding for Children's Outreach ($284,000) and

Access to Care ($167,000) as previously approved by the Board; the

addition of Community Health Improvement Action Council ($248,000)

and increased adminstrative services for SB 1773 uncompensated care

and pediatric trauma care ($50,000) - both subject to Board approval

prior to Final Budget adoption; the addition of .20 FTE Social Service

Worker III for increased nursing home visits ($15,000) funded by

Children & Families; carry forward grants, adjustments for

encumbrances, and the move of HIV Prevention to the Prevention and

Planning Division ($2.7 million).

(863,162) (798,586) (64,576)

Mental Health

Reduces certain housing services funded by Mental Health Services Act

by $1.2 million (included in overall MHSA funding plan formerly

presented to the Board) to avoid potential conflict with requirement that

MHSA funds not supplant exisitng funding for programs. The Board

will be presented with alternative use for these funds when the state

clarifies MHSA requirements; swap vacant .08 FTE Forensic

Psychiatrist and .25 FTE Sr. Office Assistant for .42 FTE Sr. Client

Support Specialist for the in-jail treatment programs ($29,000); and

other adjustments for rebudgeted projects or revised revenue estimates.

(1,180,547) (1,180,547) 0


Includes Orenda Center erosion control ($76,000); Drug Free Babies

grant ($69,000); and other adjustments for carry forward grants, prior

year projects, encumbrances, and revised revenue estimates.

262,210 319,305 (57,095)

Other Special Revenue Funds

Includes increases associated with SB 1773 fees for uncompensated

care and pediatric trauma care ($757,000) - subject to Board approval

prior to Final Budget Adoption; and other adjustments from carry

forward funds, projects, and revised revenue estimates.

919,083 759,645 159,438

ISD Changes


143




DETAILS ON FY 07-08 POSITION ALLOCATION CHANGES

Permanent Positions Admin

Prev &

Plan

Env

Health

Public

Health

Mental

Health AODS

Children

and

Families Total

Reductions

Account Clerk II Confid (1.00) (1.00)

Health Information Spec II (1.45) (1.45) (2.90)

Health Information Spec I (0.50) (0.50)

Env Hlth Program Mgr (1.00) (1.00)

Account Clerk II (0.50) (0.50)

Account Clerk III (0.50) (0.50)

Public Health Nurse II (1.03) (1.03)

Nurse II - B.S. (0.01) (0.01)

Program Planning Analyst (0.75) (0.75)

Social Service Wk III (0.50) (0.50)

Public Health Physician (0.02) (0.02)

Family Nurse Practitioner (0.28) (0.28)

Clinic manager (1.00) (1.00)

Clinic Clerk (0.77) (0.77)

Physical Therapist II (0.05) (0.05)

Nutritionist (0.05) (0.05)

Office Assistant II (0.08) (0.08)

Staff Psych Medical Chief (1.00) (1.00)

Lab Aide (1.25) (1.25)

Supervising AODS Assistant (0.25) (0.25)

Administrative Aide (0.25) (0.25)

Subtotal - Reductions (1.00) (1.95) (1.00) (6.99) (1.00) (1.50) (0.25) (13.69)

Additions

Assist Director Hlth Svcs 1.00 1.00

Accounting Technician 1.00 1.00

Supv Env Hlth Specialist 3.00 3.00

Health Program Manager 1.00 1.00 2.00

Nurse II 0.15 0.15

Account Clerk II 0.65 0.65

Emergency Services Coordinator 0.50 0.50

Family Nurse Practitioner 0.25 0.25

Marriage Family Therapist 0.40 1.05 1.45

Senior Office Assistant 1.00 1.00

Eligibility Worker II 1.00 1.00

Administrative Trainee 1.00 1.00

Client Support Assistant 1.00 1.00

Client Support Specialist 2.00 2.00

Licensed Clinical Soc. Worker 4.20 4.20

AOD Assistant I 1.25 1.25

Office Assistant I 0.20 0.20

Health Information Specialist II 0.50 0.50

Subtotal - Additions 2.00 0.00 3.00 2.95 12.25 1.45 0.50 22.15

TOTAL NET CHANGE 1.00 (1.95) 2.00 (4.04) 11.25 (0.05) 0.25 8.46

PERMANENT POSITION CHANGES

144




Allocation

Division Classification Date Change

Conversion of Limited Term Position to Regular PositionsPublic Health PH Nurse II 0.14

PH Nurse II 0.88Health Information Spec II 0.50

LCSW/MFT 0.75

Social Worker Assistant 0.50

Total Conversions 2.77

Extension of Limited Term PositionsPrevention and Planning Health Information Spec II to 6/30/08 0.50

Health Information Spec II to 9/30/08 1.00

Public Health Health Information Spec II to 6/30/08 0.40Sr Health Information Spec to 8/30/08 0.50

Mental Health Sr Client Support Spec to 6/30/09 1.00

Total Extensions 3.40

LIMITED TERM CHANGES

145

HEALTH SERVICES GENERAL FUND FINANCING Rita Scardaci, Director




The Health Services General Fund Financing Division was created July 1,

2004 to delineate General Fund support for the Department of Health

Services, and to facilitate multi-year projections of General Fund

requirements. It contains all General Fund contributions and Maintenance

of Effort (MOE) payments required by the state.

The division is divided into three sections:

The Vehicle License Fee (VLF) Realignment Pass-Thru section receives Vehicle License Fee (VLF) revenues from the state in the

General Fund and, as statutorily required, passes the funds through to the Mental Health Realignment and Health Realignment Special

Revenue Funds.

The Maintenance of Effort (MOE) section fulfills the required General Fund MOE requirement for Realigned Health Programs

($438,235) and Mental Health Programs ($560,252), as well as the required General Fund participation fee for the County Medical

Services Program ($718,947), which provides medical care for indigent adults ineligible for Medi-Cal or other public health insurance.

The General Fund Contribution section provides largely discretionary county General Fund contributions to the Department of Health

Services - Alcohol and Other Drugs Division, as well as funding local priorities.

FY 06-07 FY 07-08 %

Budget Section Adopted Recommended

VLF Realignment pass-thru 25,702,900 25,751,900 0.2 0 0 0.0

Maintenance of Effort (MOE) 1,717,434 1,717,434 0.0 1,717,434 1,717,434 0.0

Gen Fund Contribution 7,060,487 7,310,606 3.5 7,060,487 7,310,606 3.5

TOTAL FINANCIAL 34,480,821 34,779,940 0.9 8,777,921 9,028,040 2.8

FY 06-07

Adopted

FINANCIAL SUMMARY

Change Recommended

%


FY 07-08

Total Expenditures

Change

STAFFING SUMMARY



Funding Uses

Maintenance of Effort

Alcohol and Other DrugServices

Mental Health Programs

Health Programs

Other

Funding Sources

VLF Realignment PassThrough

County General Fund


Total Staff 0


147

HEALTH SERVICES GENERAL FUND FINANCING Rita Scardaci, Director



VLF REALIGNMENT PASS-THRU

• The FY 07-08 increased VLF Realignment results from growing VLF revenues in FY 06-07 and projecting revenue for FY 07-08.

This revenue has the two-fold benefit of increasing the current year’s growth allocation and increasing the VLF base annual allocation

in an equal amount, which subsequently becomes the new base amount for future years.

GENERAL FUND CONTRIBUTION

• Total recommended expenditures of $7.3 million include:

• $6.6 million for General Fund support of the Alcohol and Other Drugs Services Division of the Department of Health Services, an

increase of $324,102. This includes $50,704 for the Offender Treatment Program required General Fund match, budgeted for the

first time. This increase is consistent with the percent increase (3.50%) allocated to other General Fund budgets to partially defray

inflationary costs.

• $426,586 for county overhead (A-87) costs that cannot be charged to Health Realignment, and unallowable depreciation expense

for capital projects paid for by Health or Mental Health Realignment. The Health Services Special Revenue Fund reimburses the

county Other General Government budget for all other A-87 costs. This is an increase of $34,554 per the county cost plan.

• $142,790 for the Jail Population Control - Mental Health Discharge Planner (“Mental Health Option”). This is a decrease of

$2,940. The position is vacant and will be filled at a lower salary step in FY 07-08.

• $23,477 for the Environmental Health Milk and Dairy Inspection Program.

• $56,376 for the Sexual Assault Response Team (SART), reflecting an increase of 3.5%.


NA


A 10% reduction plan for the General Fund portion not related to MOE, totaling $633,085, is on file with the County Administrator’s

Office. Any reductions would affect the Department of Health Services programs. Reduction options are not applicable to MOE

amounts or unallowable A-87 costs.


The Director of Health Services concurs with the recommended budget.


None.



Technical Changes

Gross

Expenditures

Revenue and



Increase contribution to Department of Health Services - AODS for

prior year obligations and 07-08 interest expense in the SACPA

Offender Treatment Program (OTP).

134,027 0 134,027

148

HUMAN SERVICES DEPARTMENT Jo Weber, Director

County of Sonoma Human Services Department


MISSION STATEMENT

The Human Services Department (HSD) protects, strengthens, and secures

maximum independence for individuals and families.


Effective July 1, 2007, the Human Services Department will “move” from

the General Fund to a Special Revenue Fund, to better delineate how the department’s programs are financed, and the level of county

General Fund financial support provided. The General Fund support for the department can be found in the new Human Services

General Fund Financing Budget, located just prior to this budget narrative.

Budget at a Glance: Total Expenditures $163,317, 321

Total Staff 638.40


The HSD is comprised of four program divisions and acts as an agent of the state to determine eligibility for, and delivers services to, the

citizens of Sonoma County in accordance with state and federal regulations. The activities of these divisions are supported by the

department’s Administration Division, and are described below. The overall goals of HSD are to:

• Provide temporary assistance, including cash, Food Stamps, and public medical insurance (primarily Medi-Cal) to indigent adults and

families with needy children, and encourage attainment of family self-sufficiency by moving from welfare to permanent work.

• Provide social services to aged, blind, and disabled adults, and other adults and children.

• Protect the elderly, dependent adults, and children from abuse, neglect, and exploitation.

Family, Youth and Children’s Division: The staff in this division works to ensure the safety and well being of children. Staff provides

services that protect and support children in the belief that they and their families deserve stable, nurturing homes. Staff responds to

allegations of child abuse and neglect, 24 hours per day, 7 days per week. Staff also recruits and trains new foster parents, and operates a

24-hour emergency shelter for children removed from their homes because of abuse or neglect until a suitable foster home, or other

appropriate placement, is arranged. At the forensic interviewing center, staff provides a safe environment where child victims of sexual

abuse can be interviewed by a team of professionals. Additionally, children ages 16 to 21 who are leaving the Foster Care system are

provided with educational and occupational training, transportation, transitional housing, and money management training.

Economic Assistance Division: Staff in this division assists low-income individuals in Sonoma County by determining eligibility for

programs that help meet their basic needs. The division’s employees determine eligibility and benefits for a variety of programs,

including cash assistance through California Work Opportunity and Responsibility to Kids (SonomaWORKs). This is the local version

of the Federal Temporary Assistance to Needy Families (TANF) program, which provides cash assistance and employment services to

participants. This division also administers the federal and state Food Stamps and Medi-Cal programs. In addition, it administers two

state-mandated programs for indigent adults, the County Medical Services Program which provides medical care, and General

Assistance, which provides financial support for those ineligible for other public assistance programs.

Funding SourcesState allocations

Federal allocations

Reimbursements

Other

State Realignment

County General Fund

Funding Uses

Adult Services

Economic Assistance

Employment & Training

Family, Youth & Children

Other Programs

149




Employment and Training Division: The Employment and Training Division provides job-search assistance, career planning, training,

financial aid, and support to individuals and families. One of its programs, SonomaWORKS, is dedicated to helping clients obtain and

retain employment, and offers a complete spectrum of employment support services to public assistance recipients. These services

include child care, transportation, and counseling, in addition to determining on-going eligibility for cash aid, certain Food Stamp

programs, and Medi-Cal. The division also provides support to the Workforce Investment Board, which oversees Job Link, a one-stop

career center that coordinates an array of employment and training services for job seekers (open to all Sonoma County residents), at-

risk youth, and employers. The goal of Job Link is to match qualified people with quality jobs.

Adult and Aging Division: Staff in the Adult and Aging Division ensures the safety and well being of vulnerable adults. This includes

24-hour, 7 days per week, emergency response to reports of abuse, neglect, and exploitation. Staff coordinates community based services

for programs that allow persons sixty years of age and older to remain safely in their own homes. In addition, the division provides

guardian and conservator services to gravely disabled adults, and assists veterans (and their dependents and survivors) in claiming state

and federal benefits.

Administration Division: Staff in this division provides centralized support for the HSD, including facilities management for nine

locations, staff development, payroll and personnel services, information systems and network support services, hearings for client

appeals of caseworker decisions, investigations of suspected welfare fraud, and fiscal services.

150




FY 07-08 Objectives

• Expand child abuse prevention by supporting at-risk families

with services such as parent education and counseling. While

state and federal funding for these activities is limited, the

Human Services Department has been successful in

accessing grants to assist in this effort. Staff will continue to

seek funding and opportunities for expanding these services.

• Improve the Family, Youth and Children’s Division

performance in the timely reunification of families in which

children have been removed because of abuse or neglect,

timely adoption of abused or neglected children who cannot

return to their families, and better preparing youth between

16-19 years of age who leave the foster care system in their

ability to live independently.

• Continue to seek the most appropriate family placements for

children in foster care, using group homes and residential

treatment centers only when needed by the children.

• Continue to improve the work participation rate of adults

who participate in “welfare to work” activities through the

SonomaWORKS employment program for low-income

clients.

• Continue progress to meet Medi-Cal performance standards.

• Develop a strategic plan in the Adult and Aging Division to

address the needs of the growing proportion of adults over 60

years of age in Sonoma County.

• Develop a new data system for In-Home Supportive Services

(IHSS) and Adult Protective Services (APS) to improve the

management and efficiency of these programs.

• Award the first grants for transportation services for the

elderly and disabled through the Area Agency on Aging.


• Successfully implemented the Child Welfare Services

Program Improvement Plan, exceeding state and federal

standards for reducing repeat maltreatment of children.

Increased the rate of timely visits from social workers to

children receiving services from 63% to 99%, and

reduced by 13% the length of time it takes children to

leave Foster Care and return to their families.

• Improved the percentage of dependent children placed in

relative homes from 23% to 42%.

• Implemented a new Dependency Drug Court with the

Sonoma County Superior Court and the County

Department of Health Services to provide intensive drug

treatment services for parents who are clients of the

Family, Youth and Children’s Division.

• Successfully obtained state funding to open a kinship

center in Santa Rosa that will provide support services to

relative caregivers.

• Successfully obtained initial state funding for various

Child Welfare services.

• Improved the work participation rate of adults receiving

cash aid who participated in “welfare to work” activities

through the SonomaWORKS employment program from

20% to 35%. See the Key Issues section for further

discussion.

• Improved performance toward meeting two key Medi-

Cal Performance Standards, from 84% of applications

being processed within sixty days of application to 91%,

and from 15% of annual eligibility determinations being

processed within sixty days of submittal to 80%.

• Implemented the Economic Assistance Services Center

for Medi-Cal, Food Stamps, and CMSP continuing

caseloads. Instead of having an assigned worker, clients

call a toll-free number to access a team of Eligibility

Workers – anyone of which can assist the caller.

• Completed an analysis of the department’s overall

financial situation, including the ability to fulfill its

mission, given trends in limited federal and state

funding.

• With a state grant and local private funding, established

the “Step-Wise” program to teach seniors how to avoid

falling.

• Trained and collaborated with financial institutions in

Sonoma County on the new mandated reporter law,

requiring financial institutions to report suspected

financial abuse of elders and dependent adults.

151




Funding Sources: Seventy-eight percent of the Human Services Department’s revenue is from federal and state funds allocated to

specific programs. A portion of state revenues from sales taxes and vehicle license fees is dedicated to county health and human services

programs. These are known as realignment funds, and they provide 11% of the department’s revenue. The county’s General Fund budget

provides an additional 10%. Most of the 10% is required by statute as a local share of programs’ costs. However, the General Fund also

provides $3,580,713 of discretionary “over match” funding to maintain a basic level of services in mandated programs, and $974,839 to

fund three optional programs: Veterans Services, the Human Services Commission, and the Multi-Services Senior Program (MSSP). The

remaining 1% of revenue comes from donations and interest.

The Human Services Department’s budget is divided into the following budgetary divisions:

The Administration and Services Budget Division funds the administrative costs of the department, and staff costs for direct client

services. Services include determining eligibility and case management for Economic Assistance programs, Employment and Training

services, and social services offered by the Family, Youth and Children, and the Adult and Aging Divisions.

The Welfare Programs Budget Division funds the county share of direct benefits and/or payments to residents of Sonoma County who

participate in programs such as Adoption Assistance, Foster Care, In-Home Supportive Services, and SonomaWORKs. In addition, the

Welfare Programs Division funds some costs associated with Child Welfare Services. The benefits for other programs, including Food

Stamps and Medi-Cal, are funded by state and federal revenue. By law, the county covers the full cost of General Assistance payments.

The Realignment Special Revenue Budget Division serves as a financing source for Welfare Programs and the Administration and

Services Division. This Special Revenue Fund receives all sales tax and vehicle license fee realignment revenues. A portion of the

realignment revenues partially funds the California Children’s Services (CCS) Program in the Department of Health Services, and the

County Justice System Subvention Program (CJSSP) in the Probation Department.

Total Expenditures Net Cost/Use of Fund Balance*

FY 06-07 FY 07-08 FY 06-07 FY 07-08


Administration and Services1

Adult Services 14,388,581 15,543,158 8.0% 2,000,807 2,330,518 16%

Economic Assistance 20,603,714 23,889,309 15.9% 756,898 874,079 15%

Employment & Training 20,389,940 21,098,421 3.5% 1,104,245 1,213,796 10%

Family, Youth & Children 22,245,114 23,649,250 6.3% 5,641,035 6,082,331 8%

Other Programs 2

5,077,518 4,202,797 -17.2% 948,162 647,869 -32%Realignment (968,275) (1,090,989) 13%

Sub-Total Admin & Services 82,704,867 88,382,935 6.9% 9,482,872 10,057,604 6%

Adult Services 12,422,592 14,379,793 15.8% 9,856,878 11,291,1163

15%

Economic Assistance 19,284,613 19,656,931 1.9% 1,346,718 1,304,874 -3%

Family, Youth & Children 23,928,613 23,227,292 -2.9% 9,134,081 8,546,010 -6%

Realignment 741,200 0 100.0% (15,049,185) (15,192,424) 1%

Sub-total Welfare Programs 56,377,018 57,264,016 1.6% 5,288,492 5,949,576 13%

Realignment Special Revenue Fund 17,442,052 17,670,370 1.3% 0 0 0%

TOTAL FINANCIAL 156,523,937 163,317,321 4.3% 14,771,364 16,007,180 8%

3 Increase in Welfare Programs/Adult Services is primarily due to increase in caseload for In-Home Supportive Services and full-year

impact of wage and benefit increases that took effect during FY 06-07.

FINANCIAL SUMMARY

Change

%%

Change

* Net cost shown for comparative purposes, it is also included in the Human Services General Fund Financing narrative.

1 The sub-total of expenditures for the Administration and Services Division is an accurate representation of the department budget. However, amounts

for particular operating divisions are approximations intended to provide the reader with a general sense of the allocation of costs across divisions. The

county allocates program costs over the fiscal year according to a complex state formula.

2 Other Programs include California Welfare Information Network (CalWIN), Grants, Human Services Commission Welfare Programs.

152




FY 06-07 FTE


TOTAL POSITIONS 633.40 * 638.40 5.00 0.8

STAFFING SUMMARY

%

Change

FY 07-08

Recommended

The Adopted Budget with amendments as listed below:

Beginning Adopted Budget Permanent Positions 605.15

Added SonomaWORKS positions—9/26/06 8.00

Added positions for Child Welfare Services—11/07/06 10.75

Added position for CalWIN—12/05/06 1.00

Added position for Health grant—1/09/07 .50

Added positions with funds made available due to changes

in retirement funding —2/27/07 5.00

Added positions for SonomaWORKS—3/20/07 3.00

TOTAL for FY 2006-07 633.40

Positions added in FY 2007-08 Budget 5.00

TOTAL Recommended for FY 2007-08 638.40

Recommended Staffing Changes

• The 07-08 budget is requesting 5.0 additional positions as detailed in the following table:

Division Admin

Employment

& Training

Economic

Assistance

Subtotal

FTE's

Eligibility Worker III 1.0 1.0

Employment and Training Specialist 2.0 2.0

Supervising E&T Specialist 1.0 1.0

Account Clerk III 1.0 1.0

Subtotal - FTE's 1.0 3.0 1.0 5.0

• The Eligibility III position, requested by Santa Rosa Memorial Hospital, is for an additional Medi-Cal worker to be located at the

hospital, effective July 1, 2007. The position is 100% funded by federal/state Medi-Cal allocation.

• The two Employment and Training Specialist positions, and the one Supervising Employment and Training Specialist position are

requested to improve case management and increase HSD’s Work Participation Rates. The positions are 100% funded by federal/state

CalWORKs allocation.

• The Account Clerk III position will provide fiscal staff support in response to increasing workload associated with CalWIN and other

factors. It will be funded proportionately by all human services programs with federal and state funds, as well as county General

Funds within the department’s net cost target.

• The department anticipates receiving sufficient federal, state, and county funding within the department’s net cost target to sustain

these positions on an on-going basis.

153




Workload Indicators

Welfare Programs (Casemonths)

Refugees 2 6 6

General Assistance1

3,002 4,462 4,909

TANF 34,486 34,294 36,009

Administration

Welfare Fraud Case Referrals Accepted (Annual)2

1,509 2,823 3,387

Adult and Aging Division

In-Home Support Services (Casemonths) 46,080 50,724 54,528

AAA - Information & Assist. (Contacts) 38,404 38,640 38,500

AAA - Home Delivered Meals (Meals)3

228,205 196,162 196,162

Veterans Services - Client Interviews/Month 200 210 210

Economic Assistance (average monthly cases)

County Medical Services Program (CMSP)4

4,313 3,598 3,634

Medi-Cal5

22,949 17,550 18,024

Non Assistance Food Stamps (NAFS)6

4,488 4,719 5,285

Employment and Training

SonomaWORKs Total (Casemonths) 38,899 39,188 40,755

WIA - Core Services (Clients) 4,596 4,800 4,800

Family, Youth and Children

Licenses (Approved Foster Family Homes)7

167 75 85

Child Welfare Services (Casemonths) 14,419 14,640 15,420

Children's Home (Average Daily Population)8

26 32 43

Foster Care & Severely Emotionally Disturbed 8

5,839 7,939 8,177

7 Decrease from FY 05-06 to 06-07 as to categories of relatives and close friends that no longer require licensing.

8 Increase due in part to increased number of children taken into custody in 2006, and inability to find suitable

placements for rising number of children. The department has seen an increase in the number of drug exposed

infants and young children, increased substance abuse among the families served, and a number of large family

groups.

1 Caseload increases due to regulation changes which now allow partial rent payments by third parties, allowing

more clients to be eligible for benefits.

3 Decrease from FY 05-06 to 06-07 due to funding reductions.

5 Decrease from FY 05-06 to 06-07 due to problems with how the prior information system counted Medi-Cal

cases, now corrected with the new CalWIN system. In addition, staff have been able to process more backlogged

cases.

6 Caseload increases consistent with statewide increases. In part, the replacement of paper food stamps with an

electronic benefits transfer (ATM type of system) has reduced the time associated with food stamps. In addition,

the Transitional Food Stamp program was implemented. Both of these changes contribute to the increases.

4 Decrease from FY 05-06 to 06-07 due to programming error in CalWIN, which prevented cases in 05-06 from

automatically discontiniuing after a set time frame, thus increasing number of monthly cases. The error has been

corrected.

2 Increases from FY 05-06 are due to staff returning to this function from temporary assignments supporting

CalWIN implementation, and filling of vacant positions.

Actual Estimated Recommended

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08

154





Federal and State Funding Not Reflecting Costs of Providing Services

• For the last several years the department’s ability to meet federal and state performance standards was substantially compromised

because of insufficient federal and state funding. While most programs are mandated, funding has increased to reflect caseload

increases in some programs but not all, and has not matched cost increases in any program. General Fund support that exceeds state

requirements has helped the department to meet most standards. This budget includes nearly $3.6 million in county discretionary

General Fund “over match” to support the mandated programs. Increasing caseloads and higher state performance standards continue

to challenge the department, although the situation with federal and state funding improved in FY 06-07 and allowed the department

to restore 28.25 positions that were eliminated in prior years, primarily in Child Welfare Services and CalWORKs.

• The HSD anticipates that the final FY 07-08 State Budget will contain information on lost funding, due to the absence of cost of doing

business increases over the past five years; however, it is uncertain if that information will be accompanied by funding increases. The

department will continue to work through the County Welfare Directors Association, to advocate for annual allocations to include cost

of doing business increases.

Family, Youth, and Children’s Services

• The Family, Youth, and Children’s Services Division has faced significant challenges in recent years, including a 10-15% annual

growth in complex child abuse cases. This trend has continued, with a total of 248 petitions to remove children filed in calendar year

2006, and over 600 children in foster care placement. Staff turnover has also continued, as experienced social workers continue to

retire. While the division has generally been able to meet federal and state performance standards due, in part, to discretionary General

Fund support (proposed at over $2.6 million in this budget), these challenges are expected to continue in FY 07-08. For example, the

number of complex cases continues to grow, most of which are related to parental drug and alcohol use and, increasingly, the use of

methamphetamine. The number of foster homes able to take in these children is declining, which could lead to the placement of more

and younger children at the children’s home, or the use of more expensive alternatives such as foster family agencies. The Family,

Youth and Children’s Division has obtained state funding for several new programs, which may improve services and outcomes for

children in FY 07-08. The division will continue to apply for grant funding.

Adult and Aging Division

• The workload in the Adult and Aging Division is growing rapidly, reflecting the increasing aging of Sonoma County’s population.

This trend is having a major effect on the county contribution to the HSD budget, particularly for In-Home Supportive Services

(IHSS). The county pays 17.5% of the costs of wages and benefits for IHSS caregivers. The IHSS caseload grew nearly 10% in FY

06-07, and the department projects an 11% increase in FY 07-08. This will increase General Fund expenditures about $1.3 million

(from $9.9 million to $11.2 million), just to cover the county share. State realignment revenues were intended to cover the county’s

share of these costs (as well as those of other, less expensive, programs), but over time they have not kept up with the growth in

caseloads. In addition, the lack of adequate administrative funding for IHSS has resulted in high caseloads for each social worker.

• The Adult and Aging Division is also experiencing substantial growth in the number of referrals to, and cases managed by, Adult

Protective Services (APS). State allocations for APS have not increased for caseload, workload, or cost of doing business for the past

five years. This budget recommends a continued discretionary county contribution “over match”of nearly $460,000 for APS, to make

up for the lack of federal and state support.

• Finally, the Area Agency on Aging has focused on expanding grant writing services in an effort to increase funding for transportation

and other needed community services for seniors and people with disabilities.

CalWORKs and Work Participation Rates

• The 2006 federal reauthorization of Temporary Assistance to Needy Families (TANF) (known locally as SonomaWORKS) requires

that 50% of participants be engaged in work-related activities for a certain number of hours. This requirement is known as the work

participation rate. The reauthorization substantially changed how the rate is calculated, and alters the activities which count as work-

related. Failure to meet the rate could result in financial penalties to counties. The department received state instructions, in March

2007, for calculating the new rate, and is collecting data to establish a baseline rate under the new rules. The first report measuring the

rate under the new rules is expected in July 2007.

155




• The department has received substantial additional state funding to increase its capacity to meet the new TANF standards. This

funding allowed the department to create 11 new positions in FY 06-07, and three more are proposed with this budget. Also, the

department has increased its work participation rate under the old TANF rules from 20% in Fiscal Year 2005-06, to 35% as of

September 2006.

• Despite these increases, it is difficult to project if, and when, the department will reach the new rate. The state is lobbying to change

the federal methodology for calculating the rate, to make it easier for states and counties to comply. California counties, including

Sonoma, continue to work on strategies to increase participation. The department does not anticipate any penalties would be levied

until FY 2010-2011, and only to counties which failed to meet the 50% rate.

Medi-Cal Performance Standards

• Failure to meet any one of five state performance standards for Medi-Cal can result in the state imposing a penalty of 2% of the

county’s funding for Medi-Cal administration, if improvement is not made pursuant to a corrective action plan. The department is

currently under a corrective action plan for one standard, processing 90% of annual re-determinations within 60 days of their renewal

date if the recipient completes and returns the renewal forms on time. The department is currently at 80%, and is optimistic it will

reach 90% by August 2007, provided that the Medi-Cal allocation reflects increasing costs of doing business.

Economic Assistance Services Center

• A new Medi-Cal Call Center leverages three technologies to improve customer service: the CalWIN system which determines

eligibility and supports case management, document imaging, and advanced telephone technology. Implemented in March 2007, the

center makes it easier for clients to reach staff for assistance. The department will experience a learning curve during 2007-08, as both

staff and clients become familiar with the new system and business processes.

Changes in Department Leadership

• Department leadership changed in six major areas in 2006-07, due to retirement of the department head, as well as division managers

in Economic Assistance, Family, Youth and Children’s and the Adult and Aging Divisions. In addition, the promotion of the division

director for Employment and Training to assistant director resulted in a change in leadership for that division. All vacancies for these

leadership positions, comprising three quarters of the executive team, have been filled, and transition activities will continue

throughout 2007-08.


The department is requesting early authorization for the following positions:

• Eligibility Worker III for Economic Assistance – Funding and the contract with Memorial Hospital are effective July 1, 2007.

• The three Employment and Training positions (Supervising Employment and Training Specialist, 2.0 Employment and Training

Specialists) will address the need to increase work participation rates, and a July 1 start date will enable the department to fully utilize

its CalWORKs allocation during the 2007-08 budget year, which increases funding in future years.




The Director of Human Services concurs with the recommended budget.


None.

156






Technical Changes

Gross

Expenditures

Revenue and


Child Abuse Prevention Fund

Increase revenues for birth certificates and increase amount transferred

for child abuse prevention contracts.

10,500 10,500 0

Welfare Programs Division

Reclassify County General Fund support across all sections of the

division for better clarity and increase foster parent respite child care

($10,000).

10,000 10,000 0

Program Administration Division

Reclassify County General Fund support across all sections of the

division for better clarity; reclassify computer related expenses in

Program Administration for more accurate tracking; increase Mental

Health grant expenditures ($5,000) and re-book County General Fund

revenues related to encumbrances at FY 06-07 year end in the General

Fund in three sections: Valley of the Moon Children's Home ($16,625),

Program Administration ($103,691), and HSD Admin-Gen Fund

Support ($325,908).

5,000 451,224 (446,224)

Area Agency on Aging

Increase expenditures for Senior Safety ($41,000) and Carewise

($69,224) grants, Congregate Meal program ($12,500), and adjust

expenditures and revenues for actual contracts and Fed/State funding

shift ($2,997).

125,721 125,721 0

Human Services Commission

Increase child abuse prevention contracts with revenue transferred from

Child Abuse Prevention Fund.

10,500 10,500 0

Human Services Grant Programs

Adjust revenue & expenditures for decreased Rapid Response grant. (83,185) (83,185) 0

157

HUMAN SERVICES GENERAL FUND FINANCING Jo Weber, Director




The Human Services General Fund Financing Division was created July 1,

2007 to better delineate how the department’s programs are financed, and

the level of County General Fund financial support provided. Most of the

Human Services Department’s programs are mandated by the federal and

state governments, and the department provides most of its services as an

agent of the state. The federal and state governments provide most of the

department’s funding. The county is required to provide some support from

its General Fund as discussed below. These mandated county funding responsibilities include annual contributions that do not usually

change over time (known as Maintenance of Effort, or MOE), and a required county share of program costs that change from year to

year depending upon the size of caseloads. The county also provides discretionary financial support for local priorities, some of which

goes toward federal and state programs, beyond the MOE, to mitigate the local effects of limited federal and state funding. This section

of the budget shows both the mandatory and discretionary General Fund support for the Human Services Department.


Total Staff 0


To understand General Fund support for the department it is helpful to understand two key components of the department’s budget

structure. First, the Welfare Programs Division includes the revenues and expenditures for the county share of direct benefits and/or

payments to residents who participate in programs such as Adoption Assistance, Foster Care, In-Home Supportive Services, and

Temporary Assistance to Needy Families (TANF). In addition, the Welfare Programs Division funds some Child Welfare Services costs.

The benefits for other programs, including Food Stamps and Medi-Cal, are paid directly by the Federal and state government,

respectively. The county covers the full cost of General Assistance payments, a state-mandated program in which counties provide

financial support for indigent adults who are ineligible for other public assistance programs.

The Administration and Services Division includes the revenues and expenditures for the administrative costs of the department and

staff costs for direct client services; for details, see the narrative for the Human Services Department which follows this section. Direct

client services include determining eligibility and providing case management for Economic Assistance programs, Employment and

Training services, and social services offered by the Family, Youth and Children, and the Adult and Aging Divisions.

Human Services General Fund financing is divided into three sections:

The Vehicle License Fee (VLF) Realignment Pass-Thru section receives Realignment Vehicle License Fee (VLF) revenues from the

state in the County General Fund and, as statutorily required, passes the funds through to the Realignment Special Revenue Fund that is

part of the department budget. These revenues are then spent on department programs.

The Mandatory County Share/Maintenance of Effort (MOE) section includes the required General Fund funding for welfare

programs and welfare administration.

The Discretionary General Fund section includes discretionary county General Fund contributions to Human Service Department

programs which are a high priority for the Board of Supervisors.

Funding Sources

County General Fund

Realignment VLF Pass Through

Funding Uses

Discretionary General Fund -Programs and Services

Mandated County Share/MOE -Program Obligations

159




FY 06-07 FY 06-07

for comparative % for comparative %

Budget Section/Fund purposes only* Recommended Change purposes only* Recommended Change

Welfare Programs Division

Mandated County Share/MOE 1,984,554 2,687,734 35.4% 1,984,554 2,687,734 35.4%

Discretionary General Fund 3,303,938 3,261,841 -1.3% 3,303,938 3,261,841 -1.3%

Subtotal 5,288,492 5,949,575 12.5% 5,288,492 5,949,575 12.5%

Administration and Services Division

VLF Realignment Pass Through 741,200 741,200 0.0% - -

Mandated County Share/MOE 5,231,327 5,502,054 5.2% 5,231,327 5,502,054 5.2%

Discretionary General Fund 4,251,544 4,555,549 7.2% 4,251,544 4,555,549 7.2%

Subtotal 10,224,071 10,798,803 6% 9,482,871 10,057,603 6%

TOTAL FINANCIAL 15,512,563 16,748,378 8.0% 14,771,363 16,007,178 8.4%

FY 07-08 FY 07-08

FINANCIAL SUMMARY


*FY 06-07 comparative figures were included in the Human Services Department in the FY 06-07 Adopted Budget.

STAFFING SUMMARY



VLF REALIGNMENT PASS THROUGH

• There is no change projected for FY 2007-08 over FY 2006-07.

MANDATORY COUNTY SHARE/MOE

• The total Mandated Share of Costs/MOE for the Welfare Programs Division ($2,687,734) and Welfare Administration Division

($5,502,054) are $8,189,788.

The recommended amount for Welfare Programs is an increase of 35.4% from FY 06-07. One factor contributing to the increase is a

reduction in state realignment revenues, which off-set county costs. The department also anticipates a $1.3 million increase in the cost

of mandatory IHSS wages, off-set by a $650,000 decrease in Foster Care costs. The increased IHSS wage costs are due to two major

factors. First, caseloads are projected to increase by 11%. Second, the state has established minimum wage levels for IHSS providers.

The level through December 31, 2007 is $7.50/hour. This will increase to $8.00/hour on January 1, 2008, increasing the portion of the

County’s share of costs for wages that is mandatory.

Welfare Administration:

• $1,603,249 in Maintenance of Effort (MOE), including:

o $1,530,471 for the CalWORKS program

o $72,778 for Adult Protection Services (APS)

• $211,331 spread across numerous department programs

• $129,828 for the Area Agency on Aging

• $2,931,028 mandatory county share for Valley of the Moon Children’s Home(1)

• $626,618 for the Public Administrator/Public Guardian/Public Conservator

(1) The placement of children in temporary shelter is a mandatory service; however, the Valley of the Moon Children’s Home is not a

mandated model of that service. The costs of Valley of the Moon Children’s Home contain both mandatory and discretionary costs; they

have been combined for ease of presentation.

160




DISCRETIONARY GENERAL FUND

• Total recommended expenditures of $7,817,390 include $3,261,841 for optional IHSS wages and benefits included in the Welfare

Programs Division, and $4,555,549 in the Administration and Services Division as follows:

• $2,636,481 for Child Welfare Services

• $459,429 for Adult Protective Services

• $420,775 for Veterans Services Program

• $518,954 for the Human Services Commission

• $484,803 spread across various department programs and administration costs

• $35,107 for the Multipurpose Senior Services Program

Expenditures in the Administration and Services Division are increasing 7.2% in part because of changes in how the county is managing

retirement costs for the department.


None.


A 10% reduction plan for the General fund portion not related to MOE, totaling $752,207 is on file with the County Administrator’s Office. Reduction options are not applicable to MOE amounts or unallowable A-87 (county overhead) costs.


The Director of Human Services concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Human Services Commission: Restore $325,000 funding for contracts with Community Based

Organizations (CBOs). 325,000


Priority

Description

Net Cost

Amount

1 Human Services Commission: Restore $325,000 funding for contracts with Community Based

Organizations (CBOs).

325,000



Technical Changes

Gross

Expenditures

Revenue and


General Fund Financing

Increase General Fund contribution needed for transfer of prior year

encumbrances established to the Special Revenue fund ($325,908); add

expenditures for foster parent respite care ($10,000); and adjust

expenditures in other categories for better clarity ($496).

335,412 0 335,412

161




Technical Changes

Gross

Expenditures

Revenue and


Other Changes

Non Recurring

Restore $325,000 funding for contracts with Community Based

Organizations (CBOs).

325,000

0

$325,000

162

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY Jo Weber, Director

County of Sonoma In-Home Supportive Services (IHSS) Public Authority



Total Staff 3


MISSION STATEMENT

The mission of the Sonoma County In-Home Support Services (IHSS)

Public Authority is to enrich the lives of IHSS clients and caregivers by

providing services and support to enhance quality care giving.


The goal of the In-Home Supportive Services (IHSS) program is to provide assistance that allows elderly and disabled clients to

continue living in their homes. The types of assistance include shopping, cooking, housecleaning, and bathing. The assistance is

provided by IHSS caregivers.

The Board of Supervisors established the Sonoma County In-Home Supportive Services (IHSS) Public Authority on June 5, 2001, as an

independent public entity, with the members of the Board of Supervisors serving as the Board of Directors. The Public Authority acts as

the employer of record for IHSS caregivers for the purpose of collective bargaining over wages, hours, and other conditions of

employment. Public Authority staff administers contracts, manages eligibility for health and dental insurance for IHSS caregivers,

coordinates training classes for IHSS caregivers, and provides staff support to the IHSS Advisory Committee. The IHSS Public

Authority contracts with the Human Services Department, which provides staff that screens applicant caregivers (including criminal

history investigations), matches client requests with qualified caregivers, provides direct in-home services to clients with special needs,

and coordinates urgent on-call assistance.

State law stipulates that the IHSS Public Authority is legally independent from the county, and that its budget is independent of the

Human Services Department. To avoid duplication of administrative systems, the Board of Supervisors and the Board of Directors

designated the Human Services Department as the administrative liaison to the IHSS Public Authority, and directed the Public Authority

to utilize county services through an interagency agreement. The Director of Human Services oversees the Public Authority Manager

through this interagency agreement.

Funding Sources: Funding for the IHSS Public Authority’s administrative budget includes a mix of state, federal, and county funds.

The county share of the administrative costs is approximately 20%. This budget does not include any costs for caregiver wages and

benefits. All such costs are included in the Human Services Department’s welfare programs budget.

Funding Sources

County General Fund

State

Federal

Funding Uses

Salaries & Benefits (includingcontracted)

Services & Supplies

Other Charges

163




FY 07-08 Objectives

• Screen 240 Public Authority Registry applicants through

the California Department of Justice Criminal History

Investigation Program.

• Match 810 client requests for services with registry

caregivers previously screened for criminal histories.

• Provide a minimum of 12 training sessions for IHSS

caregivers, and train approximately 320 caregivers in a

variety of health, safety, and client care topics.


• Conducted Department of Justice criminal history

investigations on 240 Public Authority Registry

applicants who wish to provide in-home supportive

services.

• Matched approximately 780 client requests for services

with registry caregivers previously screened for criminal

histories.

• Provided 14 training classes for IHSS caregivers and

trained 296 caregivers in a variety of health, safety, and

consumer care topics.

Total Expenditures Net Cost/Use of Fund Balance*

FY 06-07 FY 07-08 FY 06-07 FY 07-08


IHSS Public Authority - Special Fund 1,351,337 1,381,833 2.3% 271,309 277,664 2.3%

TOTAL FINANCIAL 1,351,337 1,381,833 2.3% 271,309 277,664 2.3%

*Net cost is shown here for illustrative purposes and is included in Human Services General Fund Financing Narrative,

Welfare Programs Division Mandated County Share/MOE

FINANCIAL SUMMARY

%

Change

%

Change

FY 06-07 FTE


TOTAL POSITIONS 3.00 3.00 0.00 0.0

STAFFING SUMMARY

%

Change

FY 07-08

Recommended

Workload Indicators

Caregiver Orientations 225 225 225

Caregiver Trainings 340 296 320

Consumer/Caregiver Matches 747 780 810

Criminal History Investigations 244 240 240

Urgent Substitute Caregivers 218 210 220

WORKLOAD SUMMARY

Actual Estimate Recommended

FY 05-06 FY 06-07 FY 07-08

164





• The current local labor agreement (MOU) for IHSS caregiver wages and benefits expires on September 30, 2007. The wage in the

current agreement is $10.50 per hour effective June 1, 2006. With health and dental benefits included the effective rate is $11.19 per

hour. The IHSS Public Authority will negotiate a new MOU to become effective on October 1.

• The number of caregiver hours in FY 07-08 is anticipated to be 5.1 million, an increase of 11% over estimated FY 06-07 hours. The

increase is due to an increased number of clients receiving IHSS, as well as a larger pool of IHSS caregivers willing to work

historically unfilled hours for a higher rate of pay

• State law carries a “trigger” requiring state financial participation in wages and benefits of an additional one dollar per hour, if state

revenues are projected to increase by 5% (or more) in the following fiscal year. For FY 06-07 the state provides financial support up to

$11.10/hour. The estimated revenue growth for FY 07-08 is 7.2%, and thus the state's sharing would normally increase to a maximum

wage and benefit level of $12.10 per hour. However, the Governor is proposing to freeze state sharing in IHSS wages and benefits at

the amount currently approved in each county, which assumes repeal of current law, and would prevent the increase in state

participation from $11.10 to $12.10.


None.


A 10% reduction plan for the department totaling $26,099 (reflecting the County General Fund portion of revenue) is on file with the

County Administrator’s Office.


The Director of Human Services concurs with the recommended budget.


None.



165

DEPARTMENT OF CHILD SUPPORT SERVICES Cynthia Moore, Director

County of Sonoma Department of Child Support Services

FY 2007 - 2008 Budget Health and Human Services


Total Staff 152


MISSION STATEMENT

The mission of the Sonoma County Department of Child Support Services

(DCSS) is to ensure that children receive the services regarding parentage

and financial support to which they are legally entitled.


The Department of Child Support Services (DCSS) is responsible for the Sonoma County Child Support Enforcement program. It is part

of a nationwide federal and state program that collects child support from parents to reduce public assistance costs. DCSS seeks and

enforces court orders to ensure that financial support from non-custodial parents is provided to custodial parents. A custodial parent

applying for Temporary Aid for Needy Families (TANF) must cooperate with DCSS to be eligible for public assistance. Collections for

these families are turned over to the Human Services Department to offset public assistance grant costs. Collections for other families

are paid directly to them to help keep them self-sufficient. Child Support Services is funded entirely by state and federal funds.

The Child Support Services budget consists of two divisions (each a special revenue fund):

• Child Support Services Division, which consists of state and federal funds that support the operational activities of DCSS.

• Special Incentives Division, which contains carry over balances from previously paid state performance incentives. These were earned

by obtaining health insurance on behalf of children through their parent’s employer, and for ranking in the top ten counties achieving

the highest federal program performance measures.


• Ranked in the top quartile of California counties in

program performance, exceeding all federal performance

measures. DCSS ranked in the top ten counties in the

percentage of current monthly support collected and

number of collections for cases owing arrears.

• Successfully passed all state and federal compliance and data reliability program audits during FY 2006-2007.

• Successfully implemented the first phase, Version One, of the California Child Support Automation System (CCSAS) project. Prepared a work plan for training and analysis of business practices required for full conversion to Child Support Enforcement (CSE) Version Two in August 2007.

FY 07-08 Objectives

• Maintain current performance standings and compliance

with federal and state mandated performance standards,

despite holding positions vacant to operate within state

allocation limits.

• Implement Version Two of CCSAS. Transition to the new business model as identified in the CSE change management project component by the end of FY 2007-2008.

Funding Uses

Child Support EnforcementExpenditures

Implement New ChildSupport Automation System

Funding Sources

Operating Transfer

Staff on Loan Reimbursement

State Revenue

Fed Revenue

167





FY 06-07 FY 07-08

Budget Division/Fund Adopted Recommended

Child Support Svcs - Spec Rev Fund 15,701,657 16,609,547 5.8 0 0 0.0

DCSS - Special Incentive Fund 362,219 394,639 9.0 362,219 394,639 9.0

Sub-Total Special Revenue Fund 16,063,876 17,004,186 5.9 362,219 394,639 9.0

TOTAL FINANCIAL 16,063,876 17,004,186 5.9 362,219 394,639 9.0

FINANCIAL SUMMARY

%

Change

FY 06-07

Adopted

FY 07-08

Recommended

%

Change

FY 06-07 FTEStaffing Adopted Change


STAFFING SUMMARY

%Change

FY 07-08Recommended

FY 05-06 FY 06-07 FY 07-08


Collections $31,008,350 $31,406,777 $31,472,232

Cases Opened 3,923 3,950 4,000

Cases Closed 4,986 4,550 4,500

Paternity Established 1,501 1,500 1,500

Support Orders 5,364 5,200 5,200

Earnings Assigned 8,178 7,500 7,500Medical Coverage Verified 1,671 1,300 1,500

WORKLOAD SUMMARY


FY 07-08 Funding

• The Governor’s Budget for DCSS does not include a cost of living increase for DCSS. Consequently the proposed budget assumes

that state program allocations will remain static. The department is holding 14.5 positions vacant until the state allocation letter is

received and the staffing requirements for CCSAS are made available; the department used the same strategy in FY 06-07 by holding

12 positions vacant until receiving the allocation letter. Issuance of the final allocation letter, including funding enhancements for

CCSAS, is expected by October 2007.

• Consistent with prior experience, the proposed budget also assumes that the vacancies will result in enough savings to offset fixed cost

increases in salaries and benefits. DCSS will include further reductions in the Final Budget if these assumptions change for the worse.

• Sonoma County’s CSE conversion date has been delayed by three months. State DCSS has not yet determined whether project

funding allocated to Sonoma County DCSS in FY 06-07 ($185,693) can be used to cover FY 07-08 CCSAS project expenses.

168




Cumulative Impact of Flat Funding

• If the Governor’s Budget for DCSS is approved, this will be the sixth year in a row that the state did not include a cost of living

increase for DCSS. During this period of flat funding the cost of operations has continued to escalate, forcing a reduction in the

number of positions (approx. 30%) in six years. Through its Quality Assurance (QA) program and resulting efficiencies, DCSS has

retained collections at essentially the same level, rather than reducing them as positions have been cut. DCSS has also used its QA

program to streamline and prioritize casework and customer service contacts, providing a continuum of quality service despite

decreases in case and support worker positions. The department continues to focus resources on cases requiring high levels of service

and conversion to CSE.

Future Funding

• Congress recently amended the funding allocation formulas for state child support programs. The full impact on county allocations is

still unknown. The Governor’s Budget includes a backfill of $90 million in FY 07-08. Sonoma County’s proportionate share of the

backfill is $1.8 million. Congress is expected to consider reversing the limits on federal matches on child support incentive funding in

FY 08-09. Should the limits be removed, the state may simply use the federal funds to reduce its contribution, or it might augment any

increase in federal funds with state funds.

• The California Child Support Directors Association (CSDA) is negotiating with state DCSS over a methodology for allocating future

funding for local expenses. The CSDA has also submitted a request to the state legislature for a 3.5% COLA increase to the FY 07-08

local assistance budget. If shared proportionately among counties, the Sonoma DCSS share would be approximately $525,000.

Workload

• The caseload growth originally anticipated in FY 06-07 due to the implementation of CCSAS is more likely to occur in FY 07-08 (due

to the slippage in conversion dates), when some new private/non-assistance cases may be referred to DCSS for services through the

newly created state disbursement unit’s outreach efforts.

• Medical Support, which measures the number of children enrolled in private or employer-based medical insurance (non-federal

funded) policies, is measured against the total caseload and has been a workload indicator for several years. It will be the newest

Federal Performance Measure in FY 07-08. It will become a measure for state performance reviews of county programs in the future.

The number of new enrollments is expected to decline in FY 06-07 as employer sponsored health insurance becomes increasingly

unaffordable for parents, and as the limited coverage is inadequate to replace subsidized programs such as Healthy Families.

• DCSS conducted an effort in 2006 to close a backlog of uncollectible cases eligible for case closure. Once the backlog is eliminated,

the number of cases eligible for closure should be reduced in future years.

Statewide Automated Child Support System (CCSAS)

• CCSAS Version One implementation had to be completed in all California counties by August 2006, to relieve the state of annual

federal penalties of over $270 million; federal certification of the system is pending. The Governor’s Budget includes full funding of

penalties by the state in any event. Sonoma DCSS fully implemented Version One in August 2006, and is now scheduled to

implement Version Two of CCSAS in August 2007, requiring a complete conversion of its data system to the statewide application

managed by state DCSS. The recommended budget includes 3.0 positions (fully funded to assist with the CCSAS project) continuing

to work for the state under a contract with DCSS.

DCSS Revenue Fund (Formerly Special Incentive Fund)

• This fund is being renamed beginning FY 07-08. Local Child Support Agencies have not been paid performance or health insurance

incentives for several years; this has rendered obsolete the use of the term Incentive in the name of this fund. Beginning with FY 07-

08 this fund will be known as the DCSS Revenue Fund.

• Consistent with prior Board policy, DCSS is proposing to spend the full remaining balance in the Special Incentive Fund to fund one-

time expenditures for training, travel, and outreach related to conversion to CCSAS. This includes a pending request to the state to

carry over $62,000 in unspent health incentive funds in FY 07-08; the state has approved prior comparable requests. If this request is

denied, the unexpended balance of health incentive funds will revert to the state General Fund on June 30, 2007, (in accordance with

state law) leaving only the remaining $332,639 in “top ten” performance funds available for FY 07-08.

169




• The department intends to appeal to the state for a federal match on performance and health incentive funds expended in FY 07-08.

These matching revenues are included in the budget because the state anticipates that they will be part of the federal allocation. If

approved, DCSS would receive nearly $2.00 for every $1.00 of incentives spent and increase one-time program expenditures by

$766,064 to support CCSAS implementation.


None.


None.


The Director of Child Support Services concurs with the recommended budget.


None.



Technical Changes

Gross

Expenditures

Revenue and


Increase Salary Savings, decrease Services & Supplies expenditures and

decrease State-Other Revenue, to reflect reductions and savings related

to anticipated vacancy of position formerly on loan to State DCSS.

(106,319) (106,319) 0

170

COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUND Bob Deis, County Administrator

County of Sonoma Community Hospital Enterprise Closeout Funds



On March 25, 1996, the Board of Supervisors and Sutter Health Systems

(Sutter Sonoma Medical Center) concluded an affiliation agreement and

lease of Community Hospital to Sutter Sonoma Medical Center (later

renamed “Sutter Medical Center of Santa Rosa”) a not-for-profit

corporation. The affiliation included the long-term lease of the hospital

(including the Family Practice Center), interlocked with a Health Care

Access Agreement. These agreements ensure hospital access to all county

residents participating in Medi-Cal and Medicare, including indigents for

whom Sonoma County is responsible for ensuring medical care. The lease and Health Care Access Agreement, which expire in 2016,

have an initial term of twenty years. The Board of Supervisors approved a required business plan, submitted by Sutter in 2004, which

called for construction of a new hospital. Once 50% or more of the services were moved off the Chanate campus, the county would have

an option to extend the HCAA for an additional 5 years, until 2021.


Total Staff 0


In January, 2007 Sutter announced that Santa Rosa Memorial Hospital and Sutter had signed a letter of intent indicating Sutter’s desire

to assign responsibility for the Health Care Access Agreement to Memorial Hospital, and to terminate the lease with the county effective

January, 2008. That transaction would involve closing the Sutter hospital. The Department of Health Services, in close coordination with

the Board, County Administrator, and County Counsel, has devoted considerable employee time to developing and implementing a

process, including hearings and workshops, to gain information from the parties and the community about the likely impacts of closing

the hospital. The Department of Health Services also engaged outside consultants to provide a preliminary analysis of the impacts of the

transaction. Impacts yet to be analyzed include impacts on: emergency room services, district hospitals, and other community providers.

In April, 2007 the Board authorized commencement of the contractual dispute resolution process, including legal action if necessary.

The Board of Supervisors has given responsibility for administration of all agreements between the county and Sutter Health System to

the County Director of Health Services.

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 – This fund was 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 – This fund was established to pay for the hospital’s share (7.21%) of county pension

obligation bonds outstanding at the time of the transaction.

• Hospital Closeout: Retiree Medical Insurance – This fund was established to help meet future costs of health insurance premiums

for hospital employees who retired, or were eligible to retire (but took a postponement) at the time of the affiliation. Funds will be

used for future health insurance premium costs for former hospital employees who met specified years of service and/or age

requirements on the affiliation date (March 25, 1996).

Funding Uses

Retirement Bonds Payments

Retiree Medical Insurance

Legal and Consulting Services

Funding Sources

Interest

General Fund Transfer

Collection of Old Debts

171





FY 06-07 FY 07-08 FY 06-07 FY07-08

Budget Division/Fund Estimated Recommended Estimated Recommended

Hosp Enterprise Closeout Funds

Hospital Closeout: Services 427,457 875,000 105% 427,457 0 * -100%

Hosp Closeout: Retirement Bonds 800,148 839,937 5% 1,216,648 582,759 -52%

Hosp Closeout: Retiree Med Ins 346,555 387,000 12% 273,555 321,216 17%

TOTAL CLOSEOUT FUNDS 1,574,160 2,101,937 34% 1,917,660 903,975 -53%

* Net cost of $870,000 is reflected in the Non-Departmental budget.

FINANCIAL SUMMARY

%

Change

%

Change


Hospital Closeout-Services

Consistent with its established purpose, in FY 06-07 the county used this section of the fund to pay for legal and consultant costs

associated with the proposed Sutter-Memorial transaction. While the amount of these costs is uncertain for FY 07-08, this budget

includes a preliminary estimate of $875,000. The estimated fund balance remaining at the end of FY 06-07 will be insufficient to cover

these costs. Thus, this budget proposes transferring $870,000 from the non-departmental budget. One of the Sutter agreements is a

Corporate Guaranty from the parent corporation, Sutter Health. That guaranty is unconditional, and provides that Sutter will pay all costs

and expenses including, without limitation, reasonable attorneys fees incurred by the county in connection with the defense or

enforcement of any of the county's rights, whether or not a legal action is filed. When the county recovers those costs, the $870,000

transfer will be adjusted accordingly.

Hospital Closeout-Retirement Bonds

This section of the fund was originally established at $7,793,000 with proceeds from the affiliation agreement. In FY 05-06 the Board

approved a transfer of $2,173,553 to more fully cover future bond debt service payments. In FY 06-07 the Board approved an additional

transfer of $662,500 that, with interest, is expected to fully cover debt service payments through the final payment, due in 2013.

In FY 02-03 this fund contributed $1,678,280 to the Mental Health Division (then in the County General Fund) to finance unfunded state

mandated costs resulting from AB 3632 (Severely Emotionally Disturbed Children). The Governor has proposed re-paying these funds

as part of a 15-year payback of costs imposed on counties by unfunded mandates. This payback began in FY 06-07 with two years of

payments, but did not include payment for unfunded mandates in FY 02-03. The Governor has proposed no payments in FY 07-08. Once

the state re-pays the county’s FY 02-03 AB 3632 costs, the CAO proposes to return those payments to this fund.

Hospital Closeout-Retiree Medical Insurance

Retiree medical insurance is funded by $1,925,621 in pre-paid rent by Sutter. The pre-paid lease deposit is “earned” over the 20-year life

of the lease. The projected cash balance of this fund at the end of FY 07-08 is $1,170,592. At the current rate of spending, this fund will

be exhausted in FY 09-10. The county will retain responsibility for remaining retiree medical insurance costs.

172




Hospital Hospital Hospital

Enterprise Closeout Closeout Total All

Closeout Svcs Retirement Bonds Retiree Med. Ins. Closeout Funds

FY 06-07:

Actual Beg. Cash Balance 393,795 4,941,497 1,765,363 7,100,655

Est. Revenue 33,662 908,500 73,000 1,015,162

Est. Expenses (427,457) (800,148) (346,555) (1,574,160)

Est. Ending Cash Balance 0 5,049,849 1,491,808 ** 6,541,657 **

FY 07-08:

Est. Beg. Cash Balance 0 5,049,849 1,491,808 6,541,657

Est. Revenue 875,000 256,638 65,784 1,197,422

Est. Expenses (875,000) (839,397) (387,000) (2,101,397)

Est. Ending Cash Balance 0 4,467,090 1,170,592 ** 5,637,682 **

CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS*

* This presentation is on a “cash basis” to provide transparency to some non-budgetary enterprise fund

balance sheet activity. (Balance sheet detail available from County Auditor.)

** “Retiree Med. Ins.” and “Total All Closeout Funds” estimated ending balances include the unearned portion of

prepaid rent on deposit with the Retiree Medical Insurance fund: $488,307 in FY 06-07 and $413,310 in FY 07-08.


None.


None.



Technical Changes

Gross

Expenditures

Revenue and


Reclassify revenues ($220,000) to match Other General Government

budget and expenditures ($300,449) to simplify year-end payment.

0 0 0

173

DEVELOPMENT SERVICES

Justice Services

17%


Fiscal Services14%

Capital Projects3%

Health & Human

Services23%


6%

Development

Services

37%


Permit & Resource Mgmt 27,091,108 21,481,366 5,609,742

Community Development Commission 58,955,513 48,535,765 10,419,748 Emergency Services 9,432,310 8,047,588 1,384,722 Transportation & Public Works 207,476,978 194,024,602 13,452,376

Water Agency 211,790,607 170,225,835 41,564,772 Economic Development Board 3,182,842 400,752 2,782,090 Regional Parks 20,148,195 13,827,720 6,320,475

175

PERMIT AND RESOURCE MANAGEMENT Pete Parkinson, Director

County of Sonoma Permit and Resource Management Department

FY 2007 - 2008 Budget Development Services


Total Staff 166


MISSION STATEMENT

Our mission is to serve the people of Sonoma County by providing a customer-focused process for the orderly development of real property, balanced with resource stewardship under the general policy direction of the Board of Supervisors, and to develop and maintain standards that protect the health and safety of the public.


The Permit and Resource Management Department (PRMD) was established in July 1995 to provide a “one-stop shop” for all county

land use planning and development activities. Major functions include processing building permits, well and septic permits, sanitation

and planning permits, environmental review for public and private projects, maintaining and updating the Sonoma County General Plan,

and enforcement of building and development codes. The department is comprised of two budget divisions: the Permit and Resource

Management Division and Zone 2 of County Service Area (CSA) #41.

The Permit and Resource Management Division contains all staffing and operating expenses related to land use and development

activities. The division is financed primarily by revenues collected for the review and processing of permit applications. In addition, this

budget division maintains the Aggregate Resource Management Mitigation Fund, the Survey Monument Preservation Fund, and several

deferred revenue accounts for funds collected in previous fiscal years to pay for services to be rendered in the current or subsequent

fiscal years.

Zone 2 of County Service Area (CSA) #41 was formed in 1986 to provide for an on-site waste disposal operation for the Sea Ranch

subdivision. The zone serves the non-sewered areas in the Sea Ranch subdivision and has the responsibility to inspect, monitor,

maintain, and operate septic systems within its jurisdiction. The Sea Ranch Association provides operation of the system. The division’s

budget is established as an enterprise fund.

Funding Sources

Building Permit Fees

Fines, Penalties & Abatement Liens

Planning/Engineering Fees

County General Fund

Intergovt. Revenues, Reimbursements

& Operating Transfers

Funding Uses

Administrative

Engineering & Construction

Planning & Services

Customer Service

Code Enforcement

177




FY 07-08 Objectives

• Install automated customer queuing system and

remodel the customer service waiting area.

• Continue technology improvements to increase use of

on-line permitting, conduct outreach to contractors,

and provide internet access to geographic information

systems (GIS) for land use and zoning information.

• Automate Engineering and Well and Septic division

inspection requests through phone scheduling and

Scantron input of inspection results.

• Adopt the updated General Plan and begin

implementation as directed by the Board of

Supervisors.

• Prepare for adoption of new Uniform Building Codes

in July 2008, including development of a Green

Building Program.

• Present a draft Comprehensive Grading Ordinance

(grading, drainage, and storm water pollution control)

to the Board of Supervisors.

• Begin construction of the Monte Rio Community

Wastewater Project.


• Automated the flood zone determination process,

resulting in faster processing and a proposal to reduce

the fee by 60% beginning July 1, 2007.

• Increased use of Velocity Hall on-line building permits

from 6% to 8% of total permits submitted without plans.

• Increased use of on-line permit histories resulting in a

43% drop in permit history inquiries at the records

counter.

• Streamlined review of septic system requirements for

minor building permits increasing over-the-counter

permit issuance.

• Completed adoption of electronic zoning map.

• Completed an evaluation of the existing Deferred

Revenue program to ensure permitting obligations are

funded appropriately.


Permit and Resource Mgmt 26,778,030 24,311,855 (9.2) 5,099,835 5,219,771 2.4

ARM Mitigation Fund - - 0.0 (2,500) (4,100) (64.0)

Survey Monument Preservation 38,000 68,000 78.9 19,545 27,850 42.5

Sub-Total General & Spec Fund 26,816,030 24,379,855 (9.1) 5,116,880 5,243,521 2.5

CSA 41 - Sea Ranch Zone 2 267,620 271,295 1.4 14,246 (5,490) (138.5)

Sub-Total Other Funds 267,620 271,295 1.4 14,246 (5,490) (138.5)

TOTAL FINANCIAL 27,083,650 24,651,150 (9.0) 5,131,126 5,238,031 2.1

FINANCIAL SUMMARY

%

Change

%

Change


FY 07-08FY 06-07 FY 07-08 FY 06-07

Permanent Positions Change

Permit & Resource Mgmt 168.00 166.00 (2.00) (1.2)

CSA 41 - Sea Ranch Zone 2 0.00 0.00 0.00 0.0

TOTAL POSITIONS 168.00 166.00 (2.00) (1.2)

%

Change

STAFFING SUMMARY

FY 07-08

Recommended

FTEFY 06-07

Adopted

178




Code Enforcement Cases 1,630 1,627 1,650

Plancheck/Engineering/Inspection Permits 32,735 30,166 27,901

Project Review Permits 6,146 4,511 5,018

Land Development (Public Counter) 2,185 1,994 2,050

Customers Served (Public Counter) 40,603 35,044 36,000

Total Inspections 53,032 52,522 52,500

Well & Septic Permits 7,697 7,750 7,901

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08



Key Projects

• State law requires PRMD to update the Housing Element of the General Plan every five years and this is done separately from the

update of the General Plan as a whole. The Housing Element evaluates the amount of housing needed to accommodate projected

growth. It includes policies to: 1) encourage development of housing for low and moderate income households, 2) meet the special

shelter needs of specific population groups, 3) maintain and improve the quality of housing, and 4) encourage production of diverse

types of housing.

PRMD staff has substantially completed the inventory and analysis of potential housing sites and will prepare the policy analysis as part of the Housing Element. Staff resources are insufficient to finish the Element by the state mandated June 2009 deadline. Thus, an economic consultant is requested to help complete the remaining components of the Housing Element, which includes collecting and analyzing demographic and housing data, developing employment and income projections, and identifying and forecasting economic trends. Staff may also need assistance to complete an environmental document. The budget includes an appeal for $150,000 to start this work in the fall of 2007. This would allow completion of a draft Housing Element, and associated environmental documents, for public review by December 2008. PRMD has secured funding to complete the Monte Rio Community Wastewater Project. This project will address failing septic systems (polluting the lower Russian River in Monte Rio) by constructing a sewer collection, wastewater treatment, and irrigation disposal system. The funding includes a $3.5 million grant from Proposition 50’s Integrated Regional Water Management Planning program. PRMD estimates construction costs at $14.7 million, and plans to advertise for bids in the summer of 2007. Construction would begin in the fall.

• The design phase of PRMD’s customer service area remodel project was completed in FY 06-07. During the past two years $415,000

has been set aside to complete initial remodeling. Planned improvements include three new workstations for staff during peak periods,

a new customer waiting area with electronic routing of customers to workstations, and additional self-help workstations for customers

accessing services via the web.

Financial

• Revenues for PRMD are driven largely by the level of local development activity, which is summarized in the Workload Summary

table above. Actual revenues in FY 06-07 are expected to decline from FY 05-06 due to a slowdown of approximately 10% in local

development activity. The department has allowed certain vacant positions to remain unfilled during FY 06-07 to reduce expenses

accordingly. An increase in activity of about 3% over FY 06-07 is forecast for FY 07-08. Given that revenue and workload projections

are always somewhat uncertain, and to ensure that the department remains within its net cost target, PRMD will continue to hold some

positions vacant and consider filling positions only when justified by workload or a need for specific technical expertise. PRMD and

the CAO will closely monitor economic trends and the department’s workload and revenues throughout the fiscal year and, if

warranted, propose changes through budgetary adjustments during the fiscal year.

• Deferred revenue is used to fund department obligations to complete existing permitting applications submitted in prior years. The

department and CAO are working closely together to ensure that the amount of deferred revenue and staff levels will be sufficient to

meet PRMD’s deferred obligations in FY 07-08 and beyond. Approximately $3.5 million in deferred revenue is expected to be

available in FY 07-08 representing the amount of permit processing obligations the department is projected to have at the beginning of

the fiscal year. This budget proposes using approximately $157,000 to address permit work that is in progress. This preliminary figure

will be updated when further details on workload are available.

179




• On April 17, 2007, the Board of Supervisors approved fees for FY 07-08, reflecting an average cost-of-living (COLA) increase of

5.5%. New fees and changes to existing fees were adopted to recover costs for PRMD’s services. A number of fees will decrease as a

result of efficiency improvements and economies of scale.

• The budget deletes three vacant positions and adds one new position. Two of the vacant positions, Special District Construction

Coordinator and limited-term Department Information Systems Specialist, are no longer needed. The vacant Code Enforcement

Officer II position will be deleted, and a higher-level Senior Code Enforcement Officer position will be added, so that the county can

collect civil penalties on the tax rolls.

• On April 18, 2006, the Board of Supervisors approved a resolution to increase the CSA #41 Sea Ranch-Zone 2 tax rate to $164 per

parcel for FY 06-07, $180 per parcel for FY 07-08, and $185 per parcel for FY 08-09. Sea Ranch district expenditures are increasing

as operational costs for the Sea Ranch Association (the entity responsible for daily operations) go up, and fixed assets depreciate.

However, revenues are expected to increase due to fee increases and interest on pooled cash. Fund balance for the CSA #41 Sea

Ranch-Zone 2 is estimated to be $135,331 by June 30, 2008. Therefore, no changes are deemed necessary to the annual rate of $180

per parcel established for Sea Ranch in April 2006.


None.


A 10% reduction plan for the department, totaling $455,443 is on file with the County Administrator’s Office.


The Director of Permit and Resource Management concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Procurement of consulting services to assist with updating the county’s 2009 General Plan Housing

Element by the state-mandated June 2009 deadline.

150,000


Priority

Description

Net Cost

Amount

1 Procurement of consulting services to assist with updating the county’s 2009 General Plan Housing

Element by the state-mandated June 2009 deadline. Project is subject to further analysis related to

phasing and specific milestones requiring outside consulting assistance for completion.

150,000



Technical Changes

Gross

Expenditures

Revenue and


Re-budget consultant services financed by applicant ($1,990,247);

Housing Element consultant services financed by Transient Occupancy

Tax ($122,100); and Capital Project: PRMD Front Lobby ($23,500).

2,135,847 1,990,247 145,600

ISD Changes


Adjustments to Baseline 3,930 0 3,930

180




Technical Changes

Gross

Expenditures

Revenue and


Other Changes

Non Recurring

Add remaining cost for Housing Element Update financed by

Transient Occupancy Tax revenues for affordable housing. Any

remaining funding at conclusion of project to be returned to

Advertising Fund.

78,000 78,000 0

Board Direction to Staff

Staff to provide Board with information on practical effects of proposed

code changes on construction before bringing proposed changes

forward.

181

COMMUNITY DEVELOPMENT COMMISSION Kathleen H. Kane, Executive Director

County of Sonoma Community Development Commission


MISSION STATEMENT Budget at a Glance: Total Expenditures $58,955,513

Total Staff 41


The Community Development Commission (CDC) is dedicated to enhancing the lives of the people of Sonoma County. We promote decent, affordable housing and improve neighborhoods and communities by:

• Providing rental assistance to lower income households. • Facilitating self-sufficiency for participating families. • Funding non-profit organizations, public service programs, public works

projects and housing rehabilitation and development. • Offering financial assistance to property owners and builders in the

county's redevelopment areas. • Providing home ownership opportunities.


The Community Development Commission (CDC) is established as a separate public and corporate entity pursuant to Section 34110 of the Health and Safety Code, which authorizes a community to operate its redevelopment agency and housing authority under a single governing board. The Board of Supervisors is designated as the Board of Commissioners of the CDC, and the governing board of both the Housing Authority and Redevelopment Agency.

The Community Development Division 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, Homeless Management Information System (HMIS), funding for operation of homeless shelters, financial assistance to developers of affordable rental housing, first-time homebuyer programs, Housing Rehabilitation and Flood Elevation Programs, Mobile Home Rent Stabilization Ordinance, Housing Assistance Fund, County Fund for Housing, the affordable housing portions of the county’s density bonus, inclusionary and workforce housing requirements, as well as other programs included in the county’s Housing Element. The Community Development Division is primarily funded through the U.S. Department of Housing and Urban Development’s (HUD) Community Development Block Grant (CDBG), HOME Investment Partnership, Federal Emergency Shelter Grants (FESG), and Supportive Housing Programs. A portion of the Community Development Division’s funding is received from the county General Fund, the Federal Emergency Management Agency (FEMA) and a variety of state and private competitive funding sources.

The Housing Authority administers Section 8 Rental Assistance, HOME Tenant-Based Rental Assistance, Mobile Home Space Rent Assistance, Shelter Plus Care, and Family Self-Sufficiency programs. The Housing Authority is funded primarily through formula grants from Housing and Urban Development (HUD).

The Redevelopment Agency operates three redevelopment project areas: Roseland, Sonoma Valley, and Russian River. The purpose of the agency is to support local communities in revitalization of the local infrastructure and economy, and in development and preservation of affordable housing. The Redevelopment Agency is funded primarily through annual property tax increment revenues generated from each respective project area. Redevelopment Agency funds are in special trust accounts. Budget information for the redevelopment project areas is included to meet the requirements of California Redevelopment Law.

Funding SourcesCounty General Fund

Other County & City Projects

Interest Revenue

Federal & State Grants

Redevelopment Tax Increment

Other Revenue

Use of Fund Balance


Funding Uses Rental Assistance

Redevelopment Activities

Community Development


Homelessness Assistance &Planning

Housing Rehabilitation &Elevation

183




FY 07-08 Objectives

• Utilize the county’s 10-year Homeless Action Plan and aggregate statistical data regarding the incidence of homelessness obtained through HMIS, including the results of the bi-annual homeless count of January 2007, to develop strategies and community priorities for reducing the incidence of homelessness in Sonoma County.

• The Housing Authority will strive to continue to assist 2,722 households with Section 8 funding during FY 07-08, despite another anticipated reduction in rental subsidies and administrative funding.

• Make loans from the County Fund for Housing, CDBG, HOME, and redevelopment programs to assist development and preservation of a minimum of 100 affordable rental units; and seek resources with which to extend long-term affordable rental housing restrictions when those restrictions are due to expire.

• Provide deferred-payment, low-interest loans to 10 low-income first time homebuyers.

• Secure ongoing funding to extend the Flood Elevation Program, and complete elevation of up to 16 flood-prone residential structures in the lower Russian River area during FY 07-08.

• Expand the financial resources and production of the Housing Rehabilitation Program, making below-market rate loans to owners of 50 residential units occupied by low-income households to make needed improvements.

• Accomplish the objectives identified for the county’s three redevelopment project areas, as detailed in subsequent sections of this budget narrative.


• Provided funding to seven local nonprofit agencies in support of their efforts to operate 11 homeless shelters and transitional housing facilities, and provided supportive services to over 5,000 homeless individuals and households.

• Implemented Phase II of the Homeless Information Management System (HMIS), to facilitate the collection and analysis of aggregate data pertaining to the county’s homeless population.

• Assisted 2,921 very low-income households with monthly subsidies through four rental assistance programs.

• Approved funding for ten loans from County Fund for Housing, CDBG, HOME, and redevelopment funds to assist in the development and preservation of 191 units of affordable rental housing.

• Provided 26 loans to assist low-income households to purchase their first homes.

• Secured approval to expend over $700,000 of FEMA Hazard Mitigation Grant Funds (HMGP) DR-1155 funds to elevate up to ten homes in the Russian River area.

• Completed a variety of projects in the county’s three redevelopment project areas, as detailed in subsequent sections of this budget narrative.


FY 06-07 FY07-08 FY 06-07 FY 07-08


Comm Development Fund 40,701,997 40,896,985 0.5 7,500 0 (100.0)

Redevel Agency Fund 9,100,719 18,058,528 98.4 3,958,234 10,419,748 163.2

TOTAL FINANCIAL 49,802,716 58,955,513 18.4 3,965,734 10,419,748 162.7

FINANCIAL SUMMARY

%

Change

%

Change

STAFFING SUMMARY


Permanent positions 41.00 41.00 0.00 0.0

FY 05-06 %

Change

FY 06-07

Recommended

FTE

184





Homeless Assistance and Planning

• Further implementation of the Homeless Management Information System (HMIS) will provide a powerful tool that allows the CDC, in partnership with local non-profit agencies, to examine how homeless services are offered and provided in our communities. The HMIS project is required by HUD to enable the county and community-based organizations to continue receiving approximately $2 million in federal McKinney-Vento Homeless Assistance Act funding. With this tool, along with information obtained from biennial HUD-mandated homeless counts, the CDC and partnering agencies will be able to develop strategic plans, and make informed decisions regarding funding and service development/delivery. The Sonoma County 10-Year Homeless Action Plan will function as a blueprint for further planning and prioritization.

Rental Assistance

• Since January 1, 2005, Section 8 Housing Choice Voucher Program funding for monthly rental subsidies has decreased by more than 5.4% ($1,168,962) and HUD has changed the funding allocation from a fiscal year to a calendar year basis. The amount of the 2008 allocation will not be known until the middle of FY 07-08. This budget assumes receipt of level funding for the Section 8 Program in 2008; however, the Housing Authority may need to reduce the number of households assisted if funding is further reduced for the second half of FY 07-08.

• HUD regulations stipulate that clients of the Section 8 Housing Choice Voucher rental subsidy program are free to move to other jurisdictions without loss of benefits. If the receiving jurisdiction does not agree to take the clients into their own program using their allocation of funding from HUD, the originating jurisdiction continues to pay for the clients' monthly rental subsidy in their new area. As of July 1, 2006, the Sonoma County Housing Authority was using $3.6 million annually for rental subsidies to assist 400 households residing within the City of Santa Rosa. This situation significantly reduced the number of households that could be assisted in the county’s service area, which includes the unincorporated areas of the county and all cities except Santa Rosa. The Housing Authority implemented policy changes in FY 05-06 to help prevent new incidences of city residents being served with county funds. During FY 06-07, the Housing Authority also obtained the city’s agreement to gradually absorb clients already living in the city so that they would begin to receive assistance with city funds. These changes resulted in a return of $525,000 in rental subsidy funds now available to assist approximately 71 additional households in the county's service area. The CDC anticipates recovering $534,000 more in subsidy funds during FY 07-08, which will allow us to assist approximately 72 additional households residing in the county service area.

Affordable Housing Development and Preservation

• CDC staff has worked with the Sonoma County Department of Emergency Services to submit three funding applications for FEMA funding to extend the Flood Elevation Program to elevate 30-50 homes during the next three years.

• Expanded use of redevelopment funding from the County Redevelopment Agency and participating cities will augment the Housing Rehabilitation Program. The redevelopment funding, in combination with ongoing CDBG funds, will permit the CDC to assist owners of 70 residential units occupied by low-income households to correct substandard health and safety conditions, and cited code violations. CDBG funding levels for the housing rehabilitation program have been inconsistent and generally decreasing, therefore, other sources and methods for funding are being explored.

Non-Housing Community and Economic Development

• Agencies that use CDBG funds from the CDC to acquire, construct, and/or improve public facilities and infrastructure serving low-income residents of the county will be required to contribute an increasing share of project costs as the county’s CDBG funding from HUD decreased by 18% between FY 04-05 and FY 07-08. It is not possible to project whether this trend will continue in future years; however, the four-year decrease in CDBG funds, coupled with increases in construction costs during this time period, will require county departments and the seven cities that participate in the county’s CDBG program to contribute increasing levels of funding from other sources to complete their public improvement and facilities projects. The reduction in CDBG funding may render some projects infeasible if increased funds cannot be obtained from other sources.

• The development of the Strategic Plan for the Russian River Redevelopment Project will enable the CDC and the Russian River Redevelopment Oversight Committee to prioritize community needs and target available tax increment revenues to projects that will have the greatest impact on revitalization of the project area. The level of expenditures in the project area will increase in FY 07-08 as several capital projects that were in the planning stages, such as the Monte Rio Community Center, River Child Care Services, and Guerneville River Park, are coming to fruition. FY 07-08 tax increment revenue, as well as fund balance from prior years, will be used to finance these and other projects.

185




• The long-planned improvements to the Highway 12 in Sonoma Valley are expected to move forward in FY 07-08, comprising the major project for the Sonoma Valley Redevelopment Project and using virtually all FY 07-08 non-housing tax increment revenue and fund balance from prior years. The $20 million tax increment revenue cap for the Sonoma Valley Redevelopment Project is expected to be reached during 2008. The project requires additional financial resources to continue implementation of the activities described in the 1984 Redevelopment Plan and in the 2007 Strategic Plan for the project area. The CDC will prepare a Redevelopment Plan Amendment, for consideration by the Board, to increase the maximum amount of tax increment revenue that can be collected under the Redevelopment Plan. The specific tax increment revenue cap level, set through the Plan Amendment, will be determined as a more detailed financial analysis evaluates the amount of funds needed to eliminate remaining blight in the project area. The new cap will be clearly set forth in the draft Plan Amendment and Preliminary Report that will be disseminated for comment prior to consideration and eventual adoption by the Board.

County General Fund Contribution to Community Development Commission

Total

General

Fund

Support

1999-00 $127,000 $127,000

2000-01 $133,000 $133,000

2001-02 $138,365 $34,000 $172,365

2002-03 $463,2122

$27,735 $490,947

2003-04 $457,238 $172,762 $27,735 $657,735

2004-05 $477,814 $250,000 $28,000 $27,735 $783,549

2005-06 $496,927 $250,000 $63,000 $27,735 $837,662

2006-07 $528,531 $250,000 $77,500 $13,865 $869,896

2007-08 $547,030 $250,000 $69,500 $13,865 $880,395

ADAHallAvenue

Shelter 3

2 The CDC's General Fund contribution was significantly increased in 2002-03 as the result of a program improvement to

add two FTEs and related office expenses for CDC staff to implement programs included in the General Plan Housing

element.

Count 3

Shelter 3

Captioner

4 Russian River Redevelopment Oversight Committee.

RRROC4

Homeless

Recurring Russell Jones

CDC

Support 1

3 Pass-through funds for specified projects.

1 The county has provided financial support to the CDC since the agency was formed in the late 1970's. The CDC uses

this General Fund support to pay administrative costs for performing work requested by the county, and for general

government costs for which the agency's federal funds cannot be used. The General Fund contribution also augments

HUD-funded programs that provide needed service dollars but lack sufficient administrative funding (Emergency Shelter

Grants Program, for example).


None.


A 10% reduction plan for the department, totaling $56,404 is on file with the County Administrator’s Office.


The Executive Director of the Community Development Commission concurs with the recommended budget.


None.



186




REDEVELOPMENT AGENCY REQUIREMENTS

Redevelopment expenditures are supported with tax increment revenues, bond indebtedness, and loans from other government agencies. Annual debt service continues to be paid during FY 07-08 on 1986 bonds issued for Roseland and Sonoma Valley project areas, and on a 2001 loan of $500,000 from the City of Santa Rosa. For FY 07-08, the Redevelopment Agency has determined that planning and administrative expenditures from the Low and Moderate Income Housing Fund for each project area will be necessary for the production, improvement, and preservation of low and moderate-income housing.

ROSELAND WORK PROGRAM

ACHIEVEMENTS FY 06-07

• Worked with the owners and potential developers of the Roseland Shopping Center to define a redevelopment plan for the site. (See Goal 2)

• Two housing rehabilitation loans were approved to use $36,400 to assist low-income homeowners to make repairs to their homes. (See Goal 4)

• Agency staff worked with county and city planning staff to implement the Urban Vision Plan for the Sebastopol Road corridor. (See Goal 5)

GOALS FY 06-07

1. Expand outreach to project area small businesses and homeowners to encourage creative thinking and new project proposals.

2. Pursue redevelopment of the Roseland Shopping Center.

3. Support economic development projects as opportunities are identified.

4. Support preservation and creation of affordable housing in the project area.

5. Support the collaboration between the city and the county regarding the future of the Roseland Redevelopment Area.

GOALS FY 07-08

In FY 07-08, continue pursuing 2-5 above and add:

6. Affordable housing priorities will focus on existing housing stock preservation through housing rehabilitation programs.

7. Economic development priority will focus on Roseland Shopping Center and smaller commercial and mixed-use in-fill projects.

Roseland

Redevelopment

Fund Balance as of July 1, 2007 2,863,985 828,279 3,692,264

Revenues:Tax Increment 840,000 210,000 1,050,000Interest Earned 114,280 36,160 150,440

Total Revenues 954,280 246,160 1,200,440

Expenditures:Admin 126,000 31,500 157,500Projects* 565,880 400,660 966,540Debt Service 230,000 0 230,000

Total Expenditures 921,880 432,160 1,354,040

Fund Balance as of June 30, 2008 2,896,385 642,279 3,538,664

Roseland

Totals

Roseland

Housing Fund

*Total Project activities ($966,540) include: financial assistance to rehabilitate privately owned residences ($195,000), non-

housing public improvement and economic development programs ($517,880), non-rehabilitation housing projects ($95,660),

a transfer of housing set-aside dollars to the City of Santa Rosa ($110,000), and pass-throughs to taxing entities ($158,000).

187




SONOMA VALLEY WORK PROGRAM

GOALS FY 06-07

1. Support Sonoma Valley Redevelopment Advisory Committee (SVRAC) implementation initiatives of new Strategic Plan.

2. Support Department of Transportation and Public Works (DTPW) and Caltrans to complete Highway 12 improvements.

3. Complete and implement a disposition plan for old Sheriff substation site on Hwy 12.

4. Respond to economic development and affordable housing opportunities as they are presented.

5. Shift economic development priorities to smaller mixed use in-fill projects in Boyes Blvd area following Hwy 12 improvements.

6. Affordable housing priorities will focus on preservation of existing housing stock through housing rehabilitation programs.

7. Complete a review and update of the Five-Year Implementation Plan.

GOALS FY 07-08

In FY 07-08, continue pursuing 1-7 above and add:

8. Complete and adopt a plan amendment to increase the maximum amount of tax increment revenue allowed to be collected.


• Completed 2nd annual Springs Cleaning event. (See Goal 1)

• Made slow progress on Highway 12 improvements, which remain dependent on interaction with Caltrans. (See Goal 2)

• Provided financial assistance for the construction of the new Sheriff’s substation now open at 800 Grove Street. (See Goal 3)

• Approved $750,000 loan to assist in the acquisition and preservation of Oak Ridge Apartments, a 32-unit affordable senior rental development. (See Goal 4)

• Approved two housing rehabilitation loans ($26,000) to low-income homeowners to make repairs to their homes. (See Goal 6)

Sonoma Valley

Redevelopment

Fund Balance as of July 1, 2007 6,676,643 2,932,147 9,608,790

Revenues:Tax Increment 1,789,700 460,300 2,250,000Interest Earned 306,620 93,440 400,060Other Revenue 0 300,000 300,000

Total Revenues 2,096,320 853,740 2,950,060

Expenditures:Admin 272,000 65,500 337,500Projects* 7,119,228 3,482,240 10,601,468Debt Service 249,520 0 249,520

Total Expenditures 7,640,748 3,547,740 11,188,488


Sonoma Valley

Totals

Sonoma Valley

Housing Fund

*Total Project activities ($10,601,468) include: design and construction of Highway 12 improvements ($6,772,458); financial assistance to rehabilitate privately owned residences ($238,000); non-housing public improvement and economic development programs ($684,240); financial assistance for housing, affordable to low and moderate-income households, including, but not limited to site acquisition, predevelopment, and housing rehabilitation such as Oak Ridge Apartments ($750,000); Las Palmas subdivision ($1,060,000); other housing related projects ($1,000,000); and pass-throughs to taxing entities ($96,770). The estimated non-housing fund balance all pertains to debt servicing ($1,132,215).

188




RUSSIAN RIVER WORK PROGRAM

GOALS FY 06-07

1. Support Russian River Redevelopment Oversight (RRROC) development of viable housing and non-housing program guidelines.

2. Complete and adopt project area design guidelines.

3. Complete and adopt strategic plan for the project area.

4. Improve local infrastructure, increase local recreational opportunities, and support economic development.

5. Implement the non-standard vehicle abatement program.

6. Implement EcoRing’s eco-tourism economic development concept.

7. Support Russian River Keepers’ improvements to their Guerneville riverfront property.

8. Complete the design and construction of at least one new public restroom facility in the Guerneville area.

9. Support Sonoma County Regional Parks’ construction of the Guerneville River Park.

10. Complete renovation/expansion of the Koret Club in Monte Rio.

11. Implement housing rehabilitation program to assist low-income people to repair and to elevate flood-prone residential structures.

GOALS FY 07-08

Continue pursuing Goals 2-11 above and add:

12. Complete Big Spring Cleaning event.

13. Develop plans for additional conference facilities in project area.

14. Assist development of rental, ownership, and permanent supportive housing for low-income people.

15. Assist development of homeless emergency shelter.


• Completed Affordable Housing Alternatives Study. (See Goal 1)

• Continued development of project area design guidelines. (See Goal 2)

• Began strategic planning process. (See Goal 3)

• Demolished two dilapidated structures downtown Monte Rio to prepare for future redevelopment. (See Goal 4)

• Assisted feasibility study for the Monte Rio Fire Station renovation and addition project. (See Goal 4)

• Assisted renovation of the Russian River Recreation & Park District’s Wright Park tennis courts. (See Goal 4)

• Assisted renovation of the River Child Care Services facility and sidewalks. (See Goal 4)

• Removed 24 non-standard vehicles from project area. (See Goal 5)

• Implemented EcoRing and Niche Marketing projects for tourism-based economic development in project area. (See Goal 6)

• Completed first phase of improvements to the Russian River Keeper Guerneville property. (See Goal 7)

• Completed first phase construction for Regional Parks’ Guerneville River Park, with a public restroom near downtown Guerneville. (See Goal 8 & 9)

• Assisted renovation/expansion of the Monte Rio Recreation & Park District’s Koret Club. (See Goal 10)

• Provided three housing rehabilitation loans ($115,739) to low-income homeowners to repairs to their homes. (See Goal 11)

• Provided rebate incentives to 48 households under the Woodstove Change-Out Program. (See Goal 11)

Russian River Russian River Russian River

Redevelopment Housing Fund Totals

Fund Balance as of July 1, 2007 4,407,371 1,611,553 6,018,924

Revenues:

Tax Increment 2,585,500 664,500 3,250,000

Interest Earned 175,300 62,980 238,280

Total Revenues 2,760,800 727,480 3,488,280

Expenditures:

Admin 390,000 97,000 487,000

Projects* 3,650,000 1,379,000 5,029,000

Total Expenditures 4,040,000 1,476,000 5,516,000


*Total Project activities ($5,029,000) include: financial assistance to rehabilitate privately owned residences ($1,379,000); non- housing public improvement and economic development programs such as the Monte Rio Community Center ($786,114) and River Child Care Services ($203,583) along with other non-housing projects ($2,010,303); and pass-throughs to taxing entities ($650,000).

189

EMERGENCY SERVICES Vernon A. Losh II, Director

County of Sonoma Emergency Services



Total Staff 20.5


MISSION STATEMENT

The Department of Emergency Services is committed to providing exceptional service; dedicated to protecting life, property, and the environment.


The Department of Emergency Services coordinates and carries out emergency preparedness and response activities related to hazardous

materials, natural disasters, and fire throughout the county in conjunction with the 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 and

natural disasters or other declared states of emergency. In addition, the Division implements hazardous material regulatory programs for

the unincorporated area and cities of Rohnert Park, Cotati, Cloverdale, Sonoma, and the Town of Windsor. This service implements state

laws providing for safe generation, use, and storage of hazardous materials.

The Fire Services Division provides fire protection services for the unincorporated areas of the county that are not included in an

independent fire protection district. These areas are known collectively as County Services Area (CSA) #40. The basic level of fire

protection services for CSA #40 is provided under contract with 15 volunteer fire companies and some of the neighboring independent

fire protection districts. These services are financed by property taxes and fees for services. Within CSA #40 there are five zones of

benefit where residents have elected to provide themselves with enhanced levels of services financed by special assessments. Three of

the zones collect their special assessments through corresponding community facilities districts.

Funding SourcesProperty Taxes

Enhanced Fire Svcs. Assessments

Licenses/Permits


Funds from Other Govt. Agencies

County General Fund

Internal Transfers

Other: Use of Fund Balances,

Interest Earnings

Funding UsesHazardous Materials

Regulation

Emergency Management

Fire Prevention Activities

Fire Suppression Activities

Internal Transfers

191





• Coordinated with all stakeholders (cities, districts, and

volunteer fire companies) to prepare for a strategic

planning process that will address the future needs for

fire protection in CSA #40 and the adoption of the

upcoming International Fire Code in 2007.

• Implemented countywide criteria and training to meet

requirements for the National Incident Management

System (NIMS).

• Began Phase II of the Emergency Operations Center

(EOC) remodel and started development of a

comprehensive EOC information technology plan.

• Launched pilot project of field-based version of CUPA

database, using notebook PCs, which allows automatic

updating of records rather than manual re-entry of

information.

• Leveraged and administered grants totaling over $1.2

million, using half for two regional grants to benefit all

fire agencies in Sonoma County, and the other half

directly benefiting CSA #40 volunteer fire companies.

The department also oversaw over $1 million in

Homeland Security Grant programs providing needed

equipment for emergency responders throughout the

county.

FY 07-08 Objectives

• Complete the CSA #40 strategic planning process to identify

strengths, weaknesses, challenges and develop recommended

strategies for the next 5 years

• Coordinate with Permit and Resource Management

Department, Fire Agencies, and community stakeholders to

present the new 2007 International Fire Code for adoption by

the Board of Supervisors effective 1/1/2008.

• Complete Phase II of the Emergency Operations Center (EOC)

remodel and development of the EOC information technology

plan and implement as many of the highest priority

enhancements as possible before winter flood season.

• Complete development of field-based version of CUPA

database, which will improve efficiency and communication

with business community, and link to GIS so that site

information can be made available to first responders through

dispatch.

• Coordinate administration of current and next round of the

Homeland Security Grants for county and city law

enforcement, ambulance providers, and fire agencies to

improve emergency response capability and planning.


Emergency Svcs- Gen Fund 2,648,538 1,958,875 * (26.0) 187,950 721,195 * 283.7

CSA #40 - Spec Fund 5,242,476 5,207,911 (0.7) 333,259 15,780 (95.3)

CFD #4 -Wilmar-Spec Fund 85,000 87,000 2.4 0 0 0.0

CFD #5 -Dry Creek-Spec Fund 105,000 106,000 1.0 0 0 0.0

CFD #7 - Mayacamas- Spec Fund 22,800 22,800 0.0 0 0 0.0

Sub-Total Special Funds 5,455,276 5,423,711 (0.6) 333,259 15,780 (95.3)

TOTAL FINANCIAL 8,103,814 7,382,586 (8.9) 521,209 736,975 41.4

* Changes in General Fund expenditures and net cost are largely due to the timing of Homeland Security grants.

%

Change

Net Cost/Use of Fund BalanceTotal Expenditures

%

Change

FINANCIAL SUMMARY

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Permanent Positions Adopted

Emergency Serv-Gen Fund 9.00 8.00 (1.00) (11.1)

Fire Serv-Spec Fund 12.50 12.50 0.00 0.0

TOTAL POSITIONS 21.50 20.50 (1.00) (4.7)

Limited term grant funded position deleted 11/2006

STAFFING SUMMARY

FY 07-08

Recommended

%

Change

FTE

Change

192




Workload Indicators

Emergency Management

Revise Emergency Operation Plans 9 12 12

Table-top & Functional Exercises 20 15 15

Public Education and Outreach (hours) 800 950 950

Operational Area Coordination / Training (hours) 4,867 5,869 5,869

Disaster Response / Recovery / Mitigation (hours) 1,200 750 750

Hazardous Materials

Hazardous Mat. Business Plan Sites 1,052 1,034 1,025

Underground Storage Tank Sites 99 98 98

Hazardous Waste Generator Sites 831 830 830

Above Ground Storage Tank Sites 215 219 220

California Accidental Release Program Sites 10 10 10

Uniform Fire Code Sites 301 298 300

CUPA New Businesses 86 42 40

CUPA Inspections 424 557 550

Enforcement Actions 218 551 550

Stormwater Inspections 325 347 350

Emergency Response Incidents 48 14 18

Fire Services

Planning Referrals / Plan Reviews 2,410 1,794 1,722

Fire Code Inspections-New Construction 2,094 2,240 2,151

Fire Code Inspections-Annual 145 160 165

Fire Investigations-Hours 100 75 80

WORKLOAD SUMMARY

FY 06-07Estimated

FY 07-08Recommended

FY 05-06Actual


• Workload responsibilities for the Emergency Management Division have been and are expected to continue to increase. This may

impact capacity to perform trainings and public outreach. Compliance with the new federal National Incident Management System

(NIMS) program includes the development of additional curriculum and training for the Emergency Operations Center (EOC) and

response personnel, as well as updating the County Code. Recent events have increased demand for emergency preparedness

information and outreach. In addition, the county’s participation in the San Francisco Bay Area Urban Area Security Initiative (UASI)

and Bay Area Regional Planning to coordinate planning for terrorist attacks and other natural disasters for the ten Bay Area counties

has provided better regional coordination and potential funding opportunities, but has also added to the workload demands. Changes

within the Homeland Security Grant Program (new program funding is expected but not yet reflected in the budget) will also increase

responsibilities on division staff. One-time assistance has been requested on the add-back list subject to available funding in order to

address delays to existing initiatives while addressing this new workload.

• At this writing, the department has embarked on strategic planning efforts and anticipates bringing a proposed project to the Board by

the end of FY 06-07 to address the future challenges for the County Services Area (CSA) #40 fire protection program for the

unincorporated county. Significant increases in OSHA requirements for training and safety; growth in workers compensation and

liability insurance costs; difficulties in recruitment/retention of volunteer firefighters; and securing funding for replacement of aging

apparatus and fire station facilities; all place significant pressures on CSA #40 and the volunteer companies that provide the majority

of the services to the public. The strategic planning project, to be completed in FY 07-08, seeks to establish a baseline of current

service levels; look at future service levels; and develop goals and objectives for delivery of emergency response services in CSA #40.

• Technology and other system enhancements are also underway with this budget. In the EOC, both Phase II of the physical remodel,

including some installation of better in center communications systems, and the development of a comprehensive technology plan will

be completed this year. The latter will result in some recommendations for additional enhancements. Requests to fund some of these

enhancements will be included on the revised add-back list for consideration subject to available funding. In the hazardous materials

arena, in order to improve investigations and meet State-mandated inspection frequencies, the department will complete its

193




development of the field-based hazardous material database. This will permit automatic updating of records via computers in the field

and, through links in to the County’s GIS, better information for emergency responders.

Estimated changes in fund balances for the primary volunteer fire company program, the zones of benefit, and the Mayacamas

Community Facilities district are as follows (Sea Ranch Zone fund balance use is tapering off with the completion of the multi-year

vehicle lease purchase and changes in its contract with the California Department of Forestry):

CSA #40 CSA #40 CSA #40 CSA #40 CSA #40

Fund Balance Changes: Primary Dry Creek Sea Ranch Wilmar Total

FY 07-08 Est Begin Balance 1,297,848 97,587 850,736 50,132 199,315 18,451 2,514,069

Estimated Revenues 4,295,786 113,500 679,845 94,000 9,000 22,800 5,214,931

Recommended Expenditures (4,295,786) (106,450) (699,675) (94,000) (12,000) (22,800) (5,230,711)

FY 07-08 Est Ending Balance 1,297,848 104,637 830,906 50,132 196,315 18,451 2,498,289

FY 07-08 Change in Balance 0 7,050 (19,830) 0 (3,000) 0 (15,780)

CSA #40

Fitch Mtn.

CFD#7

Mayacamas


None.




The Director of Fire Services concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Add one-time, consultant services for specialized mapping services, evacuation route planning

assistance, and provision of required training for emergency operation Public Information Officers

and Incident Command System courses (#s 300 and 400).

62,000

B Add one-time, one-year limited-term Deputy Emergency Services Coordinator (1.0 FTE) to assist

with a number of one-time projects in EOC improvements and reporting and coordination with the

state and federal levels for emergency management.

108,927


Priority

Description

Net Cost Amount

1 Add one-time, consultant services for specialized mapping services, evacuation route planning

assistance, and provision of required training for emergency operation Public Information Officers

and Incident Command System courses (#s 300 and 400).

62,000

2 Add one-time, one-year limited-term Deputy Emergency Services Coordinator (1.0 FTE) to assist

with a number of one-time projects in EOC improvements and reporting and coordination with the

state and federal levels for emergency management.

108,927

194






Technical Changes

Gross

Expenditures

Revenue and


Re-budget 2006 Homeland Security Grant reimbursement ($533,748)

and appropriations ($163,124). Increase appropriations for Operational

Area Grants ($65,150).

228,274 533,748 (305,474)

CSA #40 - Fire Services

Re-budget Grants: Lakeville FEMA ($6,515), Fort Ross FEMA

($3,323), Sudden Oak Death ($90,460), Wildland Boot ($15,409),

SAFER ($144,086). Re-budget CDF Contract Expenditures ($120,426).

Increase appropriations for safety equipment purchase ($301,029).

912,698 868,229 44,469

CSA #40 - Geothermal Tax Litigation

Safety equipment appropriations per Board action on July 17, 2007. 301,029 0 301,029

CSA #40 - Sea Ranch

Re-budget CDF contract expenditures. 451,774 0 451,774

CSA #40 – Wilmar

Re-budget CDF contract expenditures. 30,000 0 30,000

ISD Changes

Haz Mat –Rebudgetd Computer Improvements 9,949 0 9,949

Other Changes

Non Recurring

Add one-time, consultant and extra-help services for specialized

mapping services, evacuation route planning assistance, and provision

of required training for emergency operation Public Information

Officers and Incident Command System courses (#s 300 and 400).

116,000 0 116,000


Staff to provide Board with information on practical effects of proposed

code changes on construction before bringing proposed changes

forward.

195

TRANSPORTATION AND PUBLIC WORKS David D. Knight, Director

County of Sonoma Transportation and Public Works


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.


The Transportation and Public Works Department (TPW) 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.


Total Staff 241


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 Work’s divisions. The division’s core

mission is to maintain and improve the 1,384 miles of roadway and over 325 bridges within the county.

Integrated Waste (Refuse) Division is the enterprise fund which finances integrated waste management activities throughout the county,

including operation of a methane gas recovery-electrical generating facility; five transfer stations; post-closure monitoring and

maintenance of eight closed landfill sites; regulation of eight exclusive licenses for refuse collections; and implementation of the

applicable portions of the Sonoma County Integrated Waste Management Plan. This division also provides staff support to the Sonoma

County Waste Management Agency (a joint powers agreement) established for the purpose of waste stream reduction and education.

Transit Division includes county transit services provided by Sonoma County Transit and Sonoma County Paratransit (Americans with

Disabilities Act paratransit). Sonoma County Transit fixed-route service is provided under contract by a third-party operator, and

Sonoma County Paratransit is provided by the Volunteer Center of Sonoma County. Through cooperative funding agreements with the

cities of Cloverdale, Healdsburg, Windsor, Sebastopol, Sonoma, Rohnert Park, Cotati, and Petaluma, Sonoma County Transit provides a

network of fixed routes consisting of 7 local, 13 inter-city, 2 commute, and 1 seasonal serving the Sonoma Coast.

Airport Division is an enterprise fund which finances the operation, maintenance, and capital projects of the Charles M. Schulz-Sonoma

County Airport, a commercial service airport with facilities for airline passenger service and aircraft for business, recreational, law

enforcement, emergency medical and fire-fighting purposes. The division maintains a 1,000-acre facility with more than 10 miles of

runways and taxiways, 489 based aircraft, covered storage for 367 aircraft, and uncovered tie-down spaces for 120 aircraft.

Northern Sonoma County Air Pollution Control District (NSCAPCD) is established to prevent the emission of air pollution from

"stationary sources” in the northern air basin in the county, through enforcement of rules and regulations enacted by the district’s Board

of Directors, the Board of Supervisors. The Board of Directors appoints the Air Pollution Control Officer and the district’s hearing board

members. Major activities include: issuing authorities to construct and permits to operate for enterprises 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.

Funding Sources Federal, State Grants/Taxes/ License/Permits/Franchises/Mitigation Fees


Reimbursements/Internal Transfer ofFunds/Donations/Intergovt. Revenue

Use of Fund Balance

Misc. Real Estate/ Equip. Rental/Interest Earnings/Sale of Power

County General Fund

Funding Uses Transit/Paratransit Services

Airport

Roads

Integrated Waste*

All Other Services

*Graphic illustrates gross expenditures, including new accounting

changes made to more easily identify all costs. Actual Integrated

Waste expenditure is roughly 63% of the section shown.

197




Departmental Description Continued

Special Projects Division funds engineering and administration services provided by the department which are not chargeable to one of

the other departmental budget divisions, start-up costs for potential new districts, assistance to small water systems, cable television

franchises, and other special assignments which arise.

Heavy Equipment Internal Service Fund Division was established for the dual purpose of: (1) reimbursing General Services Fleet

Operations for the cost of heavy equipment maintenance, and (2) accumulating funds for the future replacement of heavy equipment.

Revenue is derived from charges to the Road Division that utilizes the heavy equipment.

Rio Nido Geologic Hazard Abatement District (GHAD) Division was formed as part of the FEMA Landslide Mitigation Acquisition

Program in 1999, provides for ongoing catchment basin maintenance in Rio Nido.

Water System Service Areas consist of four County Service Area (CSA) #41 zones (Fitch Mountain, Salmon Creek, Freestone, and

Jenner), which provide for operation, maintenance, and improvement of separate small water systems.

Lighting Districts Division contains the nineteen special districts, one landscape/lighting district, and four CSA #41 zones of benefit

(Roseland, Airport/Larkfield/Wikiup, Meadowlark, and Airport Business Center), which provide street lighting services under the

control of the Board of Supervisors.

Road Maintenance Districts (Permanent Roads) Division consists of four permanent road maintenance divisions and one special district,

all established prior to the passage of Proposition 13, that provide maintenance services on non-county roads in certain private

subdivisions.


• Resumption of commercial passenger air service with

Horizon Air at Charles M. Schulz - Sonoma County

Airport in March 2007.

• Increased transit ridership (6%) and paratransit ridership

(13%).

• Completed construction the Windsor Intermodal Facility

Phase II, and the Petaluma Transit Mall, transportation

hubs for use by bus, taxi, and rail.

• Held ongoing discussions with cities to develop an

administrative resolution to the issue of unfunded liability

for closure and post-closure maintenance of the county

landfills.

• Completed major construction projects at Crocker Rd.

Bridge, Riverside Dr. Bridge, Eagle’s Nest Lane viaduct,

Signalization on Santa Rosa Ave. and E. Robles Ave.,

Napa Rd. and Eight St., and beacon at Adobe Rd. at E.

Washington St.

• Completed over 12 miles in overlays for various arterial

roads throughout the county, totaling over $9 million.

FY 07-08 Objectives

• Continue efforts to attract additional commercial airline

carriers to provide service to destinations not served by

Horizon Air.

• Complete construction of a new, expanded 190-space auto

parking facility at the Charles M. Schulz - Sonoma County

Airport, needed to accommodate new passenger service.

• Commence construction of the Cotati Intermodal Facility

and Healdsburg Intermodal Facility, which are comprised of

park & ride lots and bus transfer facilities used by local,

regional, and airport transit services. Facilities also have

capacity for future rail service.

• Maximize existing road maintenance funding through

ongoing advocacy with federal, state, and local funding

agencies, and explore new funding alternatives.

• Continue in cooperative effort with cities to establish

agreements for participation in the regional solid waste

transport and disposal solution.

• Continue working with cities to address the unfunded

amounts for closure and post-closure maintenance costs of

county landfills.

198






Special Projects - General Fund 508,110 248,706 (51.1) 444,079 147,506 (66.8)

Roads - Special Fund 65,925,621 69,283,006 5.1 (1,363,158) 5,109,128 474.8

Integrated Waste - Special Fund ** 48,178,902 78,670,046 63.3 6,764,370 4,125,919 (39.0)

Transit - Special Fund 27,913,208 30,893,823 10.7 (165,358) 2,803,011 1,795.1

Airport - Special Fund 6,695,203 7,573,435 13.1 1,109,436 1,175,856 6.0

NSCAPCD - Special Fund 2,431,627 1,829,346 (24.8) 690,743 (19,556) (102.8)

Heavy Equipment - Special Fund 3,430,588 3,421,401 (0.3) 686,988 486,401 (29.2)

Rio Nido GHAD - Special Fund 10,000 10,000 0.0 5,200 0 n/a

Water Sys Svc Areas - Special Fund 775,949 1,064,729 37.2 119,036 89,125 (25.1)

Lighting Districts - Special Fund 977,472 823,382 (15.8) 222,210 (46,767) (121.0)

Road Maint Districts - Special Fund 2,410 13,340 453.5 (13,955) (3,437) 75.4

TOTAL FINANCIAL 156,849,090 193,831,214 23.6 8,499,591 13,867,186 63.2

FY 07-08

Recommended

%

Change

%

Change

FINANCIAL SUMMARY *

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Adopted

*Due to the nature of work and financing mechanisms, expenditures and use of fund balance can vary substantially from year to year.

Often projects incur expenditures in one fiscal year but receive associated revenues in a different year, resulting in large year-to-year

variances in budgeted net cost/use of fund balance. The proposed FY 07-08 budget for Roads, Integrated Waste, Transit, and Airport

Divisions' budgets show a FY 06-07 adopted budget that excludes prior year project expenditure encumbrances. The Auditor's office

rebudgets these prior-year encumbrances at year end, separate from the department's budgeting process. This rebudgeting by the

Auditor, together with final budget adjustments through the technical adjustment process at year end, accounts for much of the large

variances in the use of fund balance shown in the proposed budget in these divisions.

**The large expenditure increase seen in FY 07-08 results from accounting changes made to more transparently show the costs of

transfer station operations, environmental compliance, and administration. Actual Integrated Waste expenditures increase $1.8 million

(3.8%).

FY 06-07 FY 07-08

Permanent Positions Adopted Recommended

Roads 175.00 175.00 0.00 0.0

Refuse 52.00 52.00 0.00 0.0

Airport 8.00 8.00 0.00 0.0

Air Pollution 6.00 6.00 0.00 0.0

TOTAL POSITIONS 241.00 241.00 0.00 0.0

STAFFING SUMMARY

FTE

Change

%

Change

199




Roads

County Maintained Miles 1,387 1,384 1,384

Integrated Waste

Tonnage 377,112 365,000 368,500

Diverted Tonnage 122,642 125,000 125,000

Transit

Passengers 1,323,512 1,392,623 1,476,180

Service Hours 107,686 109,959 110,000

Service Miles 1,665,208 1,700,344 1,707,145

Paratransit

Passengers 35,967 37,046 37,787

Service Hours 45,387 46,749 47,000

Service Miles 502,159 517,224 520,017

Airport

Aircraft Operations 120,000 122,901 125,000

Airline Passengers 0 11,000 57,500

Based Aircraft 454 454 489

Lease Tenants 42 42 45

Air Pollution Control

Permits to Operate 21 25 25

Air Quality Samples 300 310 310

Field Inspections 350 425 450

Burn Permits 3,292 3,300 3,300

WORKLOAD SUMMARY

FY 05-06

Actual

FY 07-08

Recommended

FY 06-07

Estimated


ROADS

• The department continues to repair roads damaged by the FY 05-06 winter and spring storms. By the end of FY 07-08, all but one of

the highest priority projects will be completed. Because the storms were declared state and federal emergencies, repairs are eligible for

reimbursements. However, the state and federal governments will not fund repairs to roads that were known to have pre-existing

hillside slope instabilities, capital improvements deemed to be betterments or for indirect County costs. Of the $7.7 million projected

to be spent by 6/30/08 on necessary storm damage repairs, the department anticipates receiving $4.5 million in reimbursements. To

work with the cash flow issues inherent with reimbursements, the department uses road maintenance funds to perform storm damage

repair, and when reimbursements are received, they are used to fund regular maintenance activities. The associated impacts of non-

reimbursed costs include deferral of Capital projects as well as the additional deferral of preventive road maintenance projects. The

department is currently undergoing a management review which is addressing, among other topics, processes and procedures for

maximizing state and federal reimbursements for emergency work.

• Road maintenance funding continues to be a challenge for the division. The cost of doing business, especially the cost of asphalt, fuel,

and other materials continues to increase, while resources decline. As part of the original Proposition 42 expenditure plan, no Prop 42

funds have been allocated by the state towards county road maintenance needs in FY 07-08; therefore, the department will not receive

the usual $2.5 million of these funds. However, due to the passage of Proposition 1B in November 2006, the department will receive

$5 million for capital projects, which allows $1.7 million of previously-allocated Proposition 42 funds to be reprogrammed from

projects to roads maintenance. These revenue reductions, along with state and federal reimbursements for storm damage work that do

not fully restore maintenance funds used for storm repair, result in less pavement rehabilitation.

200




• With the aforementioned financial picture of the roads system, plus the recent retirement of the Director of Transportation and Public

Works, and the anticipated retirement of several key managers, professional and line staff, there exists a unique opportunity to assess

current operational practices and procedures to ensure that available funding is used to its most efficient and effective capacity. To that

end, a private consulting firm was hired in FY 06-07 to conduct a comprehensive study of the Roads Division. The firm will produce a

report that will detail the strengths and weaknesses of the current Division structure and approach, and will make recommendations on

maximizing the value derived from the division. The report is expected to be completed and presented to the Board by September

2007, subsequent to which a detailed implementation plan will be brought to the Board by staff.

• Recommended Road Division Capital Project expenditures for FY 07-08 total $22.1 million and include the completion, design,

environmental review, and right-of-way acquisition of various projects as listed in the appendix following this narrative. These

projects are funded by various state and federal dollars, matched with local funds from Measure M, Proposition 1B, and Traffic

Mitigation Fees. Additionally, approximately 7.8 to 9.3 miles in various overlay projects throughout the county’s road system are

scheduled to be completed in FY 07-08, totaling over $6.3 million.

• The proposed budget includes an $8.0 million county General Fund contribution to the Roads budget. Of this amount, $7.3 million is

used to fund maintenance of the county's road system and includes personnel and road materials costs. The balance of approximately

$736,000 is budgeted toward the National Pollutant Discharge Elimination System (NPDES) program as part of the countywide effort

to comply with federal law for prevention of storm water runoff pollution. In accordance with the NPDES implementation plan

approved by the Board of Supervisors February 25, 2003, the proposed FY 07-08 Roads budget includes funding for four existing

positions (1 Engineer, 1 Engineering Tech, 2 Maintenance Workers II/III), data collection, training, materials, disposal fees,

equipment rental/purchases, equipment and station maintenance, and road yard improvements.

INTEGRATED WASTE (REFUSE)

• The Refuse Enterprise budget includes costs for transfer station operations, environmental compliance, and administration. In the past,

these costs have all been accounted together, making it difficult to easily understand the costs associated with each function. The FY

07-08 Refuse Enterprise budget has been restructured to account for each of these functions separately. This structural change will

allow for more transparency in costs for each of these activities for the cities and residents. However, this practical change requires the

use of accounting functions that show the same expenditure in two sections, creating the appearance of a large expenditure increase.

Actual expenditures increase $1.8 million (3.8%), while the use of fund balance decreases 39%.

• The Integrated Waste Division charges tipping fees based on system-wide costs, to handle and dispose of the solid waste. The FY 06-

07 tipping fee was based on best available estimates due to the limited experience with full out-haul costs. In FY 07-08, tipping fees

have been adjusted to reflect actual costs. The proposed budget assumes a commercial compacted tipping fee rate of $89 per ton,

which is a $6 (6.7%) increase from FY 06-07, and includes the additional $1 surcharge for recycling services approved by the Sonoma

County Waste Management Agency in March 2007.

• The Integrated Waste Division is in an interim solid waste out-haul period while work continues on identifying and developing a long-

term disposal solution. The disposal method could be out-haul by truck or train, or could involve divestiture/lease of the Central

Landfill to a third party that would resume disposal operations. Resolution of the long term disposal solution is expected to be

achieved in FY 07-08 to allow adequate time for procurement and start-up of the selected method.

OTHER DIVISIONS

• The department manages four small water districts: Fitch Mountain, Salmon Creek, Freestone, and Jenner. All four districts are

requesting water usage rate increases in FY 07-08, with the monthly base rate remaining the same. The Fitch Mountain Water District

receives its water supply from the City of Healdsburg, and the district acts as the conduit for the water. The City of Healdsburg

substantially raised the cost of water, resulting in the district requesting the largest rate increase at 15.4%. At the time of this writing, it

is unknown whether this increase will be sufficient to keep pace with rising costs. A revised request may be brought before the Board

at a later rate hearing.

• Cable TV franchise administration has undergone a fundamental change with the 2006 passage of state legislation AB2987. Future

cable television franchises will be issued via a state franchise process under the California Public Utilities Commission, instead of

locally awarded franchises as is currently done. AB2987 provides for continued franchise fee payment to local governments by cable

TV operators and new telecommunications companies providing video services. Due to the rapid evolution of video delivery

technology and continued legislative efforts at the state and federal level, cable television franchising authorities at the local level will

most likely experience ongoing operational changes in future years, such as less local control with respect to enforcement of franchise

terms, public access, support, and build-out requirements.

201





As in prior years, the department requests that capital projects within all divisions have early authorization in order to maintain

construction schedules. Additionally, the department requests early authorization for the following items:

Transit Division

Five 40’ CNG Replacement Buses $2,491,299

Ten 40’ CNG Low Floor Replacement Buses $5,147,763

Four Replacement Vehicles (Paratransit) $180,000

Shop Truck Replacement $90,000

Video System Replacement $103,750

Refuse

Pipe Threading Machine $7,500

6’ Trash Pump (for leachate) $30,000

HDPE Extrusion Welder $5,900

Roll-Off Containers (2) $10,500

Heavy Equipment *

Pick-up Trucks $55,000

Five-Yard Truck $95,000

Ten-Yard Truck $110,000

Backhoe (used) $120,000

Radios $5,000

* As of this writing, Roads Division is undergoing a management review. Actual acquisition of these items is pending recommendations

from the management review firm.




The Director of Transportation and Public Works concurs with the recommended budget.


None.



Technical Changes

Gross

Expenditures

Revenue and


Special Projects

Increase revenue and expenditure appropriations for Comcast grant

pass-through to Sonoma Valley High School.

40,000 40,000 0

202




Technical Changes

Gross

Expenditures

Revenue and


Small Water Districts

Adjust various sub-objects to better reflect year end actuals and to

reallocate expenditures budgeted in Contract Services into sub-objects

within the four districts' budgets ($15,270); adjust various other

expenditure estimates within four districts; move capital project

expenditures and revenues in Salmon Creek and Freestone into the

districts' Construction indexes ($325,000); budget operating transfer of

$50,000 to provide grant match funds to Salmon Creek Construction

index for capital project.

84,125 50,000 34,125

Water Fund

Budget recently approved loan for Rural Canyon/Hollydale

($120,000); rebudget unused FY 06-07 funds for Bodega Water

Company ($57,994).

177,994 0 177,994

Lighting Districts

Rebudget unspent FY 06-07 street lighting funds for Guerneville

Lighting District.

81,596 0 81,596

Northern Sonoma County Air Pollution Control District

Rebudget Moyer grant-related expenditures; reduce Moyer grant

revenues to agree with actual available balances; adjust various other

revenue and expenditures amounts based on revised estimates.

(22,833) (99,265) 76,432

Integrated Waste

Increase Operating Transfers expenditures and accompanying

revenues by $2,083,698 to fund Operations and Environmental

Compliance indices and Leak Funds after technical adjustments;

increase Depreciation expense by $1.5 million; adjust various

appropriations due to revised expenditure estimates; increase

engineering and legal expenditures by $800,000 for analysis of landfill

divestiture; rebudget capital projects not completed in FY 06-07;

reduce out-haul expenditures due to revised out-haul tonnage

estimates; reduce Disposal Fee revenue due to revised (lower)

estimates for tonnage received.

4,960,902 1,693,751 3,267,151

Transit

Increase appropriations for CNG station maintenance,

Planning/Administration and Purchased Transportation; rebudget

appropriations for grant-funded equipment purchases and capital

improvements (Facilities, Terminals, Route Improvements); increase

estimated Transportation Tax and Transportation Fare revenues; adjust

various grant revenue estimates to match available grant balances at

year end.

2,464,489 3,360,073 (895,584)

203




Technical Changes

Gross

Expenditures

Revenue and


Roads

Increase appropriations for removal of underground tanks at four road

yards ($128,350) and for road striping contract ($250,000); transfer

pavement marker program ($100,000) from Improvement index into

Maintenance index. Decrease appropriations for Road Materials

($250,000) to fund road maintenance Contract Services. Increase

Revenue Applicable to Prior Year by $2,100,000 for storm damage

reimbursements. Decrease estimated state gas tax revenue by

$365,000 based on actual FY 06-07 receipts. Adjust capital projects

revenues and expenditures based on revised capital project estimates

and rollover balances from FY 06-07; adjust appropriations to allow

for Operating Transfers to fund Roads General, Capital and

Maintenance indexes based on available funds in each index; various

minor adjustments to other revenue and expenditure categories.

4,739,972 8,084,778 (3,344,806)

Heavy Equipment

Increase appropriations for purchase of one pick-up truck ($15,000),

one asphalt heater insert ($55,000) and one year's Lease Purchase

principal/interest for purchase of one paver to be leased in June 2008

and one loader ($75,000).

145,000 0 145,000

Airport

Adjust expenditures as follows: Increase Maintenance Projects-

Outside $12,500; Contract Security $30,000 for mandated security;

Legal Services, $30,000; Lease Purchase Principal and Interest,

$33,000 for a used fire truck; and Maintenance Buildings, $60,000, for

Terminal repairs associated with increased passenger volume.

Rebudget appropriations for Land Acquisition, $164,860, and Airfield

Improvements, $597,832; increase Operating Transfers $46,077 to

fund local match to Airport capital indices (Airfield Improvements

[$29,539], Land Acquisition [$16,538]). Increase revenue as follows:

Rent-Vehicle Parking, $150,000; Aircraft Landing Fees, $10,000; and

FAA Grants, $724,557, for rebudgeted FAA capital projects.

974,519 931,237 43,282

204




APPENDIX

Bridge Replace - Porter Creek Rd. over Porter Creek 260,000 ADA Projects - Various 100,000

Bridge Seismic - Annapolis Rd. over Gualala River 770,000 Arnold Dr. Shoulder Widening Imp. PM 18.02-18.27 10,000

Bridge Seismic - Wohler Bridge over Russian River 130,000 Cannon Lane @ South County Regional Park 160,000

Bridge Seismic Replace - Boyes Blvd. over Sonoma Ck. 552,000 Dry Creek Rd. @ Hwy 101 S/B Offramp 65,500

Bridge - Korbel Summer Bridge @ Odd Fellows Rd 180,600 Forestville Bypass 1,000,000

Bridge Replace - East Shiloh Rd. @ Pruitt Creek 329,865 Fulton Road CDBG Sidewalk Improvements 495,000

Bridge Replace - Laughlin Rd. @ Mark West Creek 60,000 Fulton Road @ Wood - Re-align Wood w/Francisco Road 150,000

Bridge Replace - Riverside Drive over Sonoma Creek 110,000 Hwy 12 Phase IB - CDC Redevelopment 868,000

Bridge Seismic - Crocker Rd. Bridge over Russian River 110,000 Hwy 12 Phase II (Stage 1) - CDC Redevelopment 1,897,500

Research & Development for Future Projects 25,000 Mark West Springs Rd. Left Turn Ursuline Rd. to Quietwtr 160,000

Total 2,527,465 Mark West Springs Rd./Michelle Way - Intersection Imvts. 130,000

Mirabel Shoulder Widening 200,000

Moorland Avenue Reconstruction 1,274,982

Signals Pavement Marker Program 100,000

Adobe Rd. @ East Washington Signal 824,066 Penngrove Area Traffic Study 100,000

Aviation Blvd. Signal @ Airport 720,000 Penngrove ADA Sidewalk Improvements 20,000

Arnold Drive @ Agua Caliente Signal Improvemet 100,000 Petaluma Blvd North Shoulder Widening and Bike Lane 539,030

Eighth Street E./Hwy 121 Signalization/Channelization 50,000 Research & Development for Future Projects 50,000

Emergency Response Signal Preemption Systems 50,000 Riebli Rd. at Farmstead 50,000

Hwy 116 @ Mirabel Rd. Signalization 200,000 River Rd. at Sunset Beach Park Left Turn Channelization 1,705,000

Intersection Lighting Program 50,000 River Road Slide at Hilton 162,500

Research & Development for Future Projects 25,000 Sonoma Mtn Road Viaduct - Slide/Storm Damage Repair 1,520,000

Total 2,019,066 Slurry Seal Program 125,000

Traffic Calming Measures - various locations 50,000

Western Avenue Widening, Cleveland Ave. to Windsor 20,000

Federal Projects Total 10,952,512

Overlays - Various 6,316,000

Kinley Drive Guardrail 60,000

Old Redwood Hwy Bike Lanes 65,000

Research & Development for Future Projects 25,000

River Road @ Eagles Nest 147,350

Total 6,613,350 GRAND TOTAL 22,112,393

Overlays/Road ImprovementsBridges

ROADS CAPITAL PROJECTS

205




Special Projects - District Formation 50,903 43,503

Airport Operations 85,437 35,742

Airport Land Acquisition 55,075 55,075

Airport Airfield Improvements (30,657) (30,657)

Roads Mitigation - Countywide 10,400,961 7,859,961

Roads Mitigation - Sonoma Valley 936,424 1,294,424

Roads Mitigation - Moorland Avenue 779 1,864

TOTAL 11,498,922 9,259,912

TRANSPORTATION & PUBLIC WORKS SPECIAL FUNDS

Beginning

Balance

Ending

Balance

Usage

Fitch Mountain 5,500 (100) 336 0 366.0 0

Salmon Creek* 2,199 (494) 99 0 103.0 0

Freestone ** 5,200 (1000) 27 1 27.0 0

Jenner 3,000 0 123 (1) 135.0 0

Customer Costs

Fitch Mountain 30.00 0.00 5.80 1.50 323.00 0.00 88,090

Salmon Creek* 33.00 0.00 7.30 1.00 330.00 0.00 37,276

Freestone** 40.00 0.00 7.00 0.50 250.00 0.00 19,399

Jenner 33.00 0.00 7.00 0.50 430.00 0.00 172,324

*Salmon Creek usage data is converted from hundred cubic feet (HCF) for comparison (100 cubic feet = 748 gallons).

**Freestone average usage data is skewed due to a single large commercial user and few users.

Total

Connections

Change From

FY 06-07

SMALL WATER DISTRICT USAGE RATES

Equivalent

Single

Dwellings

(ESD)

Change From

FY 06-07

Average

Gallons per

Month per

Connection

Change From

FY 06-07

Monthly Base

Rate

Change From

FY 06-07

Sale of Water

(per 1000

gallons)

Ending Fund

Balance

Change From

FY 06-07

Annual

Flat

Charge for

Debt

Change From

FY 06-07

206

SONOMA COUNTY WATER AGENCY Randy D. Poole, General Manager

County of Sonoma Sonoma County Water Agency



Total Staff 207

% Funded by County Discretionary Funds 0%

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.


The Sonoma County Water Agency is a countywide special district whose Board of Directors is the Sonoma County Board of

Supervisors.

The four key functions of the Agency are water supply, water transmission, flood control, and wastewater collection and treatment. As a

water supplier, the agency is responsible for securing and maintaining water rights and encouraging water conservation and reuse to

meet present and future demand. The Agency’s water transmission system provides for wholesale domestic water supply and delivery to

eight prime contractors (Santa Rosa, Petaluma, Sonoma, Rohnert Park, Cotati, Valley of the Moon Water District, Town of Windsor,

and North Marin Water District) and other customers. For the flood control function, the agency designs, constructs, and maintains flood

control facilities. The Agency provides sanitation functions to county sanitation districts (CSD) and zones.

The Agency maintains operational funds to finance and support its functions. The Agency established targets for each of the operational

funds and closely monitors fund balance to ensure the effective management of these funds. The Agency will use expenditure control

and rate increases where appropriate to bring any projected fund balance shortfalls in line with targets. From year to year the fund

balances will be built up and then used for capital improvement projects.

The Agency’s Board approved a Strategic Priorities Plan and Water Policy Statement for the Agency in April 2007. The plan identifies

the following nine priorities critical to advancing the Agency’s mission:

• Assist customers to meet their water supply needs.

• Protect water quality and improve the reliability of the water transmission system.

• Address impacts on listed salmonid species.

• Lead development of regional sustainability programs and water resource partnerships.

• Conduct stream maintenance and provide funding for drainage, storm water quality, and stream habitat enhancement in flood control

zones.

• Improve public understanding of the Agency and Agency programs.

• Address critical infrastructure needs for sanitation systems.

• Improve the Agency’s business efficiency and effectiveness.

• Improve employee recruitment and retention.

Funding SourcesProperty Tax

Sanitation Charges

Water Sales

Grants/Loans/Other

Interest

Internal Transfers

Reimbursements

Use of Fund Balances

Funding UsesWater Transmission System

Sanitation

Water Supply

Internal Facilities & Equipment

Flood Protection

Administration & General

207





• Completed a Restructured Water Supply Agreement with

the Agency’s water contractors, Urban Water Management

Plans, and the North Coast and Bay Area Integrated

Regional Water Plans.

• Completed several major water supply and transmission

projects including Collector 6 and Kawana Storage Tank

#2; and several major sanitation projects including design

of the replacement collection system at the Occidental

County Sanitation District.

• Completed the Photovoltaic Projects at the Agency

administrative and sanitation facilities.

• Secured funding of $25,000,000 from Prop 50 for

implementation of the North Coast Integrated Regional

Water Plan and issued $11,500,000 in water revenue bonds

to fund environmental design and construction of several

water transmission projects.

• Developed and began implementing a Sustainability Plan,

the Dry Creek Valley Agreement, and the Coho Recovery

Plan.

FY 07-08 Objectives

• Obtain Biological Opinions from National Marine Fisheries

for existing operations.

• Complete the Supplemental Environmental Impact Report

(EIR) for Water Supply and Transmission System Project.

• Begin discussions of permanent changes to the State Water

Regional Control Board decision (1610) which sets

minimum summertime flow levels in the Russian River.

• Complete current sediment removal projects in several zones

to reduce the potential for flooding.

• Develop non-regulatory groundwater management plan with

stakeholders for Sonoma Valley.

• Complete the replacement of the Occidental County

Sanitation District’s wastewater collection system to improve

its operations toward a Standard Level of Service.

• Engage in discussions with PG&E regarding Potter Valley

Dam flows.


FY 07-08


Admin & General - Spec Fund 40,669,407 35,712,208 (12.2) (104,159) (3,592,082) (3,348.7)

Flood Control - Spec Fund 21,964,084 16,651,383 (24.2) 10,306,784 5,776,545 (44.0)

Water Supply - Spec Fund 12,537,372 11,792,073 (5.9) 2,137,471 806,371 (62.3)

Water Transmission - Spec Fund 67,167,518 54,524,630 (18.8) 19,899,505 8,611,698 (56.7)

Internal Service Fund 6,472,205 4,639,548 (28.3) (1,088,768) (518,481) 52.4

Sanitation - Spec Fund 46,704,125 45,721,056 (2.1) 13,545,619 10,853,649 (19.9)

TOTAL FINANCIAL 195,514,711 169,040,898 (13.5) 44,696,452 21,937,700 (50.9)

Recommended

%

Change

* Changes in expenditures and use of fund balance are largely due to timing and extent of capital projects and are explained in more

detail below.

%

FINANCIAL SUMMARY *

Change

FY 06-07

Adopted Recommended

FY 06-07

Adopted

FY 07-08

Staffing Change

Permanent Positions ** 209.00 207.00 (2.00) (1.0)

** Reflects position additions approved in FY 06-07 and proposed changes for

FY 07-08 which are described below.

STAFFING SUMMARY

FTEFY 06-07

Adjusted

FY 07-08 %

ChangeRecommended

208





ADMINISTRATION

The Agency has been engaged in a strategic planning process. In April 2007, the Agency Board of Directors approved a Strategic

Priorities Plan and Water Policy Statement. The next step in the Agency’s strategic planning process is to develop measurable goals and

objectives for the nine priorities identified and approved in April 2007. The Agency will also be developing action plans for achieving

the goals and objectives and will be presenting the information at the end of summer 2007.

For FY 07-08, current activities designed to achieve the strategic plan goals are as follows:

• Continued implementation of several activities aimed at empowering the workforce and improving the practices and procedures used

to deliver services to our customers. These include information technology system upgrades, including enhancing the Geographic

Information Systems capabilities, upgrading project management and financial management systems, and follow-up on the employee

opinion survey feedback. These activities are paid for through the Agency’s general fund. Revenues for the general fund come

primarily from property taxes which have benefited from the strong real estate market for the last several years. Despite the recent

slowdown, revenue increases will more than offset the increases in expenditures in FY 07-08, because of tight expenditure and

budgetary controls in place for the current and coming fiscal years. The general fund balance is projected to increase by $3.6 million

with an ending fund balance of $6.3 million.

• During FY 06-07, several new positions were approved by the Agency Board of Directors to assist in meeting the Agency’s goals. As

the year developed and with the need to manage the budgets of the general fund and the various enterprise funds, not all these

positions were filled. The recommended budget deletes two of the vacant positions and adjusts the job classes of two of the other

vacancies (replacing a Mechanic with a Maintenance Worker III and a Senior Office Assistant with a Technical Writing Specialist) to

better align with priorities for the future. The budget also anticipates filling the Assistant General Manager position in early FY 07-08.

FLOOD CONTROL

The Flood Control Division includes six flood control zones and the Warm Springs Dam Special Revenue Fund. Benefit assessments,

approved by the voters in 1996, have provided additional funds for capital projects in the Laguna-Mark West area (Zone 1A) and

Petaluma area (Zone 2A) and will expire in July 2007. The Agency is preparing a Prop 218 balloting process for enhanced funding for

flood protection and water quality projects in these zones and in the Sonoma Creek watershed area (Zone 3A and part of Zone 9A). The

balloting process is expected to take place in early 2008. Since these renewals will not be completed for FY 07-08 no new benefit

assessment revenues are budgeted for Zone 1A and Zone 2A. If the enhanced funding is not approved, projects in process will not be

affected but there will be significantly less funding available to construct similar projects needed to protect homes and businesses from

flooding in the future.

The Agency’s goal for flood control is to provide flood protection in a manner that balances public safety and environmental protection.

• In FY 07-08, the budget anticipates continued progress on development of a maintenance manual, revising flood control design

criteria, and preparation of an environmental document in order to obtain long-term programmatic permits for flood protection

maintenance. Work will also continue on updating hydrology and hydraulic analyses reports for the Agency’s flood protection

facilities to assess current levels of flood protection and evaluate the need for future projects and policy changes as well as the

development of a plan for a stream flow monitoring system.

• The Agency also plans to begin work on several new sediment removal projects from streams affecting the cities of Santa Rosa,

Rohnert Park, and Petaluma and will complete the Matanzas Reservoir sediment removal project. In addition, work will begin on a

watershed partners program with the Sotoyome Resource Conservation District and the Laguna de Santa Rosa Foundation.

• The recommended budget contains $7.6 million for maintenance work and capital projects within the zones to move toward achieving

the stated goals. This is a decrease of $5.7 million from the previous year primarily due to the completion of several projects in Zone

1A (Laguna Mark West) and Zone 2A (Petaluma) and fewer construction projects planned for FY 07-08. The construction projects are

primarily funded through the Benefit Assessments, which will not be available in FY 07-08. Thus, no major construction projects are

included in the FY 07-08 plans.

• Warm Springs Dam Fund expenditures are increasing to $8.8 million for the U.S. Government for operation and maintenance of the

Warm Springs Dam, stream gauge maintenance by the U.S. Geological Survey, and debt services payments.

209




WATER SUPPLY AND WATER TRANSMISSION

The Agency’s goals for Water Supply and Water Transmission are: 1) meet or surpass public health standards and environmental

regulations; 2) integrate and protect available sources of water and responsibly manage infrastructure to meet the current and future

needs of the agency’s customers, and 3) promote water conservation and recycled water use.

Activities planned during FY 07-08 are continued work on each of the following multi-year efforts to meet the above goals:

o Obtain Biological Opinions for existing operations.

o Pursue modifications to State Water Resources Control Board (SWRCB) Decision 1610 regulating summertime flow levels in

the Russian River.

o Perfect and protect all agency water rights.

o Implement measures identified in the water system security vulnerability assessment.

o Design and construct infrastructure necessary to meet current and future needs of the agency’s customers.

o Prepare Environmental Impact Report for the Water Supply and Reliability Project.

o Conduct natural hazard reliability assessment of diversion and transmission facilities.

o Conduct transmission system operational assessment for existing and future demands.

o Fully implement the California Urban Water Conservation Council’s best management practices within the Agency’s service

area.

• Water Supply budget funds are also used to finance the debt service obligations of Warm Springs Dam, to finance water supply and

erosion control activities along the Russian River; to secure and defend the Agency’s appropriative water rights; and to convert

recycled water to beneficial use. Total expenditures of $11.8 million, a decrease of $0.6 million, are primarily the result of increased

debt service payments and recycled water studies and projects. The budget also reflects the approved FY 07-08 water rate increases of

2.4 to 2.5%.

• Water Transmission System expenditures for FY 07-08 total $54.5 million. Included in this figure are four new funds created by the

Restructured Agreement with expected expenditures of $3.8 million for water conservation efforts, $2.4 million for recycled water

programs, and $0.5 million for water management planning and watershed planning activities. The reduction in total expenditures

shown in the Financial Summary is due to the completion of several large capital projects in FY 06-07. Major capital projects for FY

07-08 include completion of the Kawana Springs Tank #2, continued design of the Kawana to Ralphine Pipeline, work on the

Petaluma Aqueduct, and studies for design of the transmission system expansion.

• Through these programs and ongoing maintenance and operations of the Water Supply and Transmission systems, the Agency

delivered an average of 65,000 acre-feet of water per year over the period January 2004 through December 2006. The Agency also

generates a portion of its electrical power needs from operation of the Warm Springs Dam hydroelectric plant.

GENERAL SANITATION OVERVIEW

The Agency’s Wastewater and Recycled Water Services objectives for supporting the strategic plan are: 1) protect the health and safety

of the public and the environment; 2) manage sanitation systems in a cost-effective manner; 3) encourage beneficial use of recycled

water; and 4) adequately fund and implement infrastructure replacement and upgrade projects. The primary activities to achieve these

objectives are to improve maintenance and customer education to minimize dry-weather overflows in collection systems.

• Beginning in FY 95-96, a capital replacement program was implemented within the sanitation districts and zones. Investments in

capital replacement extend the life of existing facilities at current sanitation standards and reduce operations and maintenance costs.

Program costs are financed through operating transfers from each district or zone’s operations fund to its construction fund. The

Agency’s objective is to fund the program to the level of depreciation expense for each district or zone. If the operations fund does not

have sufficient cash available, a transfer of funds to construction will not be made, and the capital replacement projects will be

delayed until the next fiscal year. Generally, expenses are increasing for operations and maintenance due to cost of living adjustments

for salaries and benefits, and price increases for services and supplies (particularly for utilities, chemicals, and state permits and fees).

Projected expenditures for capital improvements have decreased due to completion of some projects and lack of accumulated fund

balance to finance new projects for some entities. FY 07-08 sewer service rates increases of between 3.0% and 8.0% for the various

sanitation districts and zones were approved in April 2007. The rate increases for these districts and zones are necessary to fund

210




operational needs, some capital program expenditures, and to build fund balances to levels that will allow for future capital

improvements.

The discussion of each sanitation district or zone operated by the Agency includes a statement regarding the level of service provided

under the proposed budget. The levels of service are defined as follows.

o Minimum Level of Service: Includes services necessary for the protection of public health, employee safety, and public safety.

o 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.

o 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.

Occidental CSD – Projected to operate at Minimum Level of Service during FY 07-08

• The Occidental County Sanitation District continues to face very serious financial and operational difficulties. Operating revenues and

the district’s fund balance are inadequate to fully support required maintenance. The Agency’s General Fund has contributed nearly

$1.0 million since FY 97-98 with additional contributions anticipated for FY 06-07 and FY 07-08.

• During FY 06-07, the district applied for a State Small Community Grant of nearly $2 million to fund needed work on the collection

system. If this grant does not materialize, the plan for replacing and rehabilitating the sewer collection system will be revised and the

project will be delayed subject to other grant funding. The district is not able to support additional debt, even low cost debt, at this

time. The agency is working closely with community groups to find the lowest cost alternatives to their long-term sanitation needs.

Russian River CSD– Projected to operate at Standard Level of Service during FY 07-08

• 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. The Northwood Golf Course has not been able to achieve the

disposal rate that was expected when the treatment plant was constructed. As a result, increased irrigation has been required at the

Burch property. The Russian River CSD is planning to evaluate expansion of the irrigation system to reduce the amount of irrigation

performed on the Burch property. During FY 06-07, it was determined that additional irrigation is necessary and the initial work to

complete Environmental Impact Report (EIR) and California Environmental Quality Act (CEQA) studies for expansion of irrigation

using recycled water was begun. FY 07-08 budgeted expenditures are increasing due to the anticipation of beginning the irrigation

expansion and disinfection process capacity (ultraviolet process) capital projects. Operations and maintenance costs are budgeted to

increase only 2%.

Sonoma Valley CSD– Projected to operate at Asset Preservation Level of Service during FY 07-08

• The district 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. However, the district is

also seeking assistance through state and federal infrastructure replacement programs. During FY 07-08, this activity will be continued

with a project to replace a portion of the main line between Leveroni Road and East Watmaugh Road. This will be a $3.5 million

design and construction project.

• Other projects planned for FY 07-08 include: completing environmental compliance and design for an upgrade to the treatment plant’s

sludge equipment; developing an underground pipeline distribution system throughout portions of the southern Sonoma Valley to

provide recycled water for agricultural and urban irrigation uses; installing a tertiary filter system at the treatment plant to produce

Title 22 compliant disinfected tertiary recycled water; and replacement of an underground fuel tank with above ground tank. Overall

expenditures are proposed to decrease due to completion of several large projects including the Sonoma Valley Advanced Water

Treatment Project in FY 06-07.

South Park CSD– Projected to operate at Standard Level of Service during FY 07-08

• 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 district’s collection system. In addition, the agreement provides for transfer of system ownership no later than June

30, 2011. The agreement also requires that the South Park CSD replace, slip-line, or repair 41,610 feet of the collection system and

211




upgrade the Todd Road lift station before the transfer takes place. There is approximately 20,000 feet of this work that has been

completed or that is under contract. Continued replacement of the collection system and other improvements are dependent upon

obtaining State grants and the rate payers’ willingness to accept increases in future years. The district is currently applying for a $2.0

million grant to fund the projects in FY 07-08.

• The district is also continuing to explore the possibility of the City of Santa Rosa taking billing responsibility for the district. This

would modify the basis for charges to the city’s flow based process. If this can be accomplished, it will tie the individual rate payers’

payments much more closely to the actual wastewater they generate based on wintertime metered water use.

• On December 12, 1998 the North Coast Regional Water Quality Control Board (NCRWQCB) released a draft Cleanup and Abatement

Order for halogenated volatile organic compounds (HVOCs) found in soil and groundwater in the vicinity of Sebastopol Road and

West Avenue in the South Park CSD service area. In December 2005, the NCRWQCB issued regulatory orders requiring work plans

for investigations and remediation on four privately owned properties within the district. Once the property owners complete their

investigations and remediation, the district will discuss with the NCRWQCB any role or responsibility the district may have for

cleanup.

• Overall expenditures in FY 07-08 decrease resulting from completion of capital replacement projects. The Biwana Lane Project is

currently in the design phase. Sewer replacement at Moorland Avenue between Bellevue Avenue and West Robles Avenue is in the

construction phase and is anticipated to be complete in FY 07-08.

Sea Ranch Sanitation Zone– Projected to operate at Standard Level of Service during FY 07-08

• The Sea Ranch Sanitation Zone consists of two wastewater collection and treatment systems located in Central and North Sea Ranch.

The Sea Ranch Association operates and maintains these systems for the Agency. The Agency is still pursuing options to transfer all

assets, liabilities, and management responsibilities to the Association.

• The FY 07-08 budget includes maintenance projects and $50,000 for the consolidation of the treatment plant and $40,000 for

replacement of electrical and mechanical equipment.

Penngrove Sanitation Zone– Projected to operate at Standard Level of Service during FY 07-08

• Agency operations in the Penngrove Sanitation Zone are limited to administrative services and operation/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 major rate increases over the next several years to fund the design, construction, and operation of a new

wastewater treatment plant that meets advanced (tertiary) wastewater standards.

• The planned project in the Penngrove Sanitation Zone is to fund construction and contract administration costs for work on the Sewer

Rehabilitation Project infiltration and inflow. However, the proposed budget for FY 07-08 reflects a decrease in overall expenditures

of $400,000 due to the reduction of other construction projects in the zone.

Geyserville Sanitation Zone– Projected to operate at Asset Preservation Level of Service during FY 07-08

• Current and future treatment plant inflows are expected to remain less 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 partial funding for programs necessary to provide an Asset Preservation Level of Service.

Airport/Larkfield/Wikiup Sanitation Zone– Projected to operate at Standard Level of Service during FY 07-08

• The Airport/Larkfield/Wikiup Sanitation Zone expenditures are decreasing as a result of completing a 500 kW solar power system to

reduce energy costs in FY 06-07 and there are no new capital projects planned for FY 07-08.


The General Manager of Water Agency concurs with the recommended budget.

212






Technical Changes

Gross

Expenditures

Revenue and


Administration/General

Adjust for ongoing operational costs including an increase in

appropriations for loans and contributions to Occidental CSD

($600,000), the Russian River Waste Water Treatment Plant Pipeline

Project ($1,035,000), the Occidental Treatment Plant ($220,000), and

the Airport-Larkfield-Wikiup Sanitation Zone ($380,000). Adjust for a

net reduction in appropriations for the addition of an Administrative

Service Officer I and the deletion of vacant WA Government Affairs

Coordinator and vacant WA Program Specialist (-$152,627).

2,818,373 489,182 2,329,191

Flood Control - Special Revenue

Adjust for ongoing operational costs including an increase and

rebudget appropriations in Flood Zone 1A for Matanzas Creek

Reservoir Sediment Removal ($255,000), Santa Rosa Creek

Restoration ($180,000), Carriage Lane Storm Drain ($500,000) and in

Flood Zone 2A for the Denman Reach Flood Terrace ($387,500).

Increase appropriations in each fund for renewal of flood zone benefit

assessments ($120,000).

1,654,000 0 1,654,000

Water Supply

Rebudget appropriations and revenues for ongoing projects and

operations including the North San Pablo Bay Restoration/Reuse

Project ($765,000). Increase appropriations for WSD Hatchery

Research contract ($135,000) and the USGS Lower Russian River

Water Quality Study ($125,000).

1,291,000 759,008 531,992

Water Transmission

Adjust for: operating transfers out of Operations and Maintenance to

establish separate funds in Water Conservation, Water Management

and Planning, and Recycled Water ($3,229,400), to Pipeline Capital

Improvements and Storage for planned projects ($4,481,929), and to

Common Facilities as a transfer of revenue earned ($3,250,746).

Increase appropriations and revenue for operating transfers from the

Bond Funds to Storage, Pipeline and Common Facilities for various

projects ($1,052,732). Increase in appropriations for various new and

rebudgeted projects, including the Rohnert Park Recycled Water

Program ($2,557,000), various Petaluma Water Conservation projects

($1,006,528), Wohler-Mirabel 12kV project ($1,980,000), Pump &

Collector Capacity Project ($708,294) and South Transmission System

Pipeline ($348,000).

20,115,400 11,036,603 9,078,797

ISF Funds

Increase and rebudget appropriations for Mobile Equipment and

Building Maintenance ($597,000). Establish a new Powers Resource

Internal Service Fund for purchasing and selling power to SCWA

entities ($6,386,000) to improve rate stabilization.

6,982,814 6,545,814 437,000

213




Technical Changes

Gross

Expenditures

Revenue and


Sanitation

Airport/Larkfield/Wikiup Sanitation Zone

Adjust for ongoing operations including a contribution from the

Agency's General Fund and an increase in appropriations to improve

secondary water quality and for operations and maintenance

($380,000). Rebudget appropriations for Coagulant Pilot Study

($200,000).

520,828 392,030 128,798

Geyersville Sanitation Zone

Increase appropriations for operations and maintenance including

Sludge Removal Project ($180,000).

255,735 0 255,735

Penngrove Sanitation Zone

Rebudget appropriations for the L-Pipe Replacement Project

($569,000) and Arch Flash study.

574,000 0 574,000

Sea Ranch Sanitation Zone

Increase appropriations for operations and maintenance ($73,492) and

plant consolidation ($40,000).

113,492 0 113,492

Occidental CSD

Adjust for increase in appropriations and rebudgets and

reimbursements including the Sewer Collection System Project

($348,227). Increase appropriations to repay a loan from SCWA

General Fund for the Russian River Waste Water Treatment Plant

Pipeline Construction Project ($1,035,000), the Occidental Sewer

Replacement Project ($1,785,000) and Pond Sludge removal

($150,000).

3,329,501 3,900,000 (570,499)

Russian River CSD

Rebudget and increase appropriations for professional services and

projects including the Disinfection Upgrade Project for design of

coagulation/flocculation facilities ($264,000), and for building

maintenance projects ($80,000).

379,245

0 379,245

Sonoma Valley CSD

Rebudget and increase appropriations for ongoing projects including

water treatment capital improvements ($1,839,500), property

acquisition, survey and geotech for pipeline projects including the

Recycled Water Pipeline Project ($1,600,000), Underground Tank

Replacement Project ($749,500), and the Sonoma Development

Center Water Efficiency Project ($248,000).

4,704,071 0 4,704,071

South Park CSD

Increase appropriations for Fiscal Agent Fees and

Accounting/Auditing services provided by a new firm.

11,250 0 11,250

214

ECONOMIC DEVELOPMENT DEPARTMENT Ben Stone, Director

County of Sonoma Economic Development Department



Total Staff 3.5


MISSION STATEMENT

To foster a healthy business environment and provide services that promote

the local economy.


The Sonoma County Economic Development Department (EDD) provides services to encourage the startup, retention and expansion of

Sonoma County businesses and jobs, particularly small businesses. The EDD promotes the creation of new jobs and employment

opportunities, the diversification of economic activity, and the strengthening of the county's tax base. In addition, staff manages funding

agreements with visitor centers through out the county, as well as a contract with the Sonoma County Tourism Bureau (SCTB); a non-

profit organization funded both by participants of a business improvement area and by a county contribution from transient occupancy

taxes (TOT). EDD also facilitates the film program, primarily by responding to film inquiries, referring services, and partnering with

local organizations to encourage filming in Sonoma County.

The "net cost" of the budget is financed by the County Advertising Fund (Transient Occupancy Tax). However, some programs receive

support and advice from the Sonoma County Economic Development Board Foundation, a nonprofit public benefit corporation

specifically organized and operated as a supporting organization. This relationship helps the foundation and the county maintain the

community’s economic vitality.

Funding Sources

Intergovernmental

Reimbursements

Research

Transient Occupancy Tax

Funding Uses

Workshops &Publications

Research

Tourism/Hospitality


• Developed the Youth Symposium & Hospitality Career

Fair in conjunction with the Workforce Investment Board

(WIB) for out-of-school youth.

• Secured the continuation of the North Bay Technology

Roundtable, the Science Fair, and the Youth Robotics

project by transferring them to a permanent home with our

education partners.

• Held the first Business Environmental Alliance (BEA)

Hospitality Opportunities Seminar and Luncheon in the

Sonoma Valley.

• Formed the Talent Attraction Committee (TAC) to

formulate solutions that address recruiting issues facing

employers from all sectors of the Sonoma County

economy.

FY 07-08 Objectives

• Implement a countywide website, as developed by TAC,

which will be organized to include pertinent relocation

information requested by employers.

• Hold an Executive Development Boot Camp in spring

2008.

• Develop, in collaboration with the Sonoma County

Office of Education (SCOE), a survey of science and

math students to collect their ideas on how to improve

science and math education in the county.

• Develop a website for small business wellness and

pandemic/disaster preparedness.

• Present at the State of the County breakfast in 2008 the

Innovation Council’s draft of the Economic Strategic

Plan.

215




Total Expenditures

FY 06-07 FY 07-08 % FY 06-07 FY 07-08 %


Economic Dev/Advertising 1,593,709 1,464,825 (8.1) 1,142,759 1,064,073 (6.9)

Tourism/Advertising 1,414,252 1,463,751 3.5 1,414,252 1,463,751 3.5

TOTAL FINANCIAL 3,007,961 2,928,576 (2.6) 2,557,011 2,527,824 (1.1)

FINANCIAL SUMMARY

Net Costs/Use of Fund Balance

Note: Expense and Net Cost decreases are due to one-time appropriations adopted in FY 06-07

FY 06-07 FY 07-08



STAFFING SUMMARY

FTE

Change

%

Change

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08


Events 7 8 8

Attendees 1,000 2,177 2,200

Publications 14 14 20

Labor (Jobs Facilitated) n/a 50 50

Film Permits (Agency Reported) n/a 24 15

Film Calls n/a 260 260


• The Economic Development Department is uniquely positioned as the singular entity within Sonoma County to foster collaborative

relationships between the various businesses, educational institutions, local municipalities, and county administration. The Innovation

Council (IC), anticipated to be established in FY 06-07, will bring together major industries and civic groups within Sonoma County

in order to identify areas of opportunity and barriers to the county’s continued economic vitality. The IC’s goal is to produce a report

focusing on three areas of concern: workforce, natural resources, and local global competitiveness.

• In recent surveys, employers reported difficulty in recruiting employees. This difficulty cuts across business, government, education,

non-profits, health, public safety, and other sectors. While it is difficult for Sonoma County to compete in certain aspects of

recruitment, such as affordable housing that is conveniently located close to work centers, it can compete by offering diverse

recreational opportunities and varied employment sources. During FY 06-07, the Talent Attraction Committee (TAC) was established

to identify a way to attract candidates. TAC will develop a website for prospective employees to access relocation data and learn about

the advantages of living in Sonoma County.

• In spring 2008, department staff will plan and complete an Entrepreneur Boot Camp training session that will focus on “second-stage”

companies that face issues of growth rather than survival. The course will weave together key regional factors that allow the

entrepreneur to succeed, such as diversity in sources of capital; an enabling culture; peer networks; and a supportive infrastructure.

216







The Economic Development Department Director concurs with the budget as recommended, with the following exceptions:

Priority

Description

Net Cost

Amount

1 Add 1.0 FTE Extra Help Administrative Aide to work closely with business and community leaders

and assist them in identifying and communicating workforce opportunities that offer

alternatives for Hispanic at risk youth ultimately deterring them from joining gangs or dropping

out of schools.

42,199


None. This request should be viewed in the context of the county’s first Strategic Plan, which is under development. Given the myriad of

the interventions that are currently being vetted by all departments to address the above stated goals, if the Strategic Plan recommends

this approach above others, we may revisit our recommendation.



Technical Changes

Gross

Expenditures

Revenue and


Rebudget unused appropriations for Innovation Council, Executive

Boot Camp, and International Trade Workshop projects associated

with revenues received during FY 06-07; and roll over to the new

year, appropriations for north county visitor centers development.

209,850 0 209,850

ISD Changes


Other Changes

Recurring

Increase county contribution towards existing visitors centers

agreements.

10,500 0 10,500

217

REGIONAL PARKS Mary E. Burns, Director

County of Sonoma Regional Parks



Total Staff 93.05


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.


The Regional Parks Department operates and administers the county's regional parks system, including community parks, campgrounds,

swimming facilities, and trails. The department plans, designs, and constructs new parks, and renovates older parks. The department

operates seven veterans memorial buildings, one community center, the Spud Point Marina, the Sport Fishing Center, and parks within

the County Service Area (CSA) #41 in Sonoma Valley. The department’s functions also include maintenance of grounds at county

facilities and properties for the Sonoma County Agricultural Preservation and Open Space District, and operation and maintenance of an

equipment replacement fund. Regional Parks is the lead agency for the Community Partnerships for Youth program.

Funding Sources Park Mitigation Fees

Rents/Concessions

Charges for Service

Fees (Camping, etc.)


Gasoline Sales, etc.

Transient Occupancy & OtherTaxesCounty General Fund

Funding UsesPark Operations

Park Development

Veterans Buildings

Grounds Maintenance

Marinas

Youth Projects


• Completed an update to the strategic plan and

implemented a department reorganization plan.

• Opened six new public access and recreation projects at

new and existing park facilities

• Completed a major maintenance assessment plan for

park facilities.

• Completed seven Community Partnerships for Youth

Phase II projects.

• Conducted inventory and mapping of parks and grounds

storm drainage systems, implemented prevention

practices, and continued public education per the county

municipal storm water permit and management plan.

• Began repairs at park facilities per Department’s

deferred major maintenance plan.

• Purchased and implemented new park reservations

software, including online reservations, to improve

service to campers.

FY 07-08 Objectives

• Start implementing the three highest priorities identified

under the Department’s strategic plan.

• Open Tolay Regional Park to increased public access, in

accordance with the interim plan.

• Complete major maintenance projects identified in

Department’s Deferred Maintenance Plan based on

available funding.

• Expand the Department’s environmental education

programs serving school-age children.

• Complete the Phase I County Center Administration

Building Water Conservation Landscape Renovation

Project and begin the Phase II Human Services Building

Area Water Conservation Project.

• Complete the six remaining Community Partnerships for

Youth Phase II projects and close out the program.

• Create eleven new public access and recreation projects at

new and existing park facilities.

219




FY 06-07 FY 07-08 FY 06-07 FY 07-08


Regional Parks-General Fund 13,259,017 14,190,798 7.0 5,514,249 5,708,627 3.5RP - CPY II Spec GF 645,696 46,016 (92.9) 611,137 30,594 (95.0)

RP- Equip Repl Other GF 19,000 0 100 (8,745) (31,609) (261.5)

Sub-Total General Funds 13,923,713 14,236,814 2.2 6,116,641 5,707,612 (6.7)

Regional Parks-Spec Rev Fund 1,244,264 1,497,000 20.3 (157,545) (47,372) 69.9

Spud Point Marina-Ent Fund 2,222,273 2,400,951 8.0 319,537 393,184 23.0

Sport Fishing Ctr-Ent Fund 130,970 107,698 (17.8) 82,456 48,223 (41.5)

Sub-Total Enterprise Fund 2,353,243 2,508,649 6.6 401,993 441,407 9.8

Parks CSA-Special Fund 206,576 157,044 (24.0) (149,135) (4,576) 96.9

TOTAL FINANCIAL 17,727,796 18,399,507 3.8 6,211,954 6,097,071 (1.8)

Change

%

Change

FINANCIAL SUMMARY


%

FY 06-07 FY 07-08

Permanent Positions Adopted Recommended

Regional Parks 86.00 88.25 2.25 2.6

Marinas-Enterprise Fund 4.80 4.80 0.00 0.0

TOTAL POSITIONS 90.80 93.05 2.25 2.5

STAFFING SUMMARY

FTE

Change

%

Change

FY 05-06 FY 06-07 FY 07-08


Regional Parks

Park Visitors 4,320,407 4,545,595 4,738,489

Veterans/Community Center Use

Events 4,788 4,292 5,020

Attendance 372,211 297,821 310,000

Acreage

Developed 468 475 480

Undeveloped 6,828 6,824 7,326

Total 7,296 7,299 7,806

CSA #41-Parks

Visitors Day Use 184,051 208,987 225,537

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 Berth Holders 171,925 177,565 179,346

General Public User Days 97,139 99,042 101,444

WORKLOAD SUMMARY

220





Regional Parks

• The Regional Parks Department continues to expand the county’s park system through its partnership with the Sonoma County

Agricultural Preservation and Open Space District, through other partners, and by using grant opportunities and park mitigation fees.

New parks and facilities planned for development in FY 07-08 include the Schopflin Fields Phase 3, Riverfront Phase 2, Santa Rosa

Creek Trail, Sport Fishing Center ADA improvements, the Lawson addition to Hood Mountain, Cheney Creek Bridge section of

Bodega Bay Pedestrian and Bicycle Trail, Maxwell Farms Play Area, Steelhead Beach Restroom, Sunset Beach, Hood Mountain

Ridge Trail extension, and interim access improvements to Tolay Lake Regional Park. In order to assist in the operation and

maintenance of existing facilities and create capacity for these new facilities, the recommended budget includes the addition of 1.0

Parks & Grounds Maintenance Worker II and a 1.0 Ranger I for Tolay Lake Regional Park. General Fund interest earnings and

Transient Occupancy Tax fund the new operations and maintenance costs for these new parks, including the two new positions.

• The cost of operating and maintaining parks and facilities increases faster than annual available resources. This imbalance causes an

annual erosion of the department’s ability to properly maintain parks. The FY 07-08 proposed budget reduces existing parks

maintenance accounts by 12.7% to offset the increased costs. The department has identified over $3 million in deferred maintenance

projects that have built up over time. In December 2006, the Board of Supervisors allocated $710,000 in one-time funds to address the

highest priority deferred maintenance projects. Work has begun on these projects and they will be completed in FY 07-08.

• In order to address the imbalance of costs and resources, the department has started a comprehensive management review of park

operation and maintenance standards and level of service. The goal of this review is to create a program for implementing industry

best management practices for the operation of Regional Parks’ facilities in conjunction with the future development of new facilities.

In FY 07-08, the department will complete this review and develop a work plan with options to maintain the current level of service

for new and existing facilities under existing and anticipated budget constraints.

• In FY 01-02, the Board of Supervisors established the Community Partnership for Youth Phase II (CPY II) and set aside $2.5 million

in one-time general fund interest earnings for community grants to build or improve 23 youth facilities throughout the county. On

February 28, 2006, the Board of Supervisors established a deadline of April 1, 2008 for construction of projects. It is anticipated that

all projects will be complete by the deadline and the program closed by June 30, 2008, including the deletion of the 0.5 FTE

Department Analyst position that administers the program.

• The Environmental Discovery Center (EDC) educational programs at the Spring Lake Park Center, as well as student field trips at

other park sites, encourage people of all ages to learn the value of environmental stewardship, habitat restoration, parks, open space,

and responsible use of Sonoma County's natural resources. Participation in EDC programs has been steadily increasing; with an

expected 20% increase in FY 07-08 over the previous years, totaling over 10,000 participants. Regional Parks has operated the EDC

with one full-time permanent position to supervise and manage the center along with extra help interns. The FY 07-08 budget adds

0.75 FTE in a new class of EDC Program Assistant to expand programs for the increased student enrollment. Additionally, enhanced

public access to Tolay Lake Regional Park during FY 07-08 will result in new environmental education opportunities for students and

expansion of EDC off-site programs. The new position is 100% funded by the Sonoma County Water Agency.

• Park Mitigation Fees are charged by the county for construction of new residential units in the unincorporated areas of Sonoma

County and are held in a special revenue fund until expended on park projects. Collected fees are used to leverage grant funds for new

or upgraded park and recreation facilities. In FY 07-08, in addition to the parks planned for development as previously listed, the

funds will be used to further work on several other projects including the Watson School, Sea Ranch Bluff Top Trail, Guerneville

River Park Phase 2, West County Trail, Santa Rosa Creek Trail, Central Sonoma Valley Trail, Sonoma-Schellville Trail, and the Bay

Trail. The annual expenditure and use of fund balance is driven by each project’s funding needs and structure, and varies from year to

year.

Grounds Maintenance

• The Regional Parks Department is responsible for 44 separate parks, seven veterans memorial buildings, a community center, 105

developed acres of grounds maintenance, and 4,600 acres of Sonoma County Agricultural Preservation and Open Space District

property maintenance. These facilities have numerous and diverse stormwater runoff issues. In FY 07-08, as part of the National

Pollutant Discharge Elimination System (NPDES) program, the department will complete an inventory and map of parks and grounds

storm drainage systems, implement prevention practices, and continue public education. The NPDES program is fully supported by

the county general fund.

221




• The county is continuing its multi-year effort to improve water conservation and promote conservation education. The recommended

budget includes funding for the County Center Water Conservation Demonstration Project, Phases 1 and 2. Phase 1 began in 2006 and

includes renovation of landscape, irrigation, and drainage systems of the County Administration building. Phase 2 will begin in May

2007 and includes the Human Services, Permit and Resource Management Department, and Communications building area. It will

focus on simple water conserving irrigation, attractive trees, and perennial plantings. This effort is a partnership of the county and the

Sonoma County Water Agency. The goal is to reduce water use by 75% (over 20,000 gallons per year), provide a demonstration

project, including stormwater control measures, and create an aesthetically pleasing landscape.

Marinas

• Spud Point Marina is owned and operated by the county as an enterprise fund. The county built the marina in 1984 to meet the needs

of the area's commercial fishing fleet, with loans from the State Department of Boating & Waterways and the State Coastal

Conservancy. However, due to poor fishing seasons, droughts, and continuing federal fishing restrictions, the commercial fishing

industry has been adversely affected, resulting in reduced revenues to the marina. With these declining revenues, the marina had been

unable to make loan payments, and had, according to the State, accumulated a potential outstanding debt of $15.5 million. The county

worked with the State to resolve the issues with the Spud Point Marina loans. On May 7, 2007, the county paid the outstanding

$177,804 balance to the State Coastal Conservancy, and on July 18, 2007 the county and the State Department of Boating &

Waterways finalized a settlement agreement, by which the state agreed to accept a one-time payment of $2.0 million and fifteen

annual payments of $372,456, due no later than August 1 of every year. The one-time payment was issued on July 18, 2007, and the

first of the annual payments will be made in July 2008. The annual payments are guaranteed through a letter of credit.

• The marina will maintain its level of service into FY 07-08 with planned maintenance that includes dredging of selected areas,

installation of electronic fuel dispensers, and fuel dock renovations.

Spud Point Marina - Operations * (12,657,486) (2,135,440)

Spud Point Marina - Major Maintenance 61,603 34,792

Sport Fishing Center 181,321 133,098

CSA #41 - Parks - Sonoma Valley 173,383 177,959

Regional Parks Restricted Donation 143,522 229,323

Gualala Park Mitigation 141,458 229,484

Cloverdale/Healdsburg Park Mitigation 114,119 182,954

Russian River/Sebastopol Park Mitigation 279,525 188,752

Santa Rosa Park Mitigation 234,570 361,851 Rohnert Park/Cotati/Petaluma Park Mitigation 258,853 189,925

Sonoma Valley Park Mitigation 145,008 157,105

Larkfield/Wikiup Park Mitigation 470,134 295,167

Total Park Mitiagation Funds 1,643,667 1,605,238

PARKS SPECIAL FUNDS

*Ending fund balance reflects the settlement agreement with State Department of Boating and

Waterways showing booked debt of $4,180,000.

Beginning

Balance

Ending

Balance


The Department is requesting early authorization for the following Capital Improvement Projects: Tolay Lake Regional Park, Sea Ranch

Bluff Top Trail, Guerneville River Park Phase 1 and 2, Sunset Beach, Santa Rosa Creek, Hood Mountain Ridge Trail, Maxwell Park

Play Area, and Schopflin Fields Phase 3.

222







The Director of Regional Parks concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Restore park maintenance and veterans building supplies, tools, utilities, and car accounts reduced

to meet budget target.

78,600

B Restore funding to Regional Park’s major maintenance accounts reduced to meet budget target. 25,000

C Restore funding to department communication, printing, office expense, and professional services

accounts reduced to meet budget target.

15,800

D Include funding for a Timesaver to Quick Books interface to improve cost accounting efficiency. 20,960

E Include funding for a Park Mitigation Fee Study. 40,000


Priority

Description

Net Cost

Amount

1 Restore park, maintenance and veterans building supplies, tools, utilities, and car accounts reduced

to meet budget target.

78,600

2 Restore funding to Regional Park’s major maintenance accounts reduced to meet budget target. 25,000

3 Restore funding to department communication, printing, office expense, and professional services

accounts reduced to meet budget target.

15,800



Technical Changes

Gross

Expenditures

Revenue and


Rebudget remaining TOT expenditures for deferred maintenance

projects; add signs on Russian River; major maintenance at Spring

Lake Park; and Gateway Plaza Phase 2 Improvements.

645,000 645,000 0

Park Mitigation Funds

Adjust funding for various parks capital projects from Park Mitigation

Funds to match revised estimates: Sonoma/Gualala Area ($110,000);

Rohnert Park/Cotati/Petaluma Area ($100,000); Sonoma Valley

($10,000); Santa Rosa ($140,780); Cloverdale/Healdsburg (-$24,000);

and Russian River/Sebastopol (-$52,000).

284,780 0 284,780

Spud Point Marina Enterprise

Establish Debt Payment to State of California and cost of Letter of

Credit with Bank of America ($190,000), major maintenance for fuel

dock repairs and marina oily waste tank replacement projects

($200,000), and rebudget revenue for the WiFi project ($4,228).

390,000 486,684 (96,684)

223




Technical Changes

Gross

Expenditures

Revenue and


Regional Parks Restricted Donations

Maxwell Farms Regional Park - Transfer of Foundation donations to

CIP for playground improvements.

10,000 10,000 0

ISD Changes


Parks 31,080 0 31,080

Spud Point Marina 4,228 0 4,228

Other Changes

Recurring

Restore park maintenance and veterans building supplies, tools, and

utilities reduced to meet target, financed by increased TOT

contributions to the department.

58,600 58,600 0

Non Recurring

Add TOT funds for deferred maintenance plan ($300,000) and paving

projects ($25,000) approved during final budget hearings.

325,000 325,000 0


Staff to return to the Board at mid year with a progress report including

up-to-date accounting of the deferred maintenance plan and paving

projects approved during final budget hearings.

224

OTHER COUNTY SERVICES

Justice Services

17%


Fiscal Services14%

Capital Projects

3%Health & Human

Services23%

Other County

Services

6%


37%

Gross Revenues/

Appropriations Reimbursements Net Cost SC Ag Pres & Open Space District 44,104,280 42,996,600 1,107,680 Agricultural Commissioner 8,504,746 5,081,616 3,423,130

U.C. Cooperative Extension 1,289,344 141,534 1,147,810 Library 16,993,260 16,461,970 531,290 Fairgrounds 10,967,799 10,702,583 265,216 Advertising 3,762,230 0 3,762,230

227

AGRICULTURAL PRESERVATION & OPEN SPACE DISTRICT Andrea Mackenzie, General Manager

County of Sonoma Agricultural Preservation & Open Space District

FY 2007 - 2008 Budget Other County Services

Budget at a Glance: Total Expenditures $33, 773,347

Total Staff 18.0


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


Sonoma County voters created a unique land protection agency, the Agricultural Preservation and Open Space District, in November

1990 and funded it with a quarter-cent sales tax through March, 2011. In November 2006, voters approved Measure F, which extends the

quarter-cent sales tax through 2031. Since its inception, the District has protected over 70,000 acres, or 100 square miles on 146

properties, at a cost of $214 million; and today, ranks as one of the top open space and farmland conservation programs in the nation.

The District partners with willing landowners, public agencies and non-profit organizations to protect land permanently from being

developed, through agreements with landowners (conservation easements) and through outright purchase of land. District acquisitions

are guided by a long-range strategic 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 Elements of the Sonoma County General Plan. In its first 16 years, the District

and its partners have made impressive gains in preserving and protecting natural areas, scenic lands, greenbelts around cities, and

working farmland.

Primary financing for the District comes from a voter-approved ¼ cent sales tax. The five-member Open Space Authority (Authority)

levies the sales tax and ensures that the District’s open space purchases are consistent with the voter-approved expenditure plan. The

District leverages the sales tax funds, currently generating $18.5 million annually, from other sources including state, federal, and private

grants. Nearly $24 million of such matching funds have been secured for protecting Sonoma County’s diverse farmlands and natural

lands. The Authority currently contracts with the District to acquire open space (planning, appraisal, negotiation, and stewardship) and

pays directly into escrow for the acquisitions. Beginning in 2011, in accordance with Measure F, the Sonoma County Board of

Supervisors will levy the sales tax and will enter into a contract with the District for such purpose.

The District’s budget currently consists of five special funds. The first provides for the operations of the District in order to carry out the

acquisition and preservation of agricultural and open space lands. The second fund contains monies committed to completed purchases

for which payments are made on an installment basis. The third fund provides monies for public access and restoration improvements

previously approved for the Prince Memorial Greenway Matching Grant to the City of Santa Rosa in 2001 and revised in 2005. Lastly,

the District established two funds for lease-purchase payments: 1) to reflect purchase of land with funds obtained from the County of

Sonoma line of credit, which was approved in 2004; and 2) the annual debt service payment to the County of Sonoma, with funds from

the Open Space Authority.

Funding Sources

Interest Earnings/FundBalance

Sales Tax

Funding Uses

Land Acquisition

Stewardship

Public Relations/Education

229





• Completed five conservation transactions on 2,000 acres

at a cost of approximately $14 million through

conservation easement and fee title, including

cooperative projects.

• Adopted new Expenditure Plan with the passage of

Measure F, which reauthorized the .25 percent sales tax

through 2031.

• Adopted the Laguna de Santa Rosa Protected Lands

Trails Plan and secured $500,000 from the State Coastal

Conservancy for design and construction of Phase I

trails and staging, to be implemented in 2008 in

cooperation with Sonoma County Regional Parks.

• Completed master plans and environmental documents

for North Slope Sonoma Mountain Ridge Trail and

Healdsburg Ridge Open Space Preserve and developed

cooperative agreements with Agency partners for public

access, construction, and management. Secured

$600,000 in state partnership funding for construction of

North Slope Ridge Trail.

• Completed “3 Bridges Project” on the Santa Rosa Creek

Greenway in partnership with Sonoma County Water

Agency and Sonoma County Regional Parks to place

three bicycle/pedestrian bridges and improve a 3.5-mile

segment of Santa Rosa Creek to enhance public access

and alternative transportation.

FY 07-08 Objectives

• Develop and implement short and long-term financial

mechanisms for restructuring debt and optimizing revenue

for land acquisition, including the public offering of bonds

secured by sales tax, consistent with voter-approved

Expenditure Plan.

• Complete reorganization and staffing plan to build District’s

capacity to implement the voter-approved Expenditure Plan,

District’s acquisition plan (“Connecting Communities and

the Land”), and effectively manage the District’s conserved

properties.

• Develop policy for initial operations and maintenance

funding and stewardship of District-protected lands,

including creating long-term endowments.

• Enter into cooperative agreements with agency partners to

open Healdsburg Ridge, Montini Ranch, North Slope

Sonoma Mountain Trail, Laguna de Santa Rosa Trail, and

Taylor Mountain for interim public access.

• Work with Advisory Committee, stakeholders, and agency

partners to develop and implement short term (3-5 year)

program initiatives emphasizing sustainable conservation,

consistent with Measure F and District’s acquisition plan.

Re-evaluate progress on annual basis.

FINANCIAL SUMMARY

FY 06-07 FY 07-08 FY 06-07 FY 07-08


SCAPOSD -

Operations 4,139,905 4,625,764 11.7 130,643 154,564 18.3

Land Acquisitions 26,323,000 16,600,000 (36.9) - - 100.0

Financed Debt Service 12,321,690 11,600,320 (5.9) - - n/a

Santa Rosa Creek - Spec Fund 928,595 928,596 0.0 928,595 928,596 0.0

Installment Pymts - Spec Fund 18,917 18,667 (1.3) 16,167 15,917 (1.5)

TOTAL FINANCIAL 43,732,107 33,773,347 (22.8) 1,075,405 1,099,077 2.2


%

Change

%

Change

Staffing Adopted Recommended Change


%

STAFFING SUMMARY

Change

FTEFY 06-07 FY 07-08

230





• On November 7, 2006, voters approved Measure F, the Sonoma County Open Space, Clean Water, and Farmland Protection Measure,

which extended the ¼ cent sales tax through 2031. Beginning on April 1, 2011, the county will levy the sales tax and contract with the

District for operations and land purchases. The District is currently evaluating various financing options, including re-structuring the

existing line of credit through the county Treasury and optimizing revenue for opportunity purchases, including through the sale of

bonds.

• Land acquisitions by the District are opportunity-driven. Transactions can be complex and time consuming, resulting in uncertain

project completion dates. As the annual workplan is prepared, the District budgets for acquisitions likely to be concluded during the

upcoming fiscal year, which may bear little resemblance to the acquisition costs of the prior year. Additionally, as District cash flows

and financing are optimized, new opportunities may be realized. Budgeted acquisitions may be updated through technical adjustments

or by Board of Directors resolutions during the fiscal year.

• As the District matures, and with the passage of Measure F, the District’s workload and focus continue to evolve. As more lands are

acquired and lands protected by conservation easements change hands, the need for stewardship is increasing. Additionally, as the

public becomes more aware of protected lands, there is a heightened desire for access to recreational lands. Also, the passage of

Proposition 84 made available funding that will enhance the District’s ability to leverage funding for acquisition, restoration, and

public access projects in cooperation with its agency and non-profit partners. Therefore, in FY 07-08, the District will study its

organizational structure, and develop a staffing plan that will more effectively allow the district programs to be carried out to the

voters’ expectations, increase its capacity for securing grant funding and project implementation, and meet the District’s stewardship

responsibilities.

• Measure F provides that up to 10 percent of the sales tax revenue generated over the life of the measure may be spent on operations

and maintenance of recreational lands acquired pursuant to the voter-approved Expenditure Plan. Prior to administering such funds,

the District will recommend a funding structure to the District Board of Directors that will establish a mechanism by which operations

and maintenance funding will be made available on an annual basis. This will allow the District to enter into cooperative agreements

with agency partners to open lands to the public in a more timely manner. The proposed budget appropriates $300,000 in operations

and maintenance funds with the anticipation that the mechanism for operations and maintenance funding will be developed in time to

explore cooperative agreements with partner agencies. This budgeted amount accounts for the largest component in the expenditure

increase as shown on the Financial Summary table in the preceding page.

Land Financed

Acquisition Debt Service

Est Beginning Balance 7/2007 172,778 35,625 928,596 - -

Plus Est Revenues & Reimb 4,471,200 2,750 - 16,600,000 11,600,320

Less Est Expenditures 4,625,764 18,667 928,596 16,600,000 11,600,320

Est. Ending Fund Bal 6/2008 18,214 19,708 - - -

Change in Fund Balance (154,564) (15,917) (928,596) - -

DISTRICT SPECIAL FUNDS

Santa Rosa Creek

Special Fund

District

Operations

Installment

Payments


The General Manager of the Agricultural Preservation & Open Space District concurs with the recommended budget.


None.

231






Technical Changes

Gross

Expenditures

Revenue and


Rebudget appropriations and reimbursements to reflect unexpended

2006-07 funds related to the acquisition of various properties.

10,322,330 10,322,330 0

ISD Changes



Staff to provide Board information on the programming for the future

sales tax funding via the recently approved bond proceeds.

232

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MENDOCINO

LAKE

NAPA

MARIN

PACIFIC

OCEAN

SANTA ROSA

PETALUMA

WINDSOR

ROHNERT PARK

SONOMA

HEALDSBURG

COTATI

CLOVERDALE

SEBASTOPOL

SON

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SANTA ROSA CR EEK

AU

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BIG SULPHUR CREEK

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AU

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EA

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ESTERO AMER ICANO

LIT

TL E SULPHUR CREEK

WHEATFIELD FORK GUALALA RIVER

SALMON CREEK

SULPHUR CREEK

MANTANZAS CR

EE

K

Asti

HesselBodega

Carmet

Graton

Jenner

Fulton

Korbel

Lytton

Cadwell

Kenwood

Oakmont

Kellogg

Jimtown

Preston

Big Bend

VineburgTwo Rock

Sheridan

Rio Dell

Hacienda

Cazadero

Sea Ranch

Lakeville

El VeranoPenngrove

Freestone

Monte Rio

Hollydale

El BonitaFort Ross

Las Lomas

Annapolis

Bloomfield

Bodega Bay

Glen EllenCunningham

Occidental

Sears Point

Schellville

Valley Ford

Camp Meeker

Forestville

Guerneville

Geyserville

Salmon Creek

Sousa Corner

Agua Caliente

Duncans Mills

Walsh Landing

Knowles Corner

Stewarts Point

Guernewood Park

Mark West Springs

Legend

Dist r ict Holdings

Acquisit ion Plan Designat ion

Farms and Ranches

Greenbelts and Scenic Hillsides

Water, Wildlife, and Natural Areas

Recreat ion and Educat ion

Other Lands

Public or Protected Land

Incorporated City

Map Date: 5/31/07

S:/GISProjects/Miscellaneous/Countywide/PDFs/countywide_for_CAO.pdf

LANDS OF THE

Sonoma County Agricultural Preservation and Open Space District

0 5Miles ´

Sources: Sonoma County GIS Group,USGS, Sonoma Land Trust, SCAPOSD

County of SonomaFY 2007 - 2008 Budget

Agricultural Preservation and Open Space DistrictOther County Services

233

AGRICULTURAL COMMISSIONER Lisa Correia, Agricultural Commissioner/Sealer

County of Sonoma Agricultural Commissioner



Total Staff 66



The Agricultural Commissioner is mandated to promote and protect

agriculture, the environment, and public welfare through enforcement of

local, state, and federal laws and regulations. The department carries out

four distinct functions: Agricultural Commissioner, Sealer of Weights and

Measures, Animal Care and Control, and provides staff support for the Fish

and Wildlife Commission. The Agricultural Commissioner also participates

on the County Planning Review Advisory and Environmental Review

Committees.

The basic functions of the Agricultural Division are regulatory. The division is charged with environmental protection through pesticide

regulations and agriculture hazardous materials programs; agriculture worker health and safety; pest prevention, exclusion, detection,

and eradication; consumer protection; compilation of an annual crop report; and also provides information to other county agencies and

the general public on a variety of pest control issues.

The Weights and Measures Division enforces local, state and federal standards for a wide range of devices and business practices.

Commercially used weighing and measuring devices are tested for their integrity to charge the correct price. Quantities of packaged

products are routinely verified against their label statement. Fuels and other petroleum products are tested for quality and octane

specifications. Sales of bulk commodities are monitored for proper documentation. The division also administers the Weights and

Measures Transaction Verification Fund.

The Animal Care and Control Division is responsible for enforcing local, state, and federal laws and regulations that pertain to animals

and their care, and public safety. This division administers the state mandated rabies program, including vaccine clinics, reporting bites,

and quarantine of animals that bite humans. With the operation of a county animal shelter, the division is responsible for the care of

stray, sick, and injured animals and sheltering animals no longer in the care of their owners. The division provides services by contract to

the cities of Santa Rosa, Cloverdale, Healdsburg, and the Town of Windsor. The division also administers the Spay/Neuter Public

Education Fund.

The Fish and Wildlife Commission (Commission), an advisory body to the Board of Supervisors, 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, whose primary objective is to enhance the abalone population on the

North Coast. The Agricultural Commissioner provides staff support to the Commission. The Commission funds grants from the Fish and

Wildlife Fund and the Abalone Fund.

Funding SourcesState/Federal Funds

Licenses/Permits/Fines/Charges for Services

City Contracts

Internal Reimbursments,Transfers & Special Funds

County General Fund

Funding Uses Agricultural Programs

Weights & Measures Programs

Animal Care & Control

Animal Care & Control Servicesfor Cities

Fish & Wildlife/AbaloneEnhancement

Internal Reimbursement

235




FY 07-08 Objectives

• Increase work efficiency by implementing a new agriculture

permit database system that includes on-line services for

businesses to electronically submit notices of intent, permit

updates, and pesticide use reports.

• Collaborate with the California Land Stewardship Institute to

implement a Fish Friendly Farming certificate aimed at

implementing long-term changes and improvements in land

and habitat management and water quality. It is expected that

up to 20 agricultural operations will be certified during FY

07-08.

• Complete 6,946 more Weights and Measures inspections

than the FY 06-07 level, increasing the total number of

inspections 21% over FY 06-07.

• Expand Weights and Measures public outreach and

education by upgrading the division website, distributing

more informational literature, including Spanish language

versions, and participating in more public contact events.

• Continue implementing the Animal Care and Control

management review recommendations. Complete 15

recommendations and begin implementing the remaining 22.


• Intercepted several exotic pests, including Glassy-winged

Sharpshooter egg masses and a sterile Mediterranean Fruit

Fly from Southern California. These exotic pests can cause

severe economic and environmental impacts.

• Provided education and outreach to well over a thousand

people regarding pesticide laws and regulations and other

program mandates resulting in the agricultural industry,

schools, and the public gaining a better understanding of

these requirements.

• Implemented AB 889, which strengthened consumer

protection by increasing the number of weights and

measures inspections by 13% over the previous year.

• Participated in two statewide Price Verification cases,

which resulted in a major retailer discontinuing fraudulent

charging practices.

• Developed multi-year implementation plan for the

recommendations contained in the June 2006 Animal Care

and Control management review. Completed 26

recommendations out of the 63 outlined in the workplan,

and have initiated work on the remaining 37

recommendations.

FY 06-07 FY 07-08 FY 06-07 FY 07-08


Agricultural Comm - Gen Fund 3,393,407 3,509,547 3.4 1,502,794 1,548,919 3.1

Sealer Wts & Meas - Gen Fund 919,195 909,393 (1.1) 491,895 495,643 0.8

Animal Care and Control - Gen Fund 3,197,266 3,480,551 8.9 849,216 1,055,359 24.3

Sub-Total - General Fund 7,509,868 7,899,491 5.2 2,843,905 3,099,921 9.0

Fish & Wildlife - Special Fund 65,750 65,750 0.0 20,000 15,000 (25.0)

Abalone Preserve - Spec Fund 16,000 10,167 (36.5) 9,000 3,417 (62.0)

S/N Educational - Special Fund * 208,676 72,418 (65.3) 26,006 21,634 (16.8)

W&M Trans. Verf. - Special Fund 7,839 8,987 14.6 (3,311) 2,212 166.8

Sub-Total - Special Funds 298,265 157,322 (47.3) 51,695 42,263 (18.2)

TOTAL FINANCIAL 7,808,133 8,056,813 3.2 2,895,600 3,142,184 8.5

*In past years, this fund included all expenses and revenues for spay/neuter. The FY 07-08 budget moves these expenses and

revenues to the Animal Care and Control Budget.

Change

%

Change

FINANCIAL SUMMARY


%

236




FY 06-07 FY 07-08



Change

%

STAFFING SUMMARY

FTE

Change

WORKLOAD SUMMARY

FY 05-06 FY 06-07 FY 07-08


Agricultural Commissioner

Pesticide Use Enforcement 4,042 4,082 4,117

GWSS Shipment & Trap Insp. 8,894 9,296 9,350

Pest Exclusion Inspections 11,039 11,360 11,450

Pest Detection Traps 14,894 14,851 14,900

VESCO Projects Review 134 150 147

Weights & Measures

Devices Inspected 10,531 11,146 12,232

Quantity Control Inspections 9,040 11,520 16,380

Price Verification Inspections 10,025 10,750 11,750

Animal Care and Control

Shelter Impounds 8,311 7,366 7,838

Complaint Calls 10,562 9,133 9,847

Licenses Issued 35,130 33,528 34,329

Shelter Adoptions 2,458 1,963 2,460

Community Spay/Neuter * 1,995 2,005 970

* See final note in Summary of Key Issues.


• The Agricultural Commissioner performs a variety of pest prevention, exclusion, and eradication services that are critical to the health

and well-being of the county’s natural resources and agriculture sector. Due to the seasonal nature of agriculture, the workload is

unevenly distributed throughout the year. To accommodate this variable workload, the Agricultural Commissioner relies on a

combination of full time employees and seasonal extra help employees. Revenues from the State to support specific agriculture

programs are projected to decrease overall from FY 06-07 levels, particularly for the Glassy-winged Sharpshooter (GWSS) program.

This reduction necessitates budgetary adjustments to reduce program services to match available funding. The proposed budget

reduces seasonal extra help by 0.86 FTE Agricultural Program Assistants. This will result in the Agricultural Commissioner focusing

on the highest priority GWSS inspections, and reducing the work on lower risk shipments, quarantine shipments, and less pesticide

enforcement inspections. In order to fully perform all critical duties, 0.86 FTE extra help hours are requested for consideration should

funding become available.

• The Weights and Measures Division continues implementation of the Program Improvement approved for FY 06-07, which was based

on enacted legislation and approval from the Board of Supervisors to increase the number of inspections. With two new Standards

Specialists becoming more proficient in the various program areas, we expect the number of inspections completed to increase by

21%, or 6,946 additional inspections in FY 07-08. Additional efforts will also begin in the area of consumer education and outreach.

The current database will be modified to improve program analysis, with the objective of increasing inspections to the mandated

frequency to promote equity in the marketplace, identify and eliminate unfair business practices, and enhance consumer protection.

• The Animal Care and Control Division was the beneficiary of a management review, which was presented to the Board of Supervisors

in June 2006. The objective of the study was to devise a multi-year workplan to implement industry best management practices to

improve the Division’s effectiveness and efficiency. The report contains 63 separate recommendations, some of which can be

implemented within existing resources, while others are larger in scope and require additional resources. As approved by the Board of

Supervisors in December, the recommended budget includes the addition of 4.0 FTE Animal Care Assistants and 1.0 FTE Animal

Control Officer. These positions, along with annual maintenance costs for the new animal shelter software, make up the majority of

237




the expenditure and net cost increase shown in the Financial Summary table. Additional improvements implemented from the

management review report include a change in shelter hours, redesigned volunteer program, installation of a new shelter management

information system, and enhanced collaboration with other agencies for spay/neuter and adoption services.

• The Animal Care and Control budget includes revamped pet adoption fees that will be presented to the Board of Supervisors in June

2007. In FY 07-08, adoption fees will be structured based on adoptability rather than on weight, as has been historically done.

Adoption fees will now be based on age, with lower fees for older cats and dogs, which will encourage adoption of those animals.

Additionally, adoption fees will be scheduled with some flexibility to reduce the fees when capacity or long-term stay is an issue. It is

estimated these changes will result in an additional 250 adoptions, which will decrease euthanasia rates, and provide for additional

departmental revenue.

• Budgeting of the Spay/Neuter Educational Fund (Fund) has been simplified in the recommended budget. The Fund, as mandated by

state law, receives revenue from fines for unaltered dogs running at large and from unclaimed spay/neuter deposits from owners of

unaltered animals adopted from the shelter. These funds are to be used for public education programs, as well as expenses related to

spay neuter programs. Historically, this fund included revenues and expenditures for many, but not all spay/neutering programs;

others were budgeted in the Animal Care and Control operational budget. This mixture made it difficult to track and report spending

and success of these activities. In the proposed FY 07-08 budget, all expenses and revenues for spay/neutering of all adoptable animals

will be included in the Animal Care and Control operational budget. This change accounts for the large decrease in the expenditure of

the Spay/Neuter Educational Fund shown in the Financial Summary table.

• The Animal Care and Control Workload Summary chart shows a decrease in spay/neuters in FY 07-08. The major change is a 48%

decrease in available funding for spay/neuter services in FY 07-08. During the past three years, the Division has used $41,000

annually of non-recurring funds for enhanced spay/neuter services, which has allowed the Division to sustain a higher level of

spay/neuter than it has historically. Staff was directed to find ongoing funding to sustain this enhanced level on an on-going basis, but

as of yet, such funding has not been developed. Staff will return to the Board by January 2008 with recommendations to fund

enhanced spay/neuter services on a sustained basis. Additionally, by August 2007, staff is expected to present to the Board a

comprehensive spay/neuter plan for FY 07-08.




The Agricultural Commissioner concurs with the recommended budget, with the following exceptions:

Priority

Description

Net Cost

Amount

A Restore .86 FTE (1,624 hours) Extra Help Agricultural Program Assistants to inspect incoming

plant shipments and traps for the Glassy-winged Sharpshooter.

$31,875

B Add one-time funding to maintain higher level of spay/neuter services until Department develops

sustained funding plan.

$41,000


Priority

Description

Net Cost

Amount

1 Restore .86 FTE (1,624 hours) Extra Help Agricultural Program Assistants to inspect incoming

plant shipments and traps for the Glassy-winged Sharpshooter.

$31,875

2 Add one-time funding for the first half of FY 07-08 to maintain higher level of spay/neuter services

until the Department returns to the Board in January 2008 with a sustained funding plan.

$20,500

238






Technical Changes

Gross

Expenditures

Revenue and


Agricultural Division

Increase State Contract revenue and appropriations. 10,000 10,000 0

Animal Care & Control Division

Annual facility maintenance costs for animal shelter reimbursed

through city contracts previously budgeted in General Services,

rebudgeted improvement approved in FY 06-07 that will be completed

in FY 07-08. Rebudget Chameleon software implementation costs that

exceed original estimates.

271,541 136,487 135,054

ISD Changes


Agricultural Commissioner 4,175 0 4,175

Animal Care & Control 56,395 0 56,395

Weights & Measures - Sealer 4,416 0 4,416

Weights & Measures - Ag Transaction Verification 281 0 281


Agricultural Commissioner 2,620 0 2,620

Animal Care & Control 15,150 0 15,150

Weights & Measures 10,480 0 10,480

Other Changes

Recurring

Restore .86 FTE (1,624 hours) Extra-Help Agricultural Program

Assistants to inspect incoming plant shipments and traps for the Glassy-

winged Sharpshooter.

31,875 0 31,875

Non-Recurring

Add one-time funding for the first half of FY 07-08 to maintain higher

level of spay/neuter services until the Department returns to the Board

in January 2008 with a sustained funding plan.

20,500 0 20,500

Special Fund - Additional General Fund contribution to spay/neuter

program for one half year until department returns with sustained

funding plan.

20,500 20,500 0

239

U. C. Cooperative Extension Linda Garcia, County Director

County of Sonoma U. C. Cooperative Extension



Total Staff 10.60


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 The University of California Cooperative Extension (UCCE) brings science-based research and educational programming to assist

people in Sonoma County to solve problems and create opportunities in agriculture, natural resources, human nutrition, and youth

development. Examples of high priority topics addressed by University academic staff include restoration of degraded salmon habitat,

watershed management, identification and prevention of pests that effect wine grapes, and a gang and obesity prevention program for

teens. Through an agreement between the county and the University of California, these academic and staff appointments are supported

by a University budget that exceeds $1.5 million dollars in FY 07-08 while the county provides clerical and field assistant support staff,

office space, and operational support.

The Sonoma County Department of UCCE is one of the largest in the state, bringing the research and educational strengths of the entire

University of California system to address needs of the local agricultural industry and disseminate information to the community at

large. UCCE is a statewide program. Mutually beneficial exchange of expertise between neighboring counties occurs through a revenue

or in-kind service reciprocity. Services provided by the U.C. staff include education and research assistance for dairy, horticulture,

marine, viticulture, watershed management, and livestock industries. In addition, U.C. and county support staff, along with trained

volunteers, provide information to the community on integrated pest management, home composting and gardening, and nutrition,

family, and consumer sciences. Due to changing demographics and a more urban population, U.C. staff and volunteers are now

providing programs in schools on agriculture and science literacy. The department is a resource on public policy and land use,

wastewater utilization, and pesticide use reduction. Outreach programming reaches low resource groups, such as food stamp recipients,

providing information on nutrition and sanitation. The 4-H program within UCCE serves 1,538 youth with the help of 522 volunteers in

32 clubs, 20 school and community groups, and 2 after-school programs. The Master Gardener Volunteer Program provides 215 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, and irrigation systems.

Funding Sources

Sudden Oak Death Grant


County General Fund

Funding UsesNutrition, Family & ConsumerScience

4-H & Youth Development

Master Gardners

Natural Resources: WatershedMgt., Livestock & Range Mgt.,Marine SciencesAgriculture: Viticulture,Integrated Pest Mgt., SpecialityCrops, Sudden Oak Death

241





• Facilitated a group representing 10 agencies to recover

Coho salmon in five Russian River tributary streams.

• Completed five northern California estuary studies on E-

coli levels in water and sediment.

• Trained 150 English and 350 Spanish-speaking vineyard

managers, viticulturists, pest control advisors and field

workers to identify, monitor, and curtail vine mealybug.

• Conducted a program designed to reach 2,763 food stamp

recipients in Sonoma County covering four nutrition topics

and integrating information of health risks, “at risk”

clients, the benefits of eating fish, and concerns about safe

mercury levels in fish.

• Completed a broad-spectrum research and educational

program on organic fruit crops and vegetable production

for farmers, including 12 olive oil presentations, and

production and mailing of the olive oil newsletter, “First

Press,” to 458 interested individuals. Completed the

Organic Olive Oil Production Manual for growers

providing information on production issues, plant

nutrition, economics, pest and weed control, management

of olive waste, and the conversion to organic farming.

• Continued providing support for the 215 Master Gardener

volunteers on sustainable gardening techniques.

FY 07-08 Objectives

• Expand the release of Coho salmon into at least three

additional Russian River tributary streams to finalize

recovery strategy.

• Conduct research on vine mealybug eradication in wine

grapes.

• Provide programs and educational resources for wine grape

growers, resource agencies, and regulatory agencies on

production practices including irrigation strategies, fertility,

and vineyard floor management.

• Conduct an after school gang and obesity prevention

program for 80 low-income teens that includes nutrition and

physical fitness.

• Build on existing bodies of work to create education and

outreach material on Sudden Oak Death for dissemination

within the County of Sonoma.

• Continue support and improvements in the production from

tree fruits and vegetables through educational workshops and

research. Hold a series of workshops and seminars for

Sonoma County growers highlighting various aspects of

olive oil production, marketing, and evaluation.



U.C. Coop. Ext-Gen Fund 1,115,603 9.6 5.6

TOTAL FINANCIAL 1,115,603 9.6 5.6

FINANCIAL SUMMARY

Change

FY 06-07 FY 07-08 FY 06-07 FY 07-08 %%

Change

1,222,914 1,087,086 1,147,810

Adopted

1,222,914 1,087,086 1,147,810

Recommended Adopted Recommended

FY 06-07 FY 07-08

Staffing Adopted Recommended Change Change

Permanent Positions 9.60 * 10.60 1.00 9.4%

%

STAFFING SUMMARY

FTE

* Includes 1.0 FTE added mid FY 06-07 from grant resources

242




Workload Indicators

Youth Contacts 16,500 16,500 16,500

Newsletter Circulation 78,000 78,000 78,000

Number of Volunteers 1,500 1,500 1,500

Number of Public Contacts 82,000 82,000 82,000

Research Projects 35 36 35

Educations Meetings 325 330 330

WORKLOAD SUMMARY

FY 07-08

Recommended

FY 05-06

Actual

FY 06-07

Estimated


• The UCCE has partnered with the Emergency Services Department to address the Sudden Oak Death (SOD) challenges in Sonoma

County. The departments secured a grant from the U.S. Department of Agriculture in October 2006, which resulted in the UCCE

hiring a term limited Senior Agriculture Program Assistant position. With this position, the UCCE will coordinate the county’s

strategic response to SOD, which includes identifying and prioritizing the best methods to manage the impact of SOD in the county.

The SOD Coordinator will conduct a needs assessment for various county agencies, including Regional Parks, Agriculture and Open

Space, Agricultural Commissioner, Emergency Services, Water Agency, and Public Works. Additionally, the Coordinator will

conduct community based education and outreach programs to keep the community informed of advances in SOD research. This

position ends June 30, 2008.

• The UCCE is engaged in programs and research to improve water quality and assist in the recovery of endangered salmon species in

the Russian River watershed. The county has provided extra help positions to assist in this effort. The proposed budget converts 2

extra help positions to 1.0 permanent Senior Agriculture Program Assistant to allow program expertise to develop and maintain

continuity from year to year.


A listing of reduction options totaling $108,709 is on file in the County Administrator’s Office.


U. C. Cooperative Extension has no appeal items.


None.



Technical Changes

Gross

Expenditures

Revenue and


Sonoma County Waste Management Agency grant for home

composting educational programs (16,600) and continue grant for

Sudden Oak Death Coordinator (49,830).

66,430 66,430 0

243

LIBRARY

Sandra M. Cooper, Director

County of Sonoma Library



Total Staff 138.32

% Funded by Local Discretionary Funds 0

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 The Sonoma County Library is a joint powers agency established by the county and cities to provide library service on an equal basis

throughout the county. The Library Joint Powers Authority (JPA) is governed by a seven-member Library Commission, which includes

five appointees of the Board of Supervisors, and one each from the cities of Petaluma and Santa Rosa. The Commission provides policy

direction for staffing, budget, operations, and development of the library system. Under the terms of the JPA, the Board of Supervisors is

responsible for oversight of the library budget. Current services are financed through property tax revenues, fees, fines, public donations,

and state and federal aid.

The Sonoma County Library is a countywide public service system that benefits all citizens of Sonoma County, with especially wide-

ranging services to children under age twelve. It consists of 10 regional libraries, two rural library stations, and the Central Library

located in Santa Rosa, which serves as the headquarters for the library system. The library provides a general and comprehensive

collection of books, magazines, periodicals, and multi-media materials for reference and public borrowing, as well as online resources.

The Sonoma County Library Internet website, which operates 24 hours a day, 7 days a week, enables users to access the library catalog,

an increasing number of licensed electronic information resources, and organized links to the “free” Internet. Public computers are

available at all libraries. There is also free wireless access to the Internet for people with properly equipped laptop computers. County

residents may assess the availability and location of books and other materials by using the onsite, online catalogue in each branch of the

library. The online catalogue is also available on the Internet, and residents anywhere in the county can request a book electronically,

and pick it up at the nearest library. Transportation of reading library materials is made possible by the library’s van delivery service,

which operates five days a week. Bookmobile service is another facet of Sonoma County Library services. The library contracts with the

Mendocino County Library to provide bookmobile service to Sea Ranch and Stewarts Point. The Sonoma County Library also 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 also serves as the county archives, and

provides a comprehensive collection of Sonoma County history and genealogy. The library also gives people access to state and federal

information and publications.

Funding Sources

Property Taxes

Investment Revenue

Fines, Fees & Miscellaneous

Intergovernmental - State &Counties

Funding UsesLibrary Facilities

Salaries & Benefits

Library Materials

Other Operating

Capital Outlay, Contingency,Contribution to Fund Balance

245

LIBRARY




FY 07-08 Objectives

• Complete planning for, and begin implementation of

self-checkout technology.

• Begin remodeling libraries to improve health, safety,

and productivity of staff.

• Complete planning for, and implementation of a new

personnel performance management system.

• Continue efforts to reduce workload associated with all

aspects of materials handling.

• Improve the online catalog to enhance service and

identify service gaps, making it more user friendly for

the public.

• Plan for new facilities, in response to the City of Santa

Rosa’s efforts to relocate library facilities.

• Continue efforts to implement the Facilities Master Plan,

by improving branches countywide to make them more

attractive and accessible to the public.


• Created a Human Resources Manager position, and

reclassified the Assistant Director position to a Public

Services Division Manager, to redefine library activities

and its management structure.

• Conducted needs-assessments and evaluation of:

current facilities, technology infrastructure, and

management and work processes, to modernize and

improve the efficiency and effectiveness of Sonoma

County Library services.

• Developed interim priorities in response to the findings

of the above mentioned studies, and began

implementation of recommended changes.

FY 06-07 FY 07-08 FY 06-07 FY 07-08

Budget Division/Fund Adopted Proposed Adopted Proposed

Library-JPA Operating Fund 15,228,346 15,930,357 4.6 54,895 (172,292) (413.9)

Capital Equipment 92,500 45,000 (51.4) 92,500 45,000 (51.4)

Sub-Total General 15,320,846 15,975,357 4.3 147,395 (127,292) (186.4)

Gifts & Donations 104,500 301,840 188.8 (17,500) 166,840 1,053.4

Library & Branch Projects 160,000 71,500 (55.3) 32,200 (48,500) (250.6)

Cromwell Bequest 24,000 0 (100.0) 4,000 (30,000) (850.0)

Wine Library 29,700 29,700 0.0 7,600 6,600 (13.2)

Sub-Total Special Funds 318,200 403,040 26.7 26,300 94,940 261.0

TOTAL FINANCIAL 15,639,046 16,378,397 4.7 173,695 (32,352) (118.6)

Change

%

Change

FINANCIAL SUMMARY


%

STAFFING SUMMARY

FY 06-07 FY 07-08

Staffing Adopted Proposed Change

TOTAL POSITIONS 131.32 138.32 7.00 5.3

%

Change

FTE

246

LIBRARY




WORKLOAD SUMMARY

FY 05-06 FY 07-08

Workload Indicators Actual Estimated Proposed

Materials Added 64,716 66,000 67,320

Items Checked Out 2,880,575 3,455,649 3,801,214

Items Checked Out per FTE 30,921 37,094 38,334

Public Internet Terminals 133 148 153

Items Loaned to/borrowed from Other Libraries 190,978 219,624 252,567

Library Material Requests Filled 430,578 456,413 488,362

FY 06-07


• Beginning in FY 05-06 and continuing in FY 06-07, the library conducted a series of consulting studies including an Organizational

Assessment and Work Process Analysis, an ergonomics study, a Branch Improvement Facility and Space Evaluation, and a delivery

process study, which assessed materials handling and work flow. These studies taken together provided an excellent needs assessment

to help identify key functions and management issues and potential improvements. The Organizational Assessment indicated that

management reorganization was necessary to ensure effective library leadership, and a well-managed library system, capable of

delivering up to date and efficient services to Sonoma County Library patrons.

During FY 06-07, the Sonoma County Library reorganized its management structure. To accomplish this, the System and Technical

Services division was split to create two new divisions: the Information Technology Division and the Materials Management Division.

Together with these two divisions, the Administrative services Division and the Public Services Division comprise the four-division

structure.

The study conducted on work processes and organizational structure, identified branch staffing levels as a focus area. The study

recommended that through additional staffing, workload would be reduced to a more manageable level, resulting in improved services

provided to patrons and reduced reliance on extra-help staffing. Additionally, the safety and security of staff and patrons would be

improved with the number of employees available during operating hours. To address recommendations identified in the study, the

proposed budget includes $392,800 to fund 7.0 FTE new positions. The Library Commission recommended the additional staffing at

their meeting held on March 7, 2007. The positions recommended include the following: .25 FTE Librarian II; .50 FTE Librarian I;

.75FTE Library Associate; 3.75 FTE Technician III, and 1.75 FTE Technician II.

• Funding is increased for the book/materials budget. An additional $100,000 will maintain book/materials at 10.5% of total library

expenditures. In order to achieve the 12% benchmark targeted in the library’s Strategic Plan, additional staff would be required for

processing increased materials. Meeting the 12% benchmark is not recommended at this time. Funding of $45,000 is also included for

the purchase of a new maintenance vehicle. The vehicle is required for the new Building Mechanic I, a position reclassified from a

janitorial position in FY 06-07.

• Increases in both secured and supplemental property tax provides ongoing revenue that enables the library to fund additional staffing,

and the book/materials budget. Use of property tax growth in these areas is consistent with policy set by the Sonoma County Library

Commission. A multi-year expenditure and revenue projection through FY 09-10, shows that revenue increases will be sufficient to

fund recommendations for positions, and maintain the book budget at the current percentage level.

• In FY 06-07, higher than anticipated tax revenues will contribute toward an increase in fund balance reserves and allow for the

designation of a portion of fund balance for high priority projects. Designations total $4.2 million: $100,000 for equipment,

$2,000,000 for self-checkout technology, $1,250,000 for the potential relocation of the Northwest Santa Rosa Branch, $811,700 for

branch facility improvements, and $1,200 for branch cash on hand. The FY 07-08 proposed budget fund balance is projected at

$5,961,500. This leaves $1.8 million in undesignated fund balance, which meets the Library Commission’s adopted fund balance

policy of either $1,500,000 or 12.5% of the annual local property tax revenue (12.5% will equal $1.8 million in FY 07-08), whichever

is greater.

• A system-wide cost and source of funding analysis will be completed for self-checkout system and branch facility improvement

projects as identified in designations. Results of the analysis, and recommendations for funding projects identified, are anticipated for

Board of Supervisors consideration during final budget hearings in August 2007.

247

LIBRARY




SPECIAL REVENUE FUNDS

The Sonoma County Library created nine trust funds over the years for specific purposes. These trust funds have been converted to

special revenue funds, and generally receive revenues from donations, gifts, and interest earnings.

• The Gifts and Donations Special Revenue Fund includes activity for the Santa Rosa Friends, facilities and special collections, the

Sebastopol Friends, the Petaluma History Room, the Sonoma Branch gifts, the Miller gifts, the John Thomas Smith gift, the Central

Branch building funds, special projects, and any other miscellaneous gifts. In FY 07-08, expenditures for this fund include equipment,

special departmental supplies, the Summer Reading Program, library programs, books/materials, and facilities improvements. This

will leave an estimated $516,200 in fund balance at the end of FY 07-08.

• The Library and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Sadowsky Fund, Cogsdell

Fund, Nobles Fund, Buffum Fund, Hopkins Fund, and Crider Fund. In FY 07-08, expenditures for this fund include staff development

from the Cogsdell Fund and library books/materials. This will leave an estimated $1,321,600 in fund balance at the end of FY 07-08.

• The Cromwell Bequest, established in 1987, is a major endowment for the Petaluma Library. The funds are to be used for substantial

enrichment and/or enhancement of the Petaluma Library in the areas of facilities, collections, and services. A contribution from this

bequest will be evaluated as a potential source of partial funding for the self-check project and facility improvement projects,

mentioned previously. At the current level of expenditures, this will leave an estimated $690,100 in fund balance at the end of FY 07-

08.

• The Wine Library Special Revenue Fund is primarily used to report expenditures for the Wine Library, a joint public/private

partnership, providing business and technical information to the wine industry. The library provides space, utilities, support, and staff.

Partners in the wine industry provide funds for books, periodicals, supplies, and resources for the Wine On-Line project. In FY 07-08,

expenditures of $29,700 will fund office supplies, professional services, library equipment, and library books/materials. This will

leave an estimated $57,200 in fund balance at the end of FY 07-08.


None.


None. The Library is to be fully funded from Library funds.


The County Library Commission concurs with the recommended budget.


None.



Technical Changes

Gross

Expenditures

Revenue and


Library Joint Powers Authority

Operating

Increase appropriations ($301,221), revenue, and reimbursements

($51,221); release designations ($250,000) for branch

improvements including specific plans for 5 facilities; adjust

appropriations for ongoing operation, equipment, and finalized SEIU

contract costs.

579,863 301,221 278,642

248

LIBRARY




Technical Changes

Gross

Expenditures

Revenue and


Special Revenue-Library Branch Projects

Re-budget expenditures for new furnishings for Petaluma Library. 11,000 0 11,000

Special Revenue-Cromwell

Re-budget expenditures for new furnishings for Petaluma Library. 24,000 0 24,000

249

FAIRGROUNDS Corey Oakley, Fair Manager

County of Sonoma Fairgrounds


DEPARTMENTAL DESCRIPTION Budget at a Glance: Total Expenditures $10, 967,799

Total Staff 42.1


The Sonoma County Fair and Exposition, Inc., under an agreement with the

County, acts as the county’s agent with regard to operation of the County

Fair and the year-round operation 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 county Board of Supervisors appoints Fair directors.

• The county Board of Supervisors approves all Fair budgets.

• All assets, liabilities, and net revenues of the Fair belong to the county.

• All full-time employees of the Fair are employees of the county.

Funding SourcesCounty Fair

Interim Events

Golf Course

Satellite Wagering

Harvest Fair

Other (State Alloc., Interest,Misc. Sales & Fees)

Funding UsesAdvertising & Publicity

Racing

Interim Events

Golf Course

Satellite Wagering

Fair (Attendance, Exhibits,Premiums, & Attractions)

Calendar Year 2006 Accomplishments

• Increased overall Fair attendance by 11%.

• Instituted new Fair Promotions and Headline

Entertainment Plan.

• Conducted a safe and successful County Fair and Harvest

Fair.

• Opened and successfully operated the “Fairgrounds Golf

Course.”

Calendar Year 2007 Objectives

• Operate one bonus week (6 days) of live horse racing in

conjunction with the Solano County Fair.

• Continue repair of infrastructure including sewer lines,

facility improvements, paving of areas, and ADA

compliance.

• Increase community participation in the Fair through

exhibits, art and agricultural entries, and paid attendance.

• Increase public use of Fair facilities in the fall, winter, and

spring through increased number of events booked at the

Fair.

251






Fairgrounds - Special Fund 10,532,798 10,967,799 4.1 829,787 265,216 (68.0)

TOTAL FINANCIAL 10,532,798 10,967,799 4.1 829,787 265,216 (68.0)

%

Change

Calendar Year Calendar Year

2007

AdoptedAdopted

FINANCIAL SUMMARY

Calendar Year

2006

Adopted

Calendar Year

2007

Adopted

%

Change

2006

Staffing


STAFFING SUMMARY

%

Change

FTE

Change

2007

Adopted

2006

Adopted

Calendar Year Calendar Year Calendar Year

Paid Fair Attendance 219,815 178,166 183,272

WORKLOAD SUMMARY

2005

Actual

2006

Actual

2007

Adopted


• Through an agreement with the Solano County Fair Association, live horse racing will take place at the Sonoma County Fair for

eighteen days in 2007, six more days than previously run. Six of those days will be run after the traditional Fair has ended. This

agreement is subject to approval by the California Horse Racing Board (CHRB), but is within the scope of the CHRB’s long-term

planning. This pilot project was unanimously approved by both fair boards. It is believed that this experiment will provide the

statistical basis for future decisions regarding the potential expansion of live racing at the Sonoma County Fair.

• The redesigned Fairgrounds golf course reopened to the public in the spring of 2006. Maintenance of the golf course has been

performed with contract work and extra help employees. To provide better control and more consistent maintenance, the contract and

extra help hours are converted to 2.0 FTE Fairgrounds Maintenance Workers. Revenues from golf course operations fully cover the

cost of the employees.

• The Sonoma County Fair commissioned two reports to assist in analyzing policies, procedures, and staff efficiencies. The findings of

the report may result in recommended changes to policies, procedures, and staffing allocations in the future. The reports will be

completed in the spring of 2007.

• Although paid Fair attendance declined from 2005 to 2006, overall Fair attendance increased by 11%. This is due to various

promotions that allow kids, seniors, and general public to get in free. Increased overall attendance results in higher revenues to the Fair

from patron spending. These promotions will be offered again in 2007.

• The $265,000 projected use of fund balance in 2007 is due to the annual debt service payment on the turf track loan and for health and

safety related capital projects. The decreased use of fund balance is due to a multi year major facility infrastructure improvement

program being completed in 2006.

252




2004 2005

Description Actual Actual

Operating Revenues 8,862,486 8,797,086 9,498,011 10,482,873

Less: Operating Expenses 8,068,804 8,444,319 9,732,798 10,842,799

Net Operating Income (Loss) 793,682 352,767 (234,787) (359,926)

Plus: Non-Operating Revenues 144,930 392,893 205,000 219,710

Net Income (Loss) 938,612 745,660 (29,787) (140,216)

State Loan (For Turf Track) 1,456,678 0

Less: Capital Expenditures 2,291,727 1,024,928 800,000 125,000

Net Change in Working Capital (fund balance) 103,563 (279,268) (829,787) (265,216)

Working Capital (fund balance) at Year End 6,216,842 5,937,574 5,107,787 4,842,571

2007

Budget

COMPARATIVE INCOME STATEMENT & WORKING CAPITAL

2004 THROUGH 2007

2006

Budget


None.


None.


None.



253

ADVERTISING Bob Deis, County Administrator

County of Sonoma Advertising


PROGRAM DESCRIPTION Budget at a Glance: Total Expenditures $2,701,927

Total Staff N/A


The Advertising Fund was established in 1973 to account for revenues

generated by the county Transient Occupancy Tax (TOT). The fund

finances both the Economic Development Department (budgeted

separately) and the Advertising Program pursuant to Government Code

Section 26100 (as found below). Tax revenues are derived from a nine

percent tax on the rental of hotel, motel, inn beds, and campgrounds in the

unincorporated (non-city) areas. Revenues derived from this tax are subject

to the Proposition 4 limit.

The proposed budget reflects the continuation of the Board of Supervisor’s policy that 75% of the tax proceeds be allocated to the

Advertising Fund and 25% of the proceeds be allocated to the county General Fund. The Advertising Fund is used to support this budget

and the Economic Development Department (EDD) budget found elsewhere in this document. The projects and activities in this budget

are financed from the Advertising Fund’s share of Transient Occupancy Taxes. No staff is allocated to this budget.

Fund Sources

Use of Fund Balance

Interest Earnings

Transient Occupancy Tax(TOT)

Fund Uses Tourism

Agricultural Promotion

Art/Cultural/Historical Org

Regional Parks Maint & Ops

Affordable Housing

Transfer to General Fund

Program Admin & Reserves

Economic Development

Note: Charts represent the fund’s total sources and uses. Budget appropriations for these uses appear in the Economic Development Department

budget and in this narrative for the Advertising Program, which is shown below.


Advertising Program - Special Fund 2,287,117 2,701,927 18.1 2,287,117 2,701,927 18.1

TOTAL FINANCIAL 2,287,117 2,701,927 18.1 2,287,117 2,701,927 18.1

FINANCIAL SUMMARY

FY 06-07

Adopted

FY 07-08

Recommended

FY 06-07

Adopted

FY 07-08

Recommended

%

Change


%

Change


In April 2007, staff provided the Board of Supervisors with a report on TOT revenue and a projection of Advertising Fund financing and

program costs.

• TOT revenue for FY 07-08 is estimated at $7,075,000, which is comprised of $6,648,000 in projected TOT collections from existing

facilities, plus $427,000 in projected TOT collections from new facilities. Of the total projected revenue, $5,306,300 (75%) is

allocated to the Advertising Fund and $1,768,700 (25%) to the General Fund. The General Fund portion is budgeted within Other

General Government in the Non-Departmental budget. The recommended appropriations cover the allocations for Regional Parks’

maintenance and operations, Advertising program disbursements, and program administration expenses.

255




• The recommended 18.1% ($414,000) expenditure increase is consistent with Board of Supervisors April, 2007 policy direction to

increase funding for the following:

Increase the chambers of commerce from $11,000 to $12,000

Fund county department (EDD, Regional Parks, County Administrator, Auditor-Controller/Treasurer-Tax Collector) expenses

allowing a 3.5% net cost target adjustment.

Include $32,900 for new and existing applicants exclusively from Sonoma Valley to continue the effort of achieving program

participation balance.

In FY 07-08, fund affordable housing contributions with $160,200.

• Prior Board direction remains unaltered, including:

Continue to fund existing park facility operating and maintenance costs, allowing a 3.5 % Cost of Living Adjustment (COLA)

from the Advertising Fund.

Adjust county’s contribution to the new Sonoma County Tourism Bureau to include a 3.5% COLA.

Maintain Economic Uncertainty Reserve (EUR) at 5% of available TOT sources.

• Existing TOT revenues are projected to increase at an annual average rate of 5% over the next four years. Future available fund

balance is dependent on new TOT revenues from three new lodging facilities expected to generate new funds starting in FY 08-09.

The recommended budget reflects no use of anticipated unrestricted fund balance until new revenues actually materialize. However, if

funding increases are considered, staff suggests: (1) providing additional support for Regional Parks’ estimated increase in operating

and maintenance costs, and (2) contributing towards Regional Park’s unfunded portion of the 2-Year Deferred Maintenance plan

costs.

• In April 2007, applications for the $641,000 available for the Advertising Program were accessible to download on the County

Administrator’s web site and were also sent to FY 06-07 funded agencies, and other agencies that requested applications. The

completed applications were due in the County Administrator's Office by May 31, 2007. In accordance with Board of Supervisors

policy, applications received after the deadline will not be recommended for funding. During final budget hearings, a detail of FY 07-

08 funds recommended for award to successful applicants will be provided.

• The proposed budget provides $1.7 million for Regional Parks’ existing facilities operating and maintenance, which includes

$276,000 of anticipated TOT funds after General Fund Interest Earnings up to $550,000 are utilized for FY 07-08 estimated cost, and

$2.5 million for EDD net cost support. EDD net cost includes the county’s $1.4 million contribution to the Sonoma County Tourism

Bureau (SCTB), but budgeted separately within the EDD budget.

• Since FY 01-02, the Board of Supervisors has also approved a EUR in the event that TOT revenues fell short of projections, with the

goal being to set aside 5% of the estimated revenues for this reserve. The proposed budget meets this goal with a EUR of $268,800.

FY 06-07

Estimated

FY 07-08

Budget

Beginning Balance 598,189 276,212

Financing Sources 5,680,138 5,857,213

Financing Uses (6,002,115) * (5,648,537) **

Unrestricted Fund Balance 276,212 484,888

* Estimate includes $710,000 allocation to Regional Park's 2-Year Deferred Maintenance Plan.

** On April 2007, the Board of Supervisors accepted fiscal projections estimating $220,000 in

unrestricted fund balance over the next 4 years.

FY 06-07 ADVERTISING FUND SUMMARY


None.

256





None.

ALLOCATIONS AND RESERVES

Advertiser

Category Description/(Funding Priority*)

FY 06-07

Adopted Budget

FY 07-08

Recommended

Budget Dollar Change

A Chambers of Commerce (Tier 1) 21,350 24,850 3,500

C Agricultural Promotion (Tier 1) 170,000 170,000 -

D Historical Commissions (Tier 2) 55,000 55,000 -

E Cultural, Artistic, and Community (Tier 2) 15,500 15,500 -

F Countywide Events (Tier 2) 6,000 21,000 15,000

G Cultural Organizations (Tier 2) 7,500 10,000 2,500

H Major Co Event and Cultural Org (Tier 2) 292,500 302,100 9,600

J Departmental Activities (Other) 31,578 31,578 -

Various New Sonoma Valley Applications (To be Determined) 27,100 33,900 6,800

Regional Parks (Other) 1,384,587 1,715,778 331,191

Audit/Collection Costs (Other) 58,500 63,000 4,500

Affordable Housing (Other) 122,100 160,160 38,060

Administration Costs (Other ) 45,402 49,061 3,659

Contingency (Other) 50,000 50,000 -

APPROPRIATION TOTAL - Advertising Program 2,287,117 2,701,927 414,810

OTHER USES:

Advertising Fund Support - Net Cost

Economic Development Department (Tier 1) 1,142,759 1,064,073 (78,686)

Sonoma County Tourism Bureau (Tier 1) 1,414,252 1,463,751 49,499

Advertising Fund Support - Net Cost 2,557,011 2,527,824 (29,187)

Reserves

Parks Reserve 149,975 149,975 -

Economic Uncertainty Reserve 242,567 268,811 26,244

Total Reserve 392,542 418,786 26,244

GRAND TOTAL OF FUND USE 5,236,670 5,648,537 411,867

* Funding priority tiers were established by the Board of Supervisor as part of the Advertising Program April 2007 policy direction.

** Increase includes $276,400 in additional TOT funds after using $550,000 in General Fund Interest Earning.

ADVERTISING FUND ALLOCATIONS AND RESERVES



Technical Changes

Gross

Expenditures

Revenue and


Rebudget FY 06-07 unused TOT funds allocation not spent in Park's 2-

Year Deferred Maintenance costs ($560,000); and correct budget

system input error (-$6,847).

553,153 0 553,153

257




Technical Changes

Gross

Expenditures

Revenue and


Other Changes

Recurring

Restore park maintenance and veterans building supplies, tools, and

utilities reduced to meet target, financed by increased TOT

contributions to the department.

58,600 0 58,600

Non Recurring

Recognize additional FY 06-07 new hotel revenues and designate

them towards Affordable Housing projects in FY 07-08. $78,000 will

be provided to PRMD to fund Housing Element Update review costs.

Any funds not spent by PRMD will be returned to the fund.

120,000 0 120,000

Adjusted Proposed Budget for approved applications per

recommendations.

4,450 0 4,450

Provide $300,000 for Regional Parks’ deferred maintenance plan and

$25,000 for Regional Parks’ paving projects

325,000 0 325,000

258

CAPITAL PROJECTS

Justice Services

17%


Fiscal Services

14%

Capital

Projects

3%

Health & Human

Services23%


6%


37%


Capital Projects 40,868,523 29,018,582 11,849,941

259

CAPITAL PROJECTS AND MAJOR REPAIRS Bob Deis, County Administrator

County of Sonoma

FY 2007 - 2008 Budget Capital Projects and Major Repairs




The Capital Projects budget contains financing (exclusive of enterprise

funds, road funds, and special funds) for major repair, replacement and

improvement projects, which cost $25,000 or more and either add value or

preserve value to a property.

Major repair and replacement projects are those which repair existing

facilities and major facility equipment that have reached or exceeded their functional life span, such as re-roofing, replacement of

equipment, road and parking lot repaving projects. Major repair and replacement projects are necessary to keep facilities operational for

their intended purpose. They do not add value, but they prevent loss of value and are part of the cost of ownership. Such projects are

shown separately to distinguish them from improvement projects and generally do not materially change the facility’s on-going

operating costs.

Improvement projects are those that add new space, value, use or life to a County facility, or achieve a significant improvement in the

use of the space, such as major building additions or remodeling, construction of new buildings, land acquisition, and facility studies.

Improvement projects also include changes to facilities necessary to comply with the Americans with Disabilities Act. Generally,

changes in facility operating costs, as a result of improvement projects, are detailed in the associated operating departments when those

changes are experienced.

Projects that meet these definitions are included in the Five-Year Capital Project Plan, normally 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 existing projects in progress to implement

the Plan within the resources available in the current year.

In addition to the narrative, this document contains the FY 07-08 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 07-08 budget.

Funding Sources County General Fund

Courthouse Construction

Criminal Justice Const.

Park Mitigation Fees

State Park Funds

Transportation Tax

State/Federal

Other

Funding UsesCounty Administration Center

Adult Detention Facilities

Chanate & Health Services

Los Guilicos/Juv. Detention

Veterans/Community Bldgs.

Other Facilities

ISD Communications Projects

Special Assessments

Regional Parks

FINANCIAL SUMMARY



General Government/Cap Proj 29,095,778 33,040,048 13.6 21,156,605 19,355,751 (8.5)

Special Assessments/Cap Proj 15,088,153 6,584,265 (56.4) 5,250,488 319,600 (93.9)

Parks/Capital Projects 4,670,008 8,037,134 72.1 (120,691) 1,129,725 (1,036.0)

TOTAL FINANCIAL 48,853,939 47,661,447 (2.4) 26,286,402 20,805,076 (20.9)

Change

%

Change

FY 06-07 FY 06-07FY 07-08 % FY 07-08

261


County of Sonoma


STAFFING SUMMARY

No staff is allocated to this department.


While the General Fund contributions have remained flat over the past three years, construction costs have skyrocketed. As county

departments continue to grow and change, facility improvements are needed to keep up with the demand for space. To this end, the

county is engaged in a countywide strategic planning effort, which will address basic business and strategic issues for the programs that

use facilities. The coordination of strategic and facility planning creates the expectation that future plans will endeavor to include

facilities that will meet the programmatic and strategic objectives rather than adjusting the program to fit the available facilities.

The recommended budget of $47,661,500 includes 155 capital projects (108 General Government, 45 Regional Parks, and 2 Special

Assessment Districts). Project appropriations fall into the following categories: repair and replacement projects ($8,116,900),

improvement projects ($39,544,600). This includes $1 million for veterans buildings projects.

The Capital Projects budget includes a $3,630,000 General Fund contribution. Projects with new General Fund financing are

summarized by category below.

• Radio Communications ($314,000): Tower replacement projects at Sleepy Mountain ($134,000) and Mt. Jackson ($180,000).

• Roof Replacement Projects ($714,000): Reroof and Heating Ventilation Air Conditioning (HVAC) replacement for the Job Start

offices in the Human Services building ($187,000) and Sebastopol Veterans Hall ($527,000).

• Hazardous Materials/Mitigation ($245,000): hazardous material abatement ($196,000) and ground water contamination remediation

monitoring/testing ($49,000).

• Small Remodel Projects ($601,000): North County Detention Facility (NCDF) Officers Station ($49,000), Main Adult Detention

Facility (MADF) Bunk Installation ($56,000), reconfigure the Cotati Veterans Building Janitor’s Room ($80,000), MADF Roll-up

Door ($84,000), MADF – I Module Nurse’s Station Upgrades ($90,000), MADF Recreation Yards Subdivision ($66,000), MADF

Door Hardening ($176,000), and MADF Locker Room Expansion ($38,000).

• Interior and Exterior Finishes ($334,000): MADF Carpet Replacement ($62,000), MADF Recreation Yard Resurfacing ($28,000),

MADF Shower Retrofit ($126,000), Veterans/Community Building Flooring ($35,000), and MADF Expansion Wall Reseal

($83,000).

• Evaluation/Planning ($233,000): County Center Planning ($150,000) and additional project staff time for Adult Detention

Consolidated Planning ($83,000).

• Electrical, Mechanical, and Plumbing Projects ($889,000): NCDF Switchgear Room Fire Rating ($134,000), update and expand

the NCDF Paging System ($146,000), replace 3 Sheriff’s Building Humidifiers ($145,000), Motor Replacement for CMP Boilers

($50,000), add air conditioning to two MADF elevators ($64,000), MADF Sewer Improvements ($50,000), MADF Steam Boilers

($300,000)

• Americans with Disabilities Act (ADA) Improvements ($300,000): Per Board policy, 25% of all new General Fund monies for

improvement projects are allocated toward completing the ADA improvements included in the 1992 ADA Transition Plan.

Special Assessment District projects in the proposed budget are Canon Manor West ($10,000) for sewer and road improvements; and

Monte Rio Wastewater ($6,574,300) to restore and protect water quality and environment of lower Russian River.

The proposed Regional Parks Capital Projects budget totals $8,037,100. Major sources of funding are $2,771,900 in state funding,

$1,940,000 in federal and state disaster relief for storm damage projects, and $1,122,500 in park mitigation fees. Other sources include

$513,000 in Transportation Tax, $110,000 in Community Development Block Grant (CDBG), $200,000 from the Open Space District

for Hood Mountain, and $250,000 from the Regional Parks Foundation mostly for Tolay Lake Regional Park.

On-going operations costs associated with these projects are included in the Regional Parks budget.

Parks projects are summarized below:

• Trail and Access Projects: Helen Putnam Park new trail ($52,000), Sea Ranch Trail work ($14,000), West County Trail ($77,500),

Sonoma-Schellville Trail ($73,200), Santa Rosa Creek Trail ($181,600), Birdwalk coastal access ($307,000), trail interpretive signs at

Cloverdale Regional Park ($94,600), Guerneville River access ($114,700), Bay Trail ($181,100), river access at Sunset Beach Park

262


County of Sonoma


($729,600), Central Sonoma Valley Trail ($246,200), Bodega Bay Bike and Pedestrian Trail ($432,200), and Russian River access

sites ($9,800).

• New Park Development: Hood Mountain Park development ($345,400), Tolay Lake Park ($577,600), Riverfront Park ($319,300),

Bodega Community Park ($35,100), Guerneville River Park ($510,500), and initial property acquisition efforts for Alder Park

($8,500).

• Other Projects: Maxwell Farms Park’s renovation of fields and irrigation system ($92,700), permanent restroom at Steelhead Beach

($483,600), development of additional Schopflin Fields ($779,300), dredging of Bodega Harbor ($304,600), planning for restoration

of Watson School ($105,600), and storm damage projects ($2,418,200).

The table below shows the complete listing of projects financed with the $3.63 million General Fund contribution:

General Fund

Major Repair and Replacement Projects

Groundwater Contamination Investigation 49,000

Hazardous Materials Abatement - All County Buildings 196,000

NCDF - Officers Station 200 Unit 49,000

NCDF - Switchgear Room Fire Rating 134,000

Human Services Building Job Start 187,000

Sebastopol Vets Re-roof 527,000

Radio Communications Infrastructure Towers - Sleep Tower Replacement 134,000

Radio Communications Infrastructure Towers - Mt. Jakcson 180,000

CMP - Motor Replacement for Boilers 50,000

NCDF Paging System 146,000

Sheriff's Building Humidifiers 145,000

MADF Carpet Replacement 62,000

MADF Expansion Wall Reseal 83,000

MADF Recreation Yard Resurfacing 28,000

MADF Showers Retrofit 126,000

MADF Steam Boilers 300,000

Veterans/Community Buildings Flooring 35,000

Subtotal Major Repair and Replacement 2,431,000

Improvement Projects

MADF Recreation Yards 66,000

MADF Door Hardening 176,000

MADF Bunk Installation 56,000

Cotati Vets Janitor's Room 80,000

MADF Elevator Rooms - Air Conditioning 64,000

MADF Sewer Improvements 50,000

County Center Planning 150,000

Americans with Disabilities Act Improvements 300,000

MADF Roll-up Door 84,000

MADF I Module Nurse's Station Upgrades 90,000

Adult Detention Consolidated Planning 83,000

Subtotal Improvements 1,199,000

Total 3,630,000

• Other significant projects: Historic 1858 Hood House will be seismically retrofit using a combination of three grants (Office of

Historic Preservation, California Cultural and Historic Endowment, and Johanna Favrot Fund) and county funding sources

Additionally, per Board policy up to $7.2 million of Tobacco Endowment proceeds will be used to fund the construction of Valley of

the Moon Phase III scheduled to begin in the summer of 2007.

263


County of Sonoma


Project Funding Transfers

The following transfers are recommended from projects completed in FY 06-07 to other active projects:

Available Transfer

Completed Project Balance Active Project Financing

Admin Building Remodel 36 Sebastopol Veterans Building Re-roof 73,000

F & C Building Re-roof 1,267 Admin Center Irrigation/Landscaping 70,000

Russell Avenue Homeless Shelter 137,038 Sleepy Mtn. Radio Improvements 60,000

MADF Boiler 3,133 Administration Center Paving 77,689

MADF Water Pressure 10,710

MADF Central Control Ergonomics 60

La Plaza A Roof Warranty 1,975

HSD/DAFX Building Plan 1,414

Guerneville Library Re-roof & Siding 5,600

Sierra Youth Center Re-rooof 9,556

DHS Main Re-roof 109,900

Subtotal 280,689 280,689

Transfer Pool Within Capital Projects

Animal Shelter Start-up 5,633 Animal Shelter 5,633

Veterans Building ADA 14,373 ADA 14,373

Subtotal 20,006 20,006

Total Recommended for Transfer 300,695 300,695

Total Parks Completed Projects 0 0




Early authorization is requested for all continuing projects with rebudgeted appropriations to allow work on those projects to continue

uninterrupted. In addition, the following projects and new amounts are recommended for early authorization:

Sebastopol Veterans Building Re-roof 527,000 Maxwell Farms Park 100,000

Radio Communications Infrastructure

Towers – Sleepy Tower

134,000 Hood Mountain Park 284,520

Radio Communications Infrastructure

Towers – Mt. Jackson

180,000 Sea Ranch Trail 14,016

MADF Steam Boilers 300,000 Santa Rosa Creek Trail 150,000

MADF Doors 176,000 Tolay Lake Regional Park 577,584

MADF Recreation Yards 66,000 Schopflin Fields 779,304

MADF Sewer Improvements 50,000 Guerneville River Park 50,000

County Center Planning 150,000 Sunset Beach Park 495,278

Adult Detention Consolidated Planning 83,000

264


County of Sonoma



Priority

Description

Net Cost

Amount

A Radio Site Infrastructure - Towers 60,000

B CMP Motor Replacement for Boilers 100,000

C 2300 Professional Drive Parking Lot 274,000

D NCDF Kitchen Floor Resurfacing 101,000

E NCDF Dining Room Acoustics and Americans with Disabilities Act (ADA) Improvements

(adjustment needed to maintain 25% ADA funding based on approved improvement projects)

57,000

F MADF Booking HVAC 93,000

Grand Total 685,000


None. While the County Administrator recognizes the need for the appealed projects, priority is being given to the restoration of

departmental reductions. The County Administrator will reconsider these items for possible inclusion on the add-back list during final

budget hearings if the county’s projected budgetary situation shows substantial improvement.



Technical Changes

Gross

Expenditures

Revenue and


Admin Center Heating Coils Replacement - adjust rebudget 2,141 0 2,141

ADA - rebudget for update of Transition Plan 753,065 0 753,065

Admin Center Irrig./Landscaping - complete with SCWA funding 30,000 30,000 0

Fiscal Bldg. Re-roof - adjust rebudget 457 0 457

Fuel Station Upgrade - adjust rebudget 1,245 0 1,245

PRMD Lobby Remodel - rebudget with PRMD funding 23,500 23,500 0

Valley of the Moon Children's Home II - transfer to VMCH III (357,780) 0 (357,780)

(includes reclassification of unused appropriations to transfer) 357,780 0 357,780

LG Hood House Improvements - adjust rebudget 0 561,710 (561,710)

Juvenile Hall Replacement (JHR) transfer to VMCH Phase III (400,000) 0 (400,000)


VMCH Phase III - transfers from JHR & VMCH II, recognize donation

received from VMCH Foundation, and direction to staff below.*

1,757,780 757,780 1,000,000

Veterans Buildings Repairs - appropriate PY revenue for heaters 1,800 0 1,800

Animal Shelter - adjust rebudget (738) (738) 0

Mobile Data System - transfer to Sheriff's Administration budget (69,011) 0 (69,011)


265


County of Sonoma


Technical Changes

Gross

Expenditures

Revenue and


Human Services Improvements - additional work from PY revenue 129,467 0 129,467

Morgue Retaining Wall - work financed by insurance proceeds 75,000 75,000 0

Maxwell Farms Park - playground improvements 10,000 10,000 0

Riverfront Park - prep for Phase II and adjust rebudget 25,000 43,000 (18,000)

Steelhead Beach Park - add planning and prep for Phase II 100,000 100,000 0

Tolay Lake Park - increase for Interim Plan, environmental, & Phase 1 100,000 100,000 0

Cloverdale Regional Park - adjust rebudget 0 26,000 (26,000)

Sonoma Mountain Park - adjust rebudget 6,000 10,000 (4,000)

Taylor Mountain Park - adjust rebudget 0 140,780 (140,780)

Bodega Bay Bike and Pedestrian Trail - adjust rebudget 0 10,000 (10,000)

Russian River Access Sites - adjust rebudget 0 10,000 (10,000)

Guerneville River Park - adjust rebudget 91,676 140,949 (49,273)

Salmon Creek Park - adjust rebudget 5,206 5,206 0

Storm Damage to Parks - adjust rebudget 589,155 126,182 462,973

Stillwater Cove Park - adjust rebudget 1,700 0 1,700

Other Changes

Non Recurring

Added General Fund contribution for CMP Motor Replacement for

Boilers ($100,000) and 2300 Professional Drive parking lot repair

($274,000).

374,000 374,000 0

*VMCH Phase III - Subsequent to Board adoption of the Final Budget, authorize the Auditor-Controller to establish a new project

related to the VMCH Phase III and move the $7,195,400 in Tobacco Endowment (TE) revenues, as well as VMCH III expenditures

financed by these revenues, into the new project to ensure proper accounting for the use of the TE funds. This is consistent with

Board direction from 3/20/07.

266

FY 2007-08 Capital Projects Financing Table

FAMIS

Index

EA

= E

arly

Au

tho

rization Project Title

Project

Balance as of

June 30, 2007

So

urce

Operating

Transfers In/

(Out)

So

urce Revenue

So

urce

FY 07-08

Project

Appropriation

FY 07-08

Total

Appropriation

(Gross Exp.)

Estimated

Project

Balance as of

July 1, 2008

County Administration Center

109132 Administration Center H/C Coils Replace 15,854 A 15,854 15,854 -

109256 Administration Center Paving 105,436 A 77,689 A 183,125 183,125 -

109595 La Plaza A Roof/Major Bldg Systems 1,975 A (1,975) A - 1,975 -

109611 Adminstration Center Irrigation/Landscaping 40,278 A 70,000 A 110,278 110,278 -

109678 Fiscal Building Re-roof 10,694 A 10,694 10,694 -

109686 Human Services Building Painting 6,011 A 6,011 6,011 -

109710 Light Vehicle Roof Replacement - - - -

109777 2300 Professional Drive Re-roof 1,267 A (1,267) A - 1,267 -

109785 Russell Ave. Homeless Shelter 137,038 A (137,038) A - 137,038 -

109819 Human Services Building Job Start 57,149 A 187,000 A 244,149 244,149 -

109876 CMP Motor Replacement for Boilers 50,000 A 50,000 50,000 -

109884 Sheriff Building Humidifiers 145,000 A 145,000 145,000 -

110338 HOJ Elevator Repair 191,676 A - 191,676 191,676 -

Subtotal County Administration Center 567,378 7,409 382,000 956,787 1,097,067 -


111252 MADF Touchscreens 72,277 A 72,277 72,277 -

111260 MADF Boilers 3,133 A (3,133) A - 3,133 -

111294 MADF HVAC Controls 182,763 A 182,763 182,763 -

111302 MADF Water Pressure 10,710 A (10,710) A - 10,710 -

111336 MADF Central Control Ergonomics 60 A (60) A - 60 -

111369 MADF Door Control Panel Fusing 58,481 A 58,481 58,481 -

111377 MADF Programmable Network Upgrade 386,788 A 386,788 386,788 -

111450 MADF Carpet Replacement 62,000 A 62,000 62,000 -

111468 MADF Expansion Wall Reseal 83,000 A 83,000 83,000 -

111476 MADF Recreation Yard Resurfacing 28,000 A 28,000 28,000 -

111484 MADF Showers Retrofit 126,000 A 126,000 126,000 -

111492 EA MADF Steam Boilers 300,000 A 300,000 300,000 -

112268 NCDF Fire Alarm 41,570 A 41,570 41,570 -

112284 NCDF HVAC Replacement 219,000 A 219,000 219,000 -

112300 NCDF Officers Station 49,000 A 49,000 49,000 -

112318 NCDF Switchgear Room Fire Rating 134,000 A 134,000 134,000 -

112326 NCDF Paging System 146,000 A 146,000 146,000 -

Subtotal Adult Detention Facilities 974,782 (13,903) 928,000 1,888,879 1,902,782 -

Chanate and Health Services

124073 Chanate Facilities/DHS Main Reroof 118,944 A (109,900) A 9,044 118,944 -

124115 PH Clinic HVAC 59,860 A 59,860 59,860 -

124180 Norton Center Stucco/Painting 95,000 A 95,000 95,000 -

150631 Orenda Center Repairs 209,784 A 209,784 209,784 -

Subtotal Health Services 483,588 (109,900) - 373,688 483,588 -

Los Guilicos and Juvenile Detention

113142 Hood House Repair/Renovation 918,503 A 918,503 918,503 -

113381 Probation Youth Camp Fire Alarm 101,233 A 101,233 101,233 -

113514 Classroom Buildings Repair/Re-roof 374,751 A 374,751 374,751 -

113522 Probation Youth Camp Safety Glass 123,203 A 123,203 123,203 -

113530 Sierra Youth Center Re-roof 12,590 A (9,556) A 3,034 12,590 -

113548 Probation Youth Camp Septic System 128,493 A 128,493 128,493 -

Subtotal Los Guilicos 1,658,773 (9,556) - 1,649,217 1,658,773 -

Veterans' Memorial/Commmunity Svc. Bldgs.

145177 EA Vets Buildings Repairs 290,015 A 73,000 A 562,000 A 925,015 925,015 -

Subtotal Memorial Buildings 290,015 73,000 562,000 925,015 925,015 -

Other Facilities

150300 Water Conservation 43,496 A 43,496 43,496 -

150458 Guerneville Library Siding/Roof Repairs 10,548 A (5,600) A 4,948 10,548 -

150508 Animal Shelter Set-Up 5,958 A (5,633) A 325 5,958 -

150532 Hazardous Materials Mgt/Abatement 193,703 A 196,000 A 389,703 389,703 -

150557 Westside Park Restroom Re-roof 7,680 A 7,680 7,680 -

150573 Ground Water Contam. Monitor/Remed. 346,396 A 49,000 A 395,396 395,396 -

MAJOR REPAIR & REPLACEMENT PROJECTS - GENERAL GOVERNMENT

County of Sonoma

FY 2007 - 2008 Budget Capital Projects and Major Repairs267


FAMIS

Index

EA

= E

arly

Au

tho


Project

Balance as of

June 30, 2007

So

urce

Operating

Transfers In/

(Out)

So

urce Revenue

So

urce

FY 07-08

Project

Appropriation

FY 07-08

Total

Appropriation

(Gross Exp.)

Estimated

Project

Balance as of

July 1, 2008

150599 Morgue Site Work 18,457 A 18,457 18,457 -

150615 Emergency Generator Eval & Planning 40,354 A 40,354 40,354 -

150664 Heavy Equipment Facility Skylight Replace. 124,519 A 124,519 124,519 -

Subtotal Other Facilities 791,111 (11,233) 245,000 1,024,878 1,036,111 -

GENERAL SERVICES MAJOR REPAIR & REPLACEMENT 4,765,647 (64,183) 2,117,000 6,818,464 7,103,336 -


150037 Radio Site Repairs 47,681 A 10,634 LD 58,315 58,315 -

150334 Radio Test Equipment Replacement 179 A 179 179 -

150359 Sonoma Tower Replacement 23,101 A 23,101 23,101 -

150367 Base Station Radios Replacement 8,723 A 8,723 8,723 -

150672 Communications-Sheriff's Simulcast Sys. 400,000 A 400,000 400,000 -

150680 Communications-County Microwave Sys. 29,689 A 29,689 29,689 -

150698 Communications-Backup Generator/Batt. 55,424 A 55,424 55,424 -

150706 EA Communications-Towers 64,099 A 60,000 A 314,000 A 438,099 438,099 -

ISD COMMUNICATIONS MAJOR REPAIR & REPLACEMENT 628,896 60,000 324,634 1,013,530 1,013,530 -

TOTAL MAJOR REPAIR & REPLACEMENT 5,394,543 (4,183) 2,441,634 7,831,994 8,116,866 -


101014 County Facilities Resource Fund 1,478,796 A 1,478,796 1,478,796 -

102079 Administration Building Remodel 36 A (36) A - 36 -

102160 EA County Center Planning 377,187 A 150,000 A 527,187 527,187 -

102178 Administration Building Eval & Planning 100,000 A 100,000 100,000 -

109413 New Sheriff Building 18,514 F 18,514 18,514 -

109587 CMP Energy Improvements 745,954 A 745,954 745,954 -

109652 Agriculture Building Remodel 163,903 A 163,903 163,903 -

109801 Fuel Station Upgrade 8,592 A 8,592 8,592 -

109827 Sheriff's Evidence Annex-HD Storage Sys 110,051 A 110,051 110,051 -

109835 Human Resources Office Remodel 525 A 525 525 -

109843 PRMD Lobby Remodel 391,500 A 391,500 391,500 -

109850 370 Administration Drive 80,000 A 80,000 80,000 -

109868 Justice Precinct Planning 25,000 E 25,000 25,000 -

110171 EOC Remodel 133,035 A 133,035 133,035 -

110312 HOJ County Office Expansion (49,710) F 1,822,612 F 1,772,902 1,772,902 -

110346 HOJ Adult Probation 338,000 F 338,000 338,000 -

Subtotal County Administration Center 3,583,383 (36) 2,310,612 5,893,959 5,893,995 -


111310 MADF Bunk Installation 25,303 A 56,000 A 81,303 81,303 -

111328 EA MADF Doors 86,391 A 176,000 A 262,391 262,391 -

111344 MADF Showers 23,420 A 23,420 23,420 -

111393 EA MADF Recreation Yards 51,736 A 66,000 A 117,736 117,736 -

111401 MADF Elevator Rooms Air Conditioning 64,000 A 64,000 64,000 -

111419 EA MADF Sewer Improvements 50,000 A 50,000 50,000 -

111427 MADF Roll-up Door 84,000 A 84,000 84,000 -

111435 MADF I Module Nurse's Station Upgrades 90,000 A 90,000 90,000 -

112227 EA Adult Detention Exp. Planning 67,085 A 83,000 A 150,085 150,085 -

112292 NCDF Laundry Air Conditioning 20,842 A A 20,842 20,842 -

Subtotal Adult Detention Facilities 274,777 - 669,000 943,777 943,777 -

Chanate and Health Services

124057 Chanate Med/Health Svcs Utilization Plan 7,994 A 7,994 7,994 -

124123 Norton Ctr. Security Upgrade 28,785 AH 28,785 28,785 -

124164 Norton Center Exterior Lighting (160) L 128,633 L 128,473 128,473 -

Subtotal Health Services 36,619 - 128,633 165,252 165,252 -

Los Guilicos and Juvenile Detention

113126 LG New VMCH/RCC 357,780 A 357,780 357,780 -

113241 ADA Projects (Prob/Title IV) 115,510 A 115,510 115,510 -

113308 Juvenile Hall Replacement 2,745,012 E 2,110 E 2,747,122 2,747,122 -

113431 Juvenile Justice Center 3,422 B 3,422 3,422 -

113498 VMCH Phase III 5,039,792 A 7,195,400 A 12,235,192 12,235,192 -

113506 LG Long Range Plan 37,972 A 37,972 37,972 -

Subtotal Los Guilicos 8,299,488 - 7,197,510 15,496,998 15,496,998 -

IMPROVEMENT PROJECTS - GENERAL GOVERNMENT

County of Sonoma



FAMIS

Index

EA

= E

arly

Au

tho


Project

Balance as of

June 30, 2007

So

urce

Operating

Transfers In/

(Out)

So

urce Revenue

So

urce

FY 07-08

Project

Appropriation

FY 07-08

Total

Appropriation

(Gross Exp.)

Estimated

Project

Balance as of

July 1, 2008

Veterans' Memorial/Commmunity Svc. Bldgs.

145078 Vets ADA 14,373 A (14,373) A - - 14,373 -

145086 Vets Buildings Improvements 76,693 A 80,000 A 156,693 156,693 -

Subtotal Memorial Bldgs 91,066 (14,373) 80,000 156,693 171,066 -

Other Facilities

109371 ADA Projects 689,105 A 14,373 A 300,000 A 1,003,478 1,003,478 -

150060 Animal Shelter Expansion 52,397 A 5,633 A 58,030 58,030 -

150219 Sonoma Vly SO Substation 49,275 A A 49,275 49,275 -

150318 Ag Warehouse 58,781 AI 58,781 58,781 -

150342 HSD/DAFSU Relocation 1,414 A (1,414) A - 1,414 -

150433 Ag Comm/UC Co-Op Ext. Lease/Move 13,256 AI 13,256 13,256 -

150540 SCERA Remodel (533) AU 6,213 AU 5,680 5,680 -

150649 Sonoma Mountain Generator 32,676 A 32,676 32,676 -

150656 Guerneville Library ADA Improvements 57,516 AB 150,000 CD 207,516 207,516 -

150722 Human Services Improvement Projects 228,456 A 228,456 228,456 -

150730 Human Services Adults Move 319,856 A 319,856 319,856 -

Subtotal Other Facilities 1,502,199 18,592 456,213 1,977,004 1,978,418 -

GENERAL SERVICES IMPROVEMENT PROJECTS 13,787,532 4,183 10,841,968 24,633,683 24,649,506 -


150094 Communications Sites Obtain/Develop 104,665 A 104,665 104,665 -

150276 Mobile Data Terminal System 69,011 A 100,000 D 169,011 169,011 -

ISD COMMUNCATIONS IMPROVEMENT PROJECT 173,676 - 100,000 273,676 273,676 -

TOTAL IMPROVEMENT PROJECTS 13,961,208 4,183 10,941,968 24,907,359 24,923,182 -

TOTAL GENERAL SERVICES PROJECT 18,553,179 (60,000) 12,958,968 31,452,147 31,752,842 -

TOTAL ISD COMMUNICATIONS PROJECT 802,572 60,000 424,634 1,287,206 1,287,206 -

TOTAL GENERAL GOVERNMENT PROJECTS 19,355,751 - 13,383,602 32,739,353 33,040,048 -

180505 Canon Manor West 10,000 AR 10,000 10,000 -

180612 Monte Rio 309,600 AB 6,254,665 AB 6,574,265 6,574,265 -

10,000 IE -

-

TOTAL SPECIAL ASSESSMENT DISTRICTS 319,600 - 6,264,665 6,584,265 6,584,265 -

140020 Matanzas Lake Park 25,000 M 25,000 25,000 -

140053 Helen Putnam Park 52,005 H 52,005 52,005 -

140079 EA Maxwell Farms Park (7,353) M 60,000 CD 92,647 92,647 -

25,000 M

15,000 H

140095 EA Hood Mountain 60,896 M 37,500 M 345,416 345,416 -

200,000 OS

47,020 U

140111 EA Sea Ranch Trail Work (25,086) M 25,000 M 14,016 14,016 -

14,102 U

140137 Doran Park 3,703 CD 3,703 3,703 -

140236 Stillwater Cove Park 171 M 171 171 -

140285 Ragle Park 4,010 U 4,010 4,010 -

140376 West County Trail 77,488 M 77,488 77,488 -

140392 Shiloh Park 460 M 460 460 -

140434 Crane Creek Park 8,122 M 8,122 8,122 -

140442 Foothill Park 4,008 M 4,008 4,008 -

140475 Sonoma Schellville Trail 23,150 M 50,000 M 73,150 73,150 -

140541 EA Santa Rosa Creek Trail 31,625 M 50,000 M 181,625 181,625 -

100,000 X

140566 Regional Parks Maintenance Facility - - -

140608 Doran Marsh Project - - -

SPECIAL ASSESSMENT DISTRICTS

REGIONAL PARKS

County of Sonoma



FAMIS

Index

EA

= E

arly

Au

tho


Project

Balance as of

June 30, 2007

So

urce

Operating

Transfers In/

(Out)

So

urce Revenue

So

urce

FY 07-08

Project

Appropriation

FY 07-08

Total

Appropriation

(Gross Exp.)

Estimated

Project

Balance as of

July 1, 2008

140616 Gualala Park (18) M 18 M - - -

140632 Birdwalk Coastal Access 1,955 H 305,000 U 306,955 306,955 -

140657 Steelhead Beach 20,322 M 413,296 U 483,618 483,618 -

50,000 CD

140665 Cloverdale Regional Park 44,623 M 50,000 U 94,623 94,623 -

140681 Sonoma Valley Park 124 M 124 124 -

140707 EA Tolay Lake Regional Park (176,212) M 403,796 U 577,584 577,584 -

200,000 H

150,000 M

140715 EA Schopflin Fields (279,072) M 300,000 M 779,304 779,304 -

758,376 U

140723 No. Sonoma Mountain Park 2,042 M 2,042 2,042 -

140756 Bodega Community Park 30,167 M 30,167 30,167 -

140764 Park Access Improvements - - -

140772 EA Guerneville River Park 64,685 M 50,000 U 114,685 114,685 -

140780 Forestville River Access 908 M 908 908 -

140806 Taylor Mountain Regional Park - - -

140822 Westside Wastewater 3,938 U 3,938 3,938 -

140830 Bodega Dredging 304,601 AJ 304,601 304,601 -

140863 Bay Trail 36,079 U 95,000 M 181,079 181,079 -

50,000 X

140871 EA Sunset Beach Park 234,367 M 240,000 M 729,645 729,645 -

255,278 U

140889 Riverfront Park 9,294 M 275,000 U 319,294 319,294 -

35,000 H

140897 Healdsburg Dam 5,834 WA 5,834 5,834 -

140905 Occid/Salmon Creek Trail (5,206) M (5,206) (5,206) -

140913 Hunter Creek Trail X - - -

140921 Central Son. Valley Trail 8,203 M 213,000 X 246,203 246,203 -

25,000 M

140939 SLP Shady Oaks Picnic Area 3,971 RP 3,971 3,971 -

140947 Watson School 55,588 M 50,000 M 105,588 105,588 -

140954 Alder Park 96 M 96 96 -

140962 Bodega Bay Bike and Ped. Trail 42,229 M 200,000 U 432,229 432,229 -

150,000 X

40,000 M

140970 Russian River Access Sites 9,807 M 9,807 9,807 -

140988 Storm Damage Projects 478,201 AE 471,449 AG 2,418,224 2,418,224 -

1,468,574 AE

140996 Bodega Bay SFC ADA 10,000 M 10,000 10,000 -

TOTAL REGIONAL PARKS 1,129,725 - 6,907,409 8,037,134 8,037,134 -

TOTAL REPAIR & REPLACEMENT PROJECTS 5,394,543 (4,183) 2,441,634 7,831,994 8,116,866 -

TOTAL IMPROVEMENT PROJECTS 15,410,533 4,183 24,114,042 39,528,758 39,544,581 -

GRAND TOTAL CAPITAL PROJECTS 20,805,076 - 26,555,676 47,360,752 47,661,447 -

County of Sonoma


Capital Projects Work Plan DescriptionsFAMIS FY 07-08

Index Project Title Appropriation

GENERAL GOVERNMENT

MAJOR REPAIR AND REPLACEMENT


109132 Admin Center Heating and Cooling Coils

Replacement

Project is complete. Remaining funds to be used for warranty

follow up as required.

15,854

109256 County Administration Center Paving Projects This is an ongoing project to repair and repave the County

Administration Center roads and parking. Phase 3, which

reconstructed and overlaid Fiscal Drive from Admin to Paulin and

provided slurry seal for Admin Drive from County Center to Fiscal,

is complete. Remaining funds will be used for condition assessment

and project definition for the next phases of work, and engineering

for the nxt highest priority phase.

183,125

109595 La Plaza A Roof/Major Building Systems The project and warranty period are complete. Remaining funds to

be transferred.

1,975

109611 Admin Center Irrigation/Landscape/

Conservation

Continuation of project to replace existing water intensive

landscaping at the County Administration Center with xeriscape

lanscaping to reduce water consumption and provide public

education about water conservation.

110,278

109678 Fiscal Bldg. Re-roof/HVAC Project is complete. Remaining funds to be used for warranty

follow-up as required.

10,694

109686 Human Services Building Painting Project is complete. Remaining funds to be used for warranty

follow up as required.

6,011

109777 2300 Professional Drive Re-roof The project is complete. Remaining funds to be transferred. 1,267

109785 Russell Ave. Homeless Shelter Project is complete. Remaining funds to be transferred. 137,038

109819 Human Services Building Job Start Re-roof 1,700 sf Job Start office areas and replace old HVAC units

and realted ductwork. Design funded FY 06/07; construction 07-

08. Additional funds added to install Andover controls on new

HVAC units. Costs to be reimbursed by State through program

claiming.

244,149

109876 CMP Motor Replacement for Boilers Replace the controller and modulating motors for 3 existing boilers,

estimated at $50,000 each. Requested funding to replace first

controller/motor. Remaining replacements to be funded through

comprehensive energy project or other means.

50,000

109884 Sheriff Building Humidifiers Replace 3 malfunctioning, duct mounted humidifiers and 2 wall

mounted units in the Dispatch room and radio equipment room.

145,000

110338 HOJ Elevator Repair Repair and replace components of the elevators in the Hall of

Justice in order to avoid further equipment failure and to bring

them up to current standards. Current funding to be used to repair

one of the public elevators and evaluate the remaining two.

Depending on the evaluation and priority of the repairs, additional

funding may be requested in subsequent budgets.

191,676

Sub-total County Admin Center 1,097,067

EA = Early Authorization Requested

County of Sonoma





111252 MADF Touchscreens Replacement of existing graphic display panels with touchscreens

that control doors within MADF. This project is partially complete

with the remaining work to be done in subsequent years.

Remaining fund balance will be used for subsequent phases.

72,277

111260 MADF Boilers The project and warranty period are complete. Remaining funds to

be transferred. (This project replaced the hot and tempered water

boilers and is different from the MADF Steam Boiler project

below).

3,133

111294 MADF HVAC Controls Replace 15 year old, failing circuit boards that control 44 rooftop

fancoil units at the Main Adult Detention Facility. New boards will

integrate with current Andover system. (Includes emergency

HVAC shutdown.)

182,763

111302 MADF Water Pressure The project and warranty period are complete. Remaining funds to

be transferred.

10,710

111336 MADF Central Control Ergonomics The project and warranty period are complete. Remaining funds to

be transferred.

60

111369 MADF Door Control Panel Fusing Re-circuit panel fusing for door control in the Main Adult Detention

Facility. This project will reduce the number of doors on any one

circuit, which will reduce the number of doors affected by outages

and make troubleshooting and repairs easier.

58,481

111377 MADF Programmable Network Upgrade Upgrades to the Programmable Logic Card (PLC) networks will

improve the security control and communication system that

controls movement throughout the entire facility and to allow full

use of the fiber optic network.

386,788

111450 MADF Carpet Replacement Replace existing worn carpet in housing modules in accordance

with Sheriff's priorities.

62,000

111468 MADF Expansion Wall Reseal Apply clear sealer to exterior concrete block wall of MADF

expansion to minimize water infiltration.

83,000

111476 MADF Recreation Yard Resurfacing Resurface 5 recreation yards with polyurethane coating. Requested

funding for first recreation yard. Additional recreation yards to be

scheduled over the next 4 years.

28,000

111484 MADF Showers Retrofit Re-line 20 selected shower stalls to eliminate mold. Project to be

funded and phased over 2 years.

126,000

111492 EA MADF Steam Boilers Replace 20 year-old steam boilers with new units. 300,000

112268 NCDF Fire Alarm Replace existing old and obsolete fire alarm system at the North

County Detention Facility with a code compliant system that will

identify the source of the alarm and allow for faster response.

41,570

112284 NCDF HVAC Replacement Replace 22 year old obsolete, worn out and inefficient heating,

ventilating and air conditioning unit serving 8 zones in the 401 Unit

at the North County Detention Facility.

219,000

112300 NCDF Officers Station Install new modular workstation to improve ergonomics. Includes

constructing a platform to provide better visibility, modification of

the surronding walls and rerouting of all data, phone and electrical

lines.

49,000


County of Sonoma




112318 NCDF Switchgear Room Fire Rating Modify switchgear room to improve fire resistance and bring up to

current standards.

134,000

112326 NCDF Paging System Update and expand paging system to include all buildings and

housing units.

146,000

Sub-total Adult Detention 1,902,782


124073 Chanate Facilities/DHS Main Re-roof Project is complete. A portion of the fund balance,$109,900, to be

transferred. Remaining funds to be used for warranty follow up as

required.

118,944

124115 PH Clinic HVAC Replace older, inadequate air handling systems to separate and

improve circulation of air between exam rooms and offices in

10,712 square foot, 47-year-old building. Evaluate providing air

conditioning. Funding is for engineering only. Funding for

construction to be determined.

59,860

124180 Norton Center Stucco Repair and Painting Repair cracks in stucco, caulk & paint entire Norton Center

building. To be done in conjunction with Norton Center re-roof.

95,000

150631 Orenda Center Repairs Complete the interior renovations of the Orenda Center including

interior painting and repair or replacement of carpeting,

wainscoting, and floor coverings. Re-key locks to adhere to County

standards.

209,784

Sub-total Chanate Health Services 483,588

LG & Juvenile Detention Facilities

113142 Hood House Repair/Renovations Seismic retrofit of the unreinforced masonry 2 story historic Hood

Mansion built in 1858. Initial work to include connection of roof

and floor to exterior walls and replacement of roof. Additional

work will be done in subsequent phases. This project has been

awarded three grants: Office of Historic Preservation ($256,420);

California Cultural and Historic Endowment ($305,290); and

Johanna Favrot Fund ($5,000).

918,503

113381 Probation Youth Camp Fire Alarm Complete the upgrade to the existing fire alarm system to include

the warehouse. This is an existing project. The additional funding

requested will complete project budget.

101,233

113514 Los Guilucos - Classroom Buildings

Repair/Reroof

Repair and replace leaking roofs on the 12,000 square feet

Classroom Building. Eight of the wings are currently occupied,

including County Training Center.

374,751

113522 Probation Youth Camp Safety Glass Replace existing non-compliant glazing at the Probation Youth

Camp with safety glass in doors and windows to address code

violations and provide energy efficiency.

123,203

113530 Sierra Youth Center Reroof Replacement of roof is complete. Remaining funds to be used for

warranty follow up as needed.

12,590

113548 Probation Youth Camp Septic System Install new septic system adjacent to existing undersized and failing

system to meet health standards.

128,493

Sub-total LG. & Juvenile Detention Facilities 1,658,773


County of Sonoma




Veterans' Memorial/Community Svc Bldgs

145177 EA Vets Buildings Repairs Petaluma Vets Paving Phase 2 is complete. 925,015

Sebastopol Vets Hall: Correct code violations in existing janitor's

closet. Replace existing gas furnace and move water heater to

remodeled adjacent storage room away from sink and cleaning

chemicals.

Sebastopol Vets Hall: Replace roof on 24,000 sf Sebastopol

Veteran's Building. Work includes replacement of gutters and

downspouts. Add curb/railing around skylight at entry. Design

funded 06/07. Additional funds ($600,000) requested in 07-08 for

construction.

Sonoma Vets Parking Lot Reconstruction is complete.

Veterans Buildings Flooring: Additional funds ($35,000) to

continue the re-coating of wood floors to prevent further

deterioration at Veterans Buildings.

Sub-total Vets Bldgs 925,015

Other Facilities Projects

150300 Water Conservation Various water conservation studies and projects at county facilities. 43,496

150458 Guerneville Library Siding/Roof Repairs Project is complete. Some fund balance will be transeferred with

the remaining funds to be used for warranty follow up as required.

10,548

150508 Animal Shelter Set-up Project is complete. Fund balance to be transferred and

consolidated with other Animal Shelter Index.

5,958

150532 Hazardous MaterialsManagement/Abatement Ongoing project to abate hazardous materials in County buildings

including: asbestos in spray-on acoustical ceilings, pipe insulation,

floor tiles and joint compound; lead paint in various locations; mold

found in areas of roof and pipe leaks.

389,703

150557 Westside Park Restroom Re-roof Replace roof system on public restrooms located at Westside Park

in Bodega Bay.

7,680

150573 Groundwater Contamination Investigation An ongoing project to continue the investigation and remediation of

groundwater contamination from old, removed underground

storage tanks. Funding to continue monitoring and reporting to

RWQCB.

395,396

150599 Morgue Site Work Project is complete. Remaining funds to close out project. 18,457

150615 Emergency Generator Evaluation & Planning County-wide evaluation and condition assessment of all existing

emergency generators and UPS systems. Develop comprehensive

data base and inventory of equipment.

40,354

150664 Heavy Equipment Facility Skylight

Replacement

Remove and replace 24 existing fliberglass skylights that are leaking

and have lost their transparency to avoid slip hazards and potential

health issues.

124,519

Sub-total Other Facilities 1,036,111

General Services Total MR&R Projects 7,103,336


County of Sonoma




Info Sys (Communications) Projects

150037 Radio Site Repairs Repairs and replacements to remote buildings, power supplies,

towers and other infrastructure, as well as other related projects as

required. Current priority is replacement of 1986 vintage shipping

containers with buildings at Sleepy and Fish Rock.

58,315

150334 Radio Test Equipment Replacement Replace service equipment as it ends its useful life to ensure proper

maintenance of radio sites and mobile/portable equipment,

including other related projects as required.

179

150359 Sonoma Tower Replacement Replacement of wooden microwave antenna support structure with

40' microwave tower, including other related projects as required.

23,101

150367 Base Station Radios Replacement Phased replacement of base station radios is planned as equipment

reaches replacement age, including other related projects as

required. Current priority is replacement of three microwave radio

relay system radios in danger of failing.

8,723

150672 Communications - Simulcast for Sheriff &

REDCOM Voice Radio System

Replace obsolete 10 year old simulcast voice radio systems for

Sheriff and REDCOM.

400,000

150680 Communications - County Microwave System Replace and upgrade microwave system link between Oakridge and

Seaview sites.

29,689

150698 Communications - Backup Generator and

Battery Systems

Replace 21-year old backup generators at three remote locations.

Mt. Jackson and Seaview.

55,424

150706 EA Radio Communications Infrastructure Towers Complete 06-07 Sleepy Tower replacement project and replace the

overloaded and undersized communications towers. FY 07-08: Mt.

Jackson. FY 08-09: Siri Road.

438,099

Sub-total Info Systems Projects 1,013,530

Info Systems Total MR&R Projects 1,013,530

Total Repair & Replacement Projects 8,116,866

GENERAL GOVERNMENT

IMPROVEMENTS


101014 County Facilities Resource Fund Provides for future purchases or major remodels. 1,478,796

102079 Admin Building Remodel This project is complete and fund balance to be transferred. 36

102160 EA County Admin Center Planning Evaluate the County Administration Center and prepare a

development strategy for future growth and improvements.

Additional funding in FY 07-08 to complete the County Center

Development Vision.

527,187

102178 Administration Building Evaluation and

Planning

Prepare an overall evaluation of the Administration Building's needs

to determine the fiscal impacts of continuing repairs on this nearly

50 year olf building and its suitability for continued use. Analyze

needed extensive repairs vs. re-building to address current and

future occupancy.

100,000


County of Sonoma




109413 New Sheriff Building Project is complete. 18,514

109587 CMP Energy Improvements A comprehensive energy project that will expand the CMP, reduce

energy consumption and possibly include energy generation. The

project may include expansion of the digital control system,

increase in chiller and cooling tower capacity and other

improvements. Co-Generation is also being studied. May include

modifications or improvements at buildings other than the CMP.

745,954

109652 Agriculture Building Remodel Planning and design to remodel space vacated by Ag Commission

and UC Coop for ISD use and expand Communications and

Reprographics. Work includes evaluation of the building, including

seismic evaluation, and assessment of user needs.

163,903

109801 Fuel Station Upgrade Project is essentially complete. Remaining funds to be used for

project close out and warranty follow up as required.

8,592

109827 Sheriff's Evidence Annex - High Density

Storage System

Provide a high density shelving system in existing annex building to

accommodate the growing evidence storage as required by law.

110,051

109835 Administration Building - Human Resources

Office Remodel

Project is essentially complete. Remaining funds to be used for

project close out.

525

109843 PRMD Lobby Remodel Remodel lobby of the PRMD building to improve customer service

and increase capacity.

391,500

109850 370 Administration Drive Remodel the old Redwood Credit Union building at 370

Administration Drive to accommodate a new use. Work includes

partial reroof of the building and other major repairs and

replacements. Additional appropriations will be requested once the

use has been defined.

80,000

109868 Justice Precinct Planning Develop a long range plan for the northern portion of the County

Administration Center to accommodate justice functions including

expansion of the MADF and new court and criminal justice

administration buildings.

25,000

110171 EOC Remodel Remodel of existing 5,400 sf EOC includes new east entry, multi-

purpose area, 2 conference rooms and enlarged Operations/ISD

training room.

133,035

110312 HOJ County Office Expansion Planning and evaluation of a new Criminal Justice Building to

alleviate County criminal justice space shortages and consolidate

their operations. Additional funding will be required once a plan has

been approved.

1,772,902

110346 HOJ Adult Probation Replace 30 existing free standing work spaces in investigators unit

with 39 modular workstations. Re-carpet and paint. Funded

through Criminal Justice Construction Fund.

338,000

Sub-total County Admin Center 5,893,995


County of Sonoma





111310 MADF Bunk Installation Install additonal bunks in the Main Adult Detention Facility as

required to increase operating capacity to accommodate growing

inmate population. Additional FY 07-08 funding requested to install

40 double bunks in each of the next 4 years.

81,303

111328 EA MADF Doors Replace cell doors and frames in Main Adult Detention Facility as

required to meet changing population needs and comply with

inmate classification requirements. FY 06/07 funding to install 3

high security doors and frames in R Module to help accommodate

the mental health population currently being housed there. Install 7

doors in FY 07-08 and 5 doors in each of the next 4 years.

262,391

111344 MADF Showers Remodel existing shower in Mental Health unit to improve security

and upgrade it to current operating standards.

23,420

111393 EA MADF Recreation Yards Provide a security barrier to subdivide the recreation yards in MH

Module to remain in compliance with Title 15. Additional funding

will be requested in subsequent budget to subdivide recreation yard

in the R module.

117,736

111401 MADF Elevator Rooms Air Conditioning Add air conditioning units to 2 elevator equipment rooms to reduce

heat building-up causing motors and controls to malfunction.

64,000

111419 EA MADF Sewer Improvements Planning and evaluation only for a sewer pre-treatment unit to

eliminate solids from being deposited in treatment facility. Design

and construction costs to be determined and funding to be

requested in subsequent budget.

50,000

111427 MADF Roll-up Door Install a roll-up door at loading dock to allow fork lift deliveries

directly into commissary.

84,000

111435 MADF I Module Nurse's Station Upgrades Re-design nurse's sation to corect ergonomics, provide additional

work area and storage. Work entails demolition of concrete block

wall, temporary relocation of nurse's station, new ergonimic

workstations for two positions and additional secured storage.

90,000

112227 EA Adult Detention Consolidated Planning Develop a long range plan for expanding the adult detention

facilities. Additional funds needed for project staff time due to

extended schedule and expanded scope to include studies for a

regional facility and alternatives to incarceration.

150,085

112292 NCDF Laundry Air Conditioning Complete the installation of evaporative cooling at the NCDF

laundry in order to improve working conditions during summer

months.

20,842

Sub-total Adult Detention Facilities 943,777


124057 Chanate Medical/Health Services Utilization

Plan

Funding to be transferred to Index 102160 to consolidate funding

for facility planning.

7,994

124123 Norton Center Security Upgrades Remodel lobby area and install new locks and surveillance

equipment to improve security at this Mental Health facility.

Project is nearly complete and will closed out.

28,785


County of Sonoma




124164 Norton Center Exterior Lighting Install exterior lighting at the front of building, along the roadways

and at the parking areas serving the Norton Center to improve

security and provide better access to parking at night.

128,473

Subtotal Chanate & Health Services 165,252

LG & Juvenile Detention Facilities

113126 LG New VMCH/RCC Project is complete. Funds will be transferred to VMCH Phase 3. 357,780

113241 ADA Projects (Prob/Title IV) Continuing construction projects under all priorities at LG:

Accessible routes into buildings, signage and public counters; and

restrooms.

115,510

113308 Juvenile Justice Center - General Fund Project is complete. Part of remaining funds to be used for

warranty follow-up. Rest of remaining funds to be transferred to

other projects.

2,747,122

113431 Juvenile Justice Center - Tobacco Project is complete. Remaining funds to be transferred. 3,422

113498 Valley of the Moon Children's Home Phase III Phase III will construct space for Admissions, Children Services,

Health Services, Visiting and Redwood Children's Center.

12,235,192

113506 Los Guilucos Long Range Plan Update the long range planning for the Los Guilucos complex

including site organization, determination of appropriate programs

and uses of the site, and the disposition and/or use of existing

buildings.

37,972

Sub-total LG & Juv Det Facilities 15,496,998

145078 Veterans Buildings ADA Projects are complete. 14,373

145086 Vets Buildings Improvements Projects to make improvements at veterans/community center

buildings. Current projects include design HVAC for Guerneville

Vets Bldg. New project to remodel Cotati Vets Janitor Closet

($80,000) to reconfigure layout to bring up to current standards.

Includes new sink, water heater, relocate P.G.&E. meter & haz

mat abatement.

156,693

Sub-total Vets Bldgs 171,066

Other Facilities Projects

109371 ADA Projects Continue the removal of access barriers identified in the 1992 ADA

Transition Plan and in 2004 Detention Facilities ADA Study. Part

of funding will be used to update the Transition Plan for general

government facilities. New funding is 25% of total General Fund

improvements in compliance with Board policy.

1,003,478

150060 Animal Shelter Expansion Remaining funds to be used to select an animal shelter architect and

prepare a needs assessment of the existing shelter. Additional

funding may be required for planning, design and/or construction

depending on the findings of the needs assessment.

58,030

Veterans' Memorial/Community Svc Bldgs


County of Sonoma




150219 Sonoma Valley SO Substation Project is complete. Remaining funds to be used for warranty

follow-up as required.

49,275

150318 Ag Warehouse Using accumulated funds for rebudgeted one-time costs associated

with the Ag Comm/UC Co-op Ext. Lease/Move project. Funds

from this project are being transferred back to the operating budget

to partially defray increased expenditures associated with rent

payments.

58,781

150342 HSD/DAFSU Relocation Project has been abandoned. 1,414

150433 AgComm/UC Co-Op Ext. Lease/Move The project is complete. Remaining funds to be used for close out

and warranty follow-up if needed, and to complete a security

upgrade.

13,256

150540 SCERA Remodel Assist Sonoma County Employees' Retirement Association with the

management of remodeling the tenant spaces at the SCERA

building.

5,680

150649 Sonoma Mountain Generator Complete the installation and start up for the emergency power

generator at Sonoma Mountain.

32,676

150656 Guerneville Library ADA Improvements Upgrade parking, path of travel, restrooms and drinking fountain to

bring them into compliance with the ADA. Work is partially

funded by Community Development Block Grant.

207,516

150722 Human Services Improvement Projects Various improvements at Human Services facilities including

emergency generator for leased computer center, improvements for

Medi-Cal call center and ADA and ergonomic improvements.

228,456

150730 Human Services Adults Move Relocation and one-time costs associated with the relocation of

Adult and Aging and other related Human Services Divisions to

new leased space.

319,856

Subtotal Other Facility Projects 1,978,418

G. S. Total Improvement Projects 24,649,506

General Services Total Projects 31,752,842

Info Sys (Telecommunications) Projects

150094 Communications Sites Obtain/Develop Lease/develop additional sites to improve public safety radio

coverage as well as other related projects as required. Current

priority is development of a site at Sears Point to improve public

safety radio coverage in the South County.

104,665

150276 Mobile Data Terminal Systems Add additional channels and radios at existing sites to handle

increased data throughput requirements, including other related

projects as required.

169,011

Subtotal Info Systems Projects 273,676

ISD Total Projects 1,287,206

Operating Transfers In/Out 300,695

General Government Total 33,340,743


County of Sonoma




SPECIAL ASSESSMENT DISTRICTS

180505 Canon Manor West Special assessment district for water, sewer and road improvements

in Canon Manor, an area east of Rohnert Park.

10,000

180612 Monte Rio Wastewater Construct Monte Rio Community Wastewater Project-CSA #41. 6,574,265

Special Assessment Districts Total 6,584,265

REGIONAL PARKS

140020 Matanzas Lake Park 25,000

140053 Helen Putnam Park Addition of new trail and 40 acres. 52,005

140079 Maxwell Farms Park Renovation of field areas and irrigation systems. 92,647

140095 EA Hood Mountain Development of additional park expansion including trails, parking,

new park access road and other visitor serving facilities.

345,416

140111 Sea Ranch Trail Work Repair and/or restore trails that have eroded. 14,016

140137 Doran Park ADA renovations to restrooms and picnic area. 3,703

140236 Stillwater Cove Park Completion of bridge and trail project. 171

140285 Ragle Park Dog park. 4,010

140376 West County Trail Construction of Phase bridge to connect West County Trail to

Prince Memorial Greenway.

77,488

140392 Shiloh Park Completion of bridge and trail project. 460

140434 Crane Creek Park Construction of creek crossing. 8,122

140442 Foothill Park Development of picnic area restroom and well. 4,008

140475 Sonoma Shellville Trail Planning & CEQA for new bike trail. 73,150

140541 Santa Rosa Creek Trail Planning & engineering design for new bike trail. 181,625

140616 Gualala Park Gualala Park sewer repair. 0

140632 Birdwalk Coastal Access Construction of trail and bridge. 306,955

140657 Steelhead Beach Construction of permanent restroom for park. 483,618

140665 Cloverdale Regional Park Interpretive signs on trail and road access improvements. 94,623

140681 Sonoma Valley Park Construction of new trails. 124

140707 EA Tolay Lake Regional Park Development of new regional park. 577,584

140715 EA Schopflin Fields Development of additional ball fields. 779,304

140723 No. Sonoma Mountain Park Completion of development of trail. 2,042

140756 Bodega Community Park Development of new park and trail. 30,167

140772 EA Guerneville River Park Development of new river access park. 114,685

140780 Forestville River Access Completion of road access to parking lot and trailhead. 908

140806 Taylor Mountain Regional Park Development of new regional park with trails. 0

140830 Bodega Dredging Dredging of Bodega Harbor. 304,601

140822 Westside Wastewater Sewer system renovation. 3,938


County of Sonoma




140863 Bay Trail Bay Trail Project environmental document. 181,079

140871 EA Sunset Beach Park Development of new river access. 729,645

140889 EA Riverfront Park Completion of development of new regional park. 319,294

140897 Healdsburg Dam Planning and engineering for dam renovation and repair. 5,834

140905 Occidental / Salmon Creek Trail Development of new trail. -5,206

140921 Central Sonoma Valley Trail Planning for new bike trail. 246,203

140939 SLP Shady Oaks Picnic Area ADA improvements to park picnic area. 3,971

140947 EA Watson School Planning & CEQA for restoration of the historic school. 105,588

140954 Alder Park Acquisition of state property for development of a park. 96

140962 EA Bodega Bay Bike and Ped Trail Planning & CEQA for a regional bike & pedestrian trail. 432,229

140970 Russian River Access Sites Planning for identifying future river access sites. 9,807

140988 Storm Damage Projects Repair storm damage from 05-06 Flood. 2,418,224

140996 Bodega Bay SFC ADA Bodega Bay SFC ADA improvements. 10,000

Regional Parks Total 8,037,134

Total Repair & Replacement Projects 8,116,866

Total Improvement Projects 39,544,581

Grand Total All Capital Projects 47,661,447


County of Sonoma


SHORT TERM DEBT OBLIGATIONS

County of Sonoma

FY 2007 - 2008 Budget Debt

The County General Fund experiences cash flow shortages during the year. While expenditures occur somewhat consistently throughout the Fiscal Year (FY), property taxes are collected primarily in December and April. Sonoma County has issued tax and revenue anticipation notes in recent years to meet cash requirements for General Fund operations. Tax and revenue anticipation notes for FY 2007-08 will total approximately $100,000,000. The notes will bear a true interest cost of approximately 3.5 percent and are expected to mature around October 15, 2008. Principal and interest payments are funded by unrestricted revenues of the county. The following chart shows tax and revenue anticipation notes issued from FY 2003-04 through FY 2006-07, and the estimated amount for FY 2007-08.

Tax and Revenue Anticipation Notes

$30

$40

$50

$60

$70

$80

$90

$100

$110

2003-04 2004-05 2005-06 2006-07 2007-08

283

LONG TERM DEBT OBLIGATIONS

County of Sonoma

FY 2007 - 2008 Budget Debt

Sonoma County’s long term debt obligations, excluding enterprise and special district funds, are summarized below. Long Term Debt (as of June 30, 2007): Certificates of Participation $ 34,130,000 Bonds, Leases and Notes Payable 300,295,788 Accrued Vacation and Sick Leave 30,274,409 $ 364,700,197

Certificates of Participation: $34,130,000 2003 Certificates - $20,905,000A total of $24,255,000 was issued to: 1) refinance the 1993 certificates of participation originally issued for the main adult detention facility (jail) expansion project, 2) finance the acquisition and improvement of an emergency homeless shelter, and 3) finance the acquisition and construction of two courtrooms and administrative office space for the county’s Juvenile Justice Center. Interest rates range from 2.00 percent to 4.00 percent. 2003 certificates fully mature in 2017. Principal and interest payments are financed by legally available funds of the county. 2002 Certificates - $9,790,000A total of $14,065,000 was issued to refinance 1992 certificates, which was issued to refinance 1987 certificates, originally issued for the acquisition, construction, and installation of the main adult detention facility (jail) and a central mechanical plant. Interest rates range from 4.00 percent to 5.00 percent. 2002 certificates fully mature in 2012. Principal and interest payments are financed by legally available funds of the county and are fully collateralized by the facilities. 1991 Certificates - $3,435,000A total of $8,985,000 was issued for the acquisition of and improvements to the La Plaza office complex. Interest rates range from 1.00 percent to 12.00 percent. 1991 certificates fully mature in 2011. Principal and interest payments are financed by legally available funds of the county.

Bonds, Leases and Notes Payable: $300,295,788 2003 bonds totaling $231,200,000 were issued by Sonoma County to finance unfunded pension benefit obligations and for future retirement benefits related to retirement program enhancements. Interest rates range from 1.55 percent to 5.12 percent. The bonds fully mature in 2023. Payments are financed by legally available funds of the county. Annual debt service payments are required to be deposited one year in advance with the trustee. Outstanding debt as of June 30, 2007 totals $224,025,000. 1993 bonds totaling $97,400,000 were issued by Sonoma County to finance its unfunded pension benefit obligation and to prepay its 1994 pension contribution to the Retirement Association. Interest rates range from 4.70 percent to 6.625 percent. The bonds fully mature in 2013. Payments are financed by legally available funds of the county. Annual debt service payments are deposited one year in advance with the trustee. Outstanding debt as of June 30, 2007 totals $62,900,000.

284

1986 bonds totaling $3,165,000 and a 2001 note for $500,000 were issued by the Housing Authority to provide redevelopment activities in the Roseland and Sonoma Valley areas. The interest rates are 7.90 and 5.68 percent respectively. Annual principal and interest payments are due until the bonds mature in 2014 and the note matures in 2010. Payments are financed by legally available funds of the county, pledged tax revenues, and other revenues recorded by the Housing Authority. Outstanding debt as of June 30, 2007 totals $1,890,000. Notes payable in the amount of $1,170,000 were issued by the Community Development Commission to assist in operating a local housing program administered by the Burbank Housing Development. Outstanding debt as of June 30, 2007 totals $960,000. Special Assessment outstanding debt, as of June 30, 2007, totals $8,071,576. Under the Improvement Bond Act of 1915, facilities and improvements authorized by the Act are constructed by special assessment districts and financed by bond issues. Principal and interest payments are funded by assessments against the property parcels benefiting from the projects. Failure to pay assessments results in foreclosure and sale of the property involved. The county is obligated to the extent that proceeds from foreclosure are not sufficient to retire the debt. The present value of future minimum lease payments under building and equipment capital leases, as of June 30, 2007, totals $2,449,212.

Annual Expenditures

Long Term Debt

Maturity

Date

Actual

2003-04

Actual

2004-05

Actual

2005-06

Actual

2006-07

Projected

2007-08

Certificates of Participation:

2003(A) 1993 Refinance

11/2017 0 1,451,248 1,649,590

1,841,840 1,840,265

2003(B) Juvenile Just Center

11/2017 0 255,561 479,288

477,738 481,038

2002 Detention Refinance

11/2012 1,003,950 1,921,125 1,911,500

1,904,000 1,913,000

1994 No County Detention

06/2005 422,194 426,768 0

0 0

1993 Detention Expansion

11/2017 1,232,435 0 0

0 0

1991 La Plaza Building

10/2011 719,518 723,560 719,970

723,650 719,669

3,378,097 4,778,262 4,760,348

4,947,228 4,953,972

Bonds, Leases & Notes:

2003 Pension Obligation

12/2022 10,631,918 12,318,699 12,967,445

13,641,503 14,347,803

1993 Pension Obligation

06/2013 9,622,381 10,093,075 10,584,744

11,097,750 11,642,125

1986/01 Redevelopment

08/2014 387,123 314,133 384,915

379,830 378,756

Special Assessments

Varies 1,769,448 1,595,415 927,584

1,095,436 1,484,096

Capital Leases

Varies 1,275,884 1,135,303 1,052,627

860,202 727,272

23,686,754 25,456,625 25,917,315

27,074,721 28,580,052

Total Expenditures

27,064,851 30,234,887 30,677,663

32,021,949 33,534,024

County of Sonoma

FY 2007 - 2008 Budget Debt 285

Vacation and Sick Leave: $30,274,409 Vacation pay, which may be generally accumulated up to six weeks, is payable upon termination. Sick leave may be accumulated without limitation. The monetary equivalent of 25 percent of all unused sick leave is vested and payable to employees who separate from the county for reasons other than disability. Vacation and sick leave expected to be paid in the ensuing year is accrued in the governmental fund types, and the remainder is recorded in the General Long Term Debt Account Group. An annual budget is not required for these entries.

DEBT POLICIES Debt is incurred for the purpose of spreading capital project costs to the years in which the improvement will benefit. Debt is also incurred to reduce future costs such as refinancing (pension obligation bonds, general obligation bonds, certificates of participation) at lower rates. Sonoma County will not exceed its legal maximum debt amount. This amount is calculated annually based on 2% of the county’s total assessed valuation. As shown in the following chart, Sonoma County currently utilizes approximately 2% of this legal margin, leaving a 98% debt margin.

CREDIT RATING The County of Sonoma rated debt ranges from an A1 to AAA insured under the Moody’s rating system and an A+ to a AAA (long term), and an SP1+ (short term) insured under the Standard and Poor’s rating system.

County of Sonoma

FY 2007 - 2008 Budget Debt 286

Assessed Valuations:

Assessed Value 67,520,360,219$

Debt limitation – 2 percent of total assessed value 1,350,407,204$

Debt applicable to limitation – 1915 ActMunicipal Bonds

County Debt – Special assessment bonds 8,071,576 Sonoma Valley County Sanitation Distric 1,640,000

Non-County DebtCity of Rohnert Park 190,000 City of Cotati 100,000 City of Healdsburg 1,315,000 Occidental Community Services Distric 1,108,400 Forestville County Water District 1,637,500 Russian River County Water District 3,380,200 Windsor County Water District 14,000 Town of Windsor 5,135,000

Total Debt applicable to limit 22,591,676$

Legal debt margin 1,327,815,528$

Legal Debt Margin

June 30, 2007

Computation of Legal Debt Margin

Existing Debt

2%

Available Debt

Margin

98%

County of SonomaFY 2007 - 2008 Debt287

STATE FINANCIAL SCHEDULES

County of Sonoma

FY 2007 - 2008 Budget 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: Summary of County Budget (Schedule 1) Analysis of Fund Balance (Schedule 2) Detail of Reserves (Schedule 3) Estimated Additional Financing Sources (Schedule 4) Analysis of Financing Sources by Fund ((Schedule 5) Analysis of Property Taxes (Schedule 6) Summary of Financing Requirements (Schedule 7, 8 & 8A) Summary of Non-Enterprise Special Districts (Schedule 13) Analysis of Non-Enterprise Special Districts Fund Balance (Schedule 14) Detail of Non-Enterprise Special Districts Reserves/designations (Schedule 15) 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: Budget Unit Financing Used Detail (Schedule 9) Internal Service Fund Operational Statement (Schedule 10) Enterprise Fund Operational Statement (Schedule 11) Special Districts under the Board of Supervisors’ Budget Detail (Schedule 16) Fixed 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.

289

http://www.sonoma-county.org/auditor

COUNTY OF SONOMASTATE OF CALIFORNIA

SUMMARY OF COUNTY BUDGETSCHEDULE 1

FISCAL YEAR 2007-08

ESTIMATED AVAILABLE FINANCING FINANCING REQUIREMENTS

Cancellation Fund Balance Prior Year Estimated Prov for Unreserved/ Reserves/ Additional Total Estimated Reserves/ Total

Undesignated Designations Financing Available Financing Designations FinancingCounty Funds June 30,2007 2006-07 Sources Financing Uses (new or icr) Requirements

(1) (2) (3) (4) (5) (6) (7) (8)

10-010-XXX General 0 37,097,499 398,175,730 435,273,229 431,607,332 3,665,897 435,273,22910-020-XXX General Reserve 0 2,006,437 2,006,437 2,006,437 2,006,43710-065-XXX ACO Funds 0 605,452 1,293,415 1,898,867 1,750,122 148,745 1,898,867

10 GENERAL FUND 0 37,702,951 401,475,582 439,178,533 433,357,454 5,821,079 439,178,533

11-110-XXX Advertising 0 1,154,917 5,723,218 6,878,135 6,861,322 16,813 6,878,13511-140-XXX Fish/Wildlife 0 18,417 57,500 75,917 75,917 75,91711-160-XXX Road 0 4,587,250 50,440,452 55,027,702 52,204,774 2,822,928 55,027,70211-190-XXX Tobacco Tax 0 215,189 215,189 215,189 215,18911-300-XXX Mandated 0 12,548,515 24,646,685 37,195,200 33,648,268 3,546,932 37,195,20011-580-XXX Human Svcs-Realign 0 17,374,415 17,374,415 17,374,415 17,374,41511-590-XXX Human Services Dept 0 129,035,532 129,035,532 128,589,308 446,224 129,035,53211-600-XXX DCSS-Child Support Enf 0 16,503,228 16,503,228 16,503,228 16,503,22811-610-XXX Dept of Health Services 0 59,903,000 59,903,000 59,625,796 277,204 59,903,00011-640-XXX Health-Realign 0 2,731,909 29,683,006 32,414,915 32,414,915 32,414,91511-650-XXX Mental Health-Realign 0 2,231,177 16,547,216 18,778,393 18,778,393 18,778,39311-660-XXX Mental Health Svcs Act 0 9,703,592 9,703,592 9,580,169 123,423 9,703,592

11 SPECIAL REVENUE 0 23,272,185 359,833,033 383,105,218 375,871,694 7,233,524 383,105,218

12 CAPITAL PROJECTS 0 11,849,941 27,960,845 39,810,786 39,810,786 0 39,810,786

13 DEBT SERVICE 0 0 4,245,887 4,245,887 4,172,937 72,950 4,245,887

Subtotal 0 72,825,077 793,515,347 866,340,424 853,212,871 13,127,553 866,340,424

XX TRANSFERS* 0 0 (86,908,125) (86,908,125) (86,908,125) 0 (86,908,125)

TOTAL 0 72,825,077 706,607,222 779,432,299 766,304,746 13,127,553 779,432,299

APPROPRIATION LIMIT 480,133,170

APPROPRIATION SUBJECT TO THE LIMITATION 244,369,753

*Transfers within a fund totalling $19,824,961 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 SonomaFY 2007 - 2008 Budget State Financial Schedule290


ANALYSIS OF FUND BALANCE UNRESERVED/UNDESIGNATEDSCHEDULE 2

AS OF JUNE 30, 2007

FUND BALANCE-RESERVED/DESIGNATEDJUNE 30, 2007

RESERVES

FundBalance

Fund Balance Unreserved/Per Auditor General and Undesignated

as of Other June 30,County Funds June 30, 2007 Encumbrances Reserves Designated 2007

(1) (2) (3) (4) (5) (6)

10-010-XXX General 96,758,573 4,136,462 33,656,072 58,966,039 010-020-XXX General Reserve 18,564,785 18,564,785 010-065-XXX ACO Funds 4,337,277 247,301 4,089,976 0

10 GENERAL FUND 119,660,635 4,383,763 52,220,857 63,056,015 0

11-110-XXX Advertising 2,486,924 659,260 15,000 1,812,664 011-140-XXX Fish/Wildlife 184,348 184,348 011-160-XXX Road 12,555,841 1,486,447 696,473 10,372,921 011-300-XXX Mandated 92,205,469 1,104,857 91,100,612 011-600-XXX DCSS-Child Support Enf 175,015 23,349 151,666 011-610-XXX Dept of Health Services 66,833 277,203 (210,370) 011-640-XXX Health-Realign 8,390,109 8,390,109 011-650-XXX Mental Health-Realign 3,373,068 3,373,068 011-660-XXX Mental Health Svcs Act 821,373 821,373 0

11 SPECIAL REVENUE 120,258,980 3,551,116 711,473 115,996,391 0

12 CAPITAL PROJECTS 26,524,140 9,775,114 0 16,749,026 0

13 DEBT SERVICE 2,933,655 0 2,933,655 0 0

TOTAL 269,377,410 17,709,993 55,865,985 195,801,432 0

County of SonomaFY 2007 - 2008 Budget State Financial Schedules291

STATE OF CALIFORNIADETAIL OF RESERVES/DESIGNATIONS*

(WITH SUPPLEMENTAL DATA AFFECTING RESERVE/DESIGNATION BALANCES)SCHEDULE 3

FISCAL YEAR 2007-08

Amount Made Available for Increase or New Res/DesigReserves/ Financing by Cancellation To Be Provided in Budget Yr Total

Designations Reserves/Description Balance Adopted Adopted Designations

(Identify Reserves as of Bd of Sups Bd of Sups forand Designations) June 30,2007 Recommended 2007-08 Recommended 2007-08 Budget Year

(1) (2) (3) (4) (5) (6) (7)

GENERAL FUND RESERVES10-010-000 Inventory 305,659 305,65910-010-000 L/T Receivables 3,920,327 66,000 66,000 3,854,32710-010-000 Retirement Deposits 27,654,774 531,765 1,947,152 29,601,92610-010-000 Human Services Pre-pays 1,772,412 1,772,412 010-010-370 P.W.-Dist Form-L/T Receivables 2,900 2,900

GENERAL FUND DESIGNATIONS10-010-000 Retirement Designations 1,415,387 1,415,387 010-010-000 State Mandate Designations 0 948,767 948,76710-010-000 JMS System Designations 0 500,000 500,00010-010-000 Econ Uncert-Human Services 115,084 115,08410-010-000 Econ Uncert-CMSP 397,265 397,26510-010-000 Econ Uncert-State Audit 39,978 39,97810-010-000 Econ Uncert-Public Assistance 1,039,708 1,039,70810-010-000 Retirement Deposit VIR 1,000,000 1,000,00010-010-000 OPEB 3,000,000 3,000,00010-010-000 Sick/Vacation Leave 648,395 648,39510-010-000 Supplemental Tax Processing 5,394,952 99,000 5,295,95210-010-000 Road Maintenance 500,000 500,00010-010-000 Child Suport Penalty 1,200,000 1,200,00010-010-000 Designations 30,157,230 24,941,047 30,157,230 010-010-070 IS Replacement-A 5,196,206 678,488 1,197,466 3,998,74010-010-071 IS Replacement-B 396,733 28,973 79,629 476,36210-010-072 Technology Investment Fund 5,676,618 971,786 1,460,389 4,216,22910-010-110 County Center Parking 204,413 35,703 35,703 168,71010-010-251 ARM-Mitigation 118,485 4,100 4,100 122,58510-010-320 Parks-Equip Replace 157,727 31,609 31,609 189,33610-010-321 Partnerships for Youth 73,370 30,594 30,594 42,77610-010-370 P.W.-District Formation 135,450 10,300 10,300 125,15010-010-371 P.W.-Water Systems 650,822 100,802 77,192 550,02010-010-400 Sheriff-Radio Replacement 198,862 154,640 154,640 353,50210-010-401 Sheriff-Revenue Tracking 752,216 752,216 752,216 010-010-440 Probation Camp/SAC 497,138 497,138

Total General 92,622,111 27,486,134 37,097,499 828,279 3,665,897 59,190,509

GENERAL RESERVE10-020-000 General Reserve 18,564,785 2,006,437 20,571,222

ACO FUNDS10-065-100 Fleet ACO 2,993,097 510,000 510,000 2,483,09710-065-200 Reprographics ACO 85,126 25,104 25,104 110,23010-065-400 Communications ACO 141,023 59,168 59,168 200,19110-065-500 Facilities ACO 482,289 64,473 64,473 546,76210-065-600 Records ACO 388,441 95,452 95,452 292,989

Total ACO Funds 4,089,976 605,452 605,452 148,745 148,745 3,633,269

10 GENERAL FUND 115,276,872 28,091,586 37,702,951 977,024 5,821,079 83,395,000

County of SonomaFY 2007 - 2008 Financial Schedules292



FISCAL YEAR 2007-08




(1) (2) (3) (4) (5) (4) (7)

ADVERTISING11-110-000 Designations 1,410,691 1,154,917 150,221 255,77411-110-000 L/T Receivables 15,000 15,00011-110-000 Economic Uncertainties 251,998 26,244 16,813 268,81111-110-000 Econ Uncert-Parks O&M 149,975 149,975

Total Advertising 1,827,664 0 1,154,917 176,465 16,813 689,560

FISH/WILDLIFE11-140-000 Designations 177,024 15,000 15,000 162,02411-140-100 Abalone Preservation 7,324 3,417 3,417 3,907

Total Fish/Wildlife 184,348 18,417 18,417 0 0 165,931

ROAD11-160-000 Designations 68,917 674,789 37,415 31,50211-160-020 Bridges (1,149,250) 148,665 1,149,250 011-160-030 Overlays/Road Improvements 1,049,168 384,982 1,049,168 011-160-040 Signals 846,967 1,019,066 846,967 011-160-050 Federal Projects (543,670) 188,350 576,814 33,14411-160-060 Maintenance Division (833,850) 511,361 833,850 011-160-060 Maint Division-Inventory 696,473 696,47311-160-403 Sonoma Vly Dev Fee 695,635 358,000 261,929 957,56411-160-404 Moorland Ave Dev Fee 2,324 1,085 1,085 3,40911-160-409 Countywide Developer Fees 10,236,680 2,541,000 2,653,700 7,582,980

Total Road Funds 11,069,394 5,468,213 4,587,250 359,085 2,822,928 9,305,072

MANDATED11-300-100 Tidelands Leases 709,139 21,028 21,028 730,16711-300-210 Assessor-Prop Characteristics 394,179 52,591 52,591 446,77011-300-211 Assessor-Prop Tax Admin 232,787 136,730 225,714 7,07311-300-240 Recorder-Modernization 6,443,207 380,474 340,709 6,783,91611-300-241 Recorder-Micrographics 853,009 53,819 53,819 799,19011-300-242 Clerk/Recorder VRIP 355,880 32,101 22,343 323,77911-300-250 Survey-Monument Preservation 881,037 27,850 27,850 853,18711-300-320 Reg Parks Restricted Fund 196,884 85,801 85,801 282,68511-300-321 Sonoma/Gualala Park Mit 265,314 21,974 88,026 243,34011-300-322 Clov/Healds Park Mit 131,765 68,835 92,835 224,60011-300-323 Russ Riv/Seb Park Mit 213,169 90,773 38,773 174,39611-300-324 Santa Rosa Park Mit 230,049 13,499 127,281 216,55011-300-325 RP-Cot/Pet Park Mit 309,161 68,928 168,928 140,23311-300-326 Sonoma Vly Park Mit 130,152 12,097 2,097 132,24911-300-327 Lark-Wik Spec Plan Park Mit 286,008 174,967 174,967 111,04111-300-400 Sheriff-AB1109 Fees 272,829 9,663 9,663 263,16611-300-401 Sheriff-AB709 Fees 87,962 1,000 6,000 86,96211-300-402 Sheriff-Fed Forfeiture-DOJ 452,938 156,000 156,000 296,93811-300-403 Sheriff-Fed Forfeiture-US Treas 4,946 4,94611-300-404 Sheriff-DMV ID Fee 1,068,158 603,529 1,068,158 011-300-405 Asset Forfeiture Fund 394,806 394,80611-300-410 Detention-Jail Industries 324,236 46,900 46,900 277,33611-300-421 D.A.-Auto Insurance Fraud 158,730 6,000 6,000 152,730




FISCAL YEAR 2007-08




(1) (2) (3) (4) (5) (4) (7)

MANDATED (cont)11-300-422 D.A.-Consumer Protection 743,756 25,525 36,071 707,68511-300-423 D.A.-SCATT 32,151 32,15111-300-460 Courthouse Construction 1,315,952 107,794 107,794 1,423,74611-300-461 Criminal Justice Construction 4,626,333 707,612 707,612 3,918,72111-300-463 Penalty Assessment 10,937 10,93711-300-490 County SLESF 5,022 3,117 238 1,90511-300-512 Alternate Dispute Resolution 47,665 9,867 9,867 57,53211-300-594 Dependent Child Fund 73,049 73,04911-300-601 DCSS-Revenue Fund 408,468 394,639 394,639 13,82911-300-610 AODS-Memorial Fund 21,822 21,444 21,822 011-300-650 MH-Interim Fund 38,166 39,589 38,166 011-300-679 AODS-OTP 0 7,200 7,20011-300-680 P&P-C&FC-Dedicated Fund 25,109,416 2,726,835 2,726,835 27,836,25111-300-681 P&P-Children & Families First 2,470,646 976,244 1,393,998 1,076,64811-300-682 PH-EMS Fund 1,031 1,031 011-300-684 P&P-Child Safety Seats 11,305 6,078 11,305 011-300-685 AODS-Residential Tox & Detox 61,038 13,165 61,038 011-300-686 AODS-Alcohol Abuse Educ/Prev 32,627 17,100 32,627 011-300-687 AODS-Drug Abuse Educ/Prev 1,445 80 1,445 011-300-689 AODS-DUI Program 132,070 47,273 132,070 011-300-691 AODS-Assmnt Fees (AB 1916) 210 210 210 011-300-692 AODS-SACPA 253,929 16,426 253,929 011-300-693 PH-Vital Statistics Fund 157,688 157,68811-300-694 MH-AB 2034 Adult Homeless 201,245 185,895 185,895 15,35011-300-696 Admin-MAA/TCM Audit Reserve 1,379,939 86,513 86,513 1,466,45211-300-697 PH-Bioterrorism Program 338,205 17,461 4,995 343,20011-300-699 Childrens Fund 46,524 46,52411-300-700 An Reg-Public Educ Fund 102,757 30,301 30,301 72,45611-300-700 An Reg-Public Educ-Equipment 26,001 8,667 8,667 34,66811-300-701 W & M Transaction Verification 30,443 2,212 2,493 27,95011-300-770 Securitization/Endowment A 39,024,427 7,195,400 31,829,027

Total Mandated Funds 91,100,612 3,858,952 12,548,515 3,821,851 3,546,932 82,099,029

HUMAN SERVICES DEPARTMENT11-590-100 Human Services Department 0 446,224 446,224 (1)

DCSS-CHILD SUPPORT ENFORCE11-600-020 DCSS-Child Support Enforcement 151,666 151,666

DEPT OF HEALTH SERVICES11-610-100 Dept of Health Services (210,370) 277,204 66,834

HEALTH REALIGN11-640-710 Health Realign-Operating 8,221,425 2,348,537 2,563,225 5,658,20011-640-740 Health Realign-Managed Care 168,684 229,109 168,684 0

Total Health Realign 8,390,109 2,577,646 2,731,909 0 0 5,658,200

(1) The amount shown here is being set aside to pay for prior year encumbrance obligations transferred to the new Human Services Special Revenue fund. It is anticipated that this balance will be eliminated by the end of FY 07-08 as the encumbrances are expended.




FISCAL YEAR 2007-08




(1) (2) (3) (4) (5) (4) (7)

MENTAL HEALTH REALIGN11-650-810 MH Realign-Operating 2,673,200 1,531,309 1,531,309 1,141,89111-650-830 MH Realign-Audit Reserve 27,868 27,868 27,868 011-650-850 MH Realign-MC 672,000 672,000 672,000 0

Total Mental Health Realign 3,373,068 2,231,177 2,231,177 0 0 1,141,891

MENTAL HEALTH SVCS ACT11-660-410 MHSA-Planning 0 89,783 011-660-420 MHSA-CSS 821,373 596,907 123,423 944,796

Total Mental Health Svcs Act 821,373 686,690 0 0 123,423 944,796

11 SPECIAL REVENUE 116,707,864 14,841,095 23,272,185 4,357,401 7,233,524 100,669,203

12 CAPITAL PROJECTS 16,749,026 20,805,076 11,849,941 0 0 4,899,085

13 DEBT SERVICE 2,933,655 0 0 72,950 72,950 3,006,605

TOTAL 251,667,417 63,737,757 72,825,077 5,407,375 13,127,553 191,969,893

*General Reserves - Reserves usually established during the Budget process primarily to provide for dry period funding.

*Other Reserves - Reserves established to offset legal contingencies or those Balance Sheet assets which are not available to meet expenditure requirements during the year.

*Designations - Restrictions established to indicate tentative plans for future financial resource utilizations.

*Encumbrances are excluded.



(ESTIMATED, ADDITIONAL FINANCING SOURCES)SCHEDULE 4

FISCAL YEAR 2007-08

AdoptedActual Actual Recommended Bd of Sups

Description 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

SUMMARIZATION BY CHARACTER:

10 TAXES

Property Taxes-CY Secured 147,456,375 164,197,414 174,237,890 176,320,218Property Taxes-CY Supplemental 11,370,668 8,884,021 4,275,000 4,275,000Property Taxes-CY Unsecured 5,129,287 5,434,765 5,000,000 5,000,000Property Taxes-PY Secured (30,737) (349,142) 0 0Property Taxes-PY Supplemental (30,901) (15,652) 0 0Property Taxes-PY Unsecured 118,708 138,444 100,000 100,000Penalties/Costs on Taxes 332 118 0 0In Lieu Local Sales/Use Taxes 2,937,564 3,724,526 4,301,142 4,301,142Sales/Use Taxes 9,990,645 11,461,678 11,649,968 11,649,968Other Taxes 14,131,987 12,697,667 10,883,916 10,933,916

191,073,928 206,173,839 210,447,916 212,580,244

13 LICENSES/PERMITS/FRANCHISES 16,616,722 17,477,405 19,402,044 19,402,044

15 FINES/FORFEITURES/PENALTIES 10,508,026 11,294,784 10,664,660 11,501,051

17 USE OF MONEY/PROPERTY 17,935,652 21,045,493 14,809,225 15,864,263

20 INTERGOVERNMENTAL REVENUES

Intergovernmental-State 249,281,699 262,586,066 283,009,075 284,773,556Intergovernmental-Federal 57,179,989 63,880,048 63,500,830 66,343,345Intergovernmental-Other 16,510,307 19,235,649 20,657,125 21,428,434

322,971,995 345,701,763 367,167,030 372,545,335

30 CHARGES FOR SERVICES 86,070,501 84,147,836 53,713,324 58,530,110

40 MISCELLANEOUS REVENUES 24,427,295 12,141,010 13,052,816 16,046,658

46 OTHER FINANCING SOURCES* 119,542 30,338 7,833,533 137,517

TOTALS BY CHARACTER 669,723,661 698,012,468 697,090,548 706,607,222

*Excludes 2005-06 Actual transfers totalling $95,926,632, 2006-07 Actual transfers totalling $72,258,749, 2007-08 Recommended transfers totalling $91,979,858, and 2007-08 Adopted transfers totalling $106,733,086.



(ESTIMATED, ADDITIONAL FINANCING SOURCES)SCHEDULE 4

FISCAL YEAR 2007-08


Description 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

SUMMARIZATION BY FUND:

10-010-XXX General 471,392,904 494,493,939 390,670,292 398,175,73010-020-XXX General Reserve 9,696,139 3,521,770 0 2,006,43710-065-XXX ACO Funds 1,322,670 1,117,727 1,293,415 1,293,415

10 GENERAL FUND 482,411,713 499,133,436 391,963,707 401,475,582

11-110-XXX Advertising 4,969,144 5,916,310 5,723,218 5,723,21811-140-XXX Fish/Wildlife 75,363 62,674 57,500 57,50011-160-XXX Road 37,242,439 43,967,628 43,444,337 50,440,45211-190-XXX Tobacco Tax 640,210 645,640 215,189 215,18911-300-XXX Mandated 42,495,718 29,382,145 23,830,494 24,646,68511-580-XXX Human Svcs-Realign 19,149,455 20,004,922 17,374,415 17,374,41511-590-XXX Human Svcs Dept 0 0 128,201,272 129,035,53211-600-XXX DCSS-Child Support Enf 15,255,910 15,126,869 16,609,547 16,503,22811-610-XXX Dept of Health Services 48,083,997 50,399,047 57,905,287 59,903,00011-640-XXX Health-Realign 28,408,715 29,442,483 29,683,006 29,683,00611-650-XXX Mental Health-Realign 16,488,230 16,645,385 16,547,216 16,547,21611-660-XXX Mental Health Services Act 2,436,357 4,240,976 9,703,592 9,703,592

11 SPECIAL REVENUE 215,245,538 215,834,079 349,295,073 359,833,033

12 CAPITAL PROJECTS 28,106,623 12,675,219 26,555,676 27,960,845

13 DEBT SERVICE 21,523,284 29,585,074 4,245,887 4,245,887

Subtotal 747,287,158 757,227,808 772,060,343 793,515,347

XX TRANSFERS* (77,563,497) (59,215,340) (74,969,795) (86,908,125)

TOTALS BY FUND 669,723,661 698,012,468 697,090,548 706,607,222

*The following transfers within a fund have been eliminated from the above fund totals: 2005-06 Actuals - $18,363,135, 2006-07 Actuals - $13,043,409, 2007-08 Recommended - $17,010,063, and 2007-08 Adopted - $19,824,961. Transfers between funds are included within the above funds and eliminated here before consolidating General County totals.



ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND(FUND WITHIN OBJECT WITHIN CHARACTER)

SCHEDULE 5FISCAL YEAR 2007-08

AdoptedSource Classification Actual Actual Recommended Bd of Sups

(General Fund Unless Otherwise Indicated) 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

10 TAXES (Current Property)

100 PROPERTY TAXES-CY SECURED

10-010-XXX General 145,999,964 162,954,030 173,015,633 175,097,96112-XXX-XXX Capital Projects 481,935 1,487 0 013-XXX-XXX Debt Service 974,476 1,241,897 1,222,257 1,222,257

147,456,375 164,197,414 174,237,890 176,320,218

102 PROPERTY TAXES-CY SUPPLEMENTAL 11,370,668 8,884,021 4,275,000 4,275,000

104 PROPERTY TAXES-CY UNSECURED 5,129,287 5,434,765 5,000,000 5,000,000

TOTAL TAXES (Current Property) 163,956,330 178,516,200 183,512,890 185,595,218

10 TAXES (Other than Current Property)

106 PROPERTY TAXES-PY SECURED

10-010-XXX General (37,643) (356,766) 0 013-XXX-XXX Debt Service 6,906 7,624 0 0

(30,737) (349,142) 0 0

108 PROPERTY TAXES-PY SUPP (30,901) (15,652) 0 0

110 PROPERTY TAXES-PY UNSECURED 118,708 138,444 100,000 100,000

112 PENALTIES/COSTS ON TAXES 332 118 0 0

113 IN LIEU LOCAL SALES/USE TAX 2,937,564 3,724,526 4,301,142 4,301,142

114 SALES/USE TAXES 9,990,645 11,461,678 11,649,968 11,649,968

126 OTHER TAXES

10-010-XXX General 9,317,088 7,324,165 5,064,700 5,064,70011-110-XXX Advertising 4,654,899 5,373,502 5,306,216 5,306,21611-160-XXX Road 0 0 0 50,00012-XXX-XXX Capital Projects 160,000 0 513,000 513,000

14,131,987 12,697,667 10,883,916 10,933,916

TOTAL TAXES (Other then Current Property) 27,117,598 27,657,639 26,935,026 26,985,026

10 GRAND TOTAL TAXES 191,073,928 206,173,839 210,447,916 212,580,244







13 LICENSES/PERMITS/FRANCHISES

130 ANIMAL LICENSES 566,697 569,033 604,433 604,433

132 BUSINESS LICENSES

10-010-XXX General 15,585 17,425 17,700 17,70011-610-XXX Dept of Health Services 1,922,502 2,113,969 2,298,940 2,298,940

1,938,087 2,131,394 2,316,640 2,316,640

134 CONSTRUCTION PERMITS

10-010-XXX General 8,653,911 9,539,598 11,156,892 11,156,89211-160-XXX Road 13,461 0 0 011-300-XXX Mandated 1,133,511 753,837 1,086,720 1,086,72011-610-XXX Dept of Health Services 300,243 336,454 270,785 270,785

10,101,126 10,629,889 12,514,397 12,514,397

136 ROAD PRIVILEGES/PERMITS 80,001 53,730 36,554 36,554

140 FRANCHISES

10-010-XXX General 2,247,800 2,459,486 2,250,000 2,250,00011-610-XXX Dept of Health Services 117,238 129,590 129,590 129,590

2,365,038 2,589,076 2,379,590 2,379,590

146 OTHER LICENSES/PERMITS


1,565,773 1,504,283 1,550,430 1,550,430

13 TOTAL LICENSES/PERMITS/FRANCHISES 16,616,722 17,477,405 19,402,044 19,402,044







15 FINES/FORFEITURES/PENALTIES

150 VEHICLE CODE FINES

10-010-XXX General 40,870 48,578 32,072 32,07211-160-XXX Road 292,394 296,650 250,000 250,000

333,264 345,228 282,072 282,072

152 OTHER COURT FINES

10-010-XXX General 1,548,151 1,759,731 1,665,849 1,729,84911-140-XXX Fish/Wild Life 67,731 53,103 50,250 50,25011-160-XXX Road 11,398 11,098 20,000 20,00011-300-XXX Mandated 2,461,300 2,710,921 2,635,017 3,392,40811-610-XXX Dept of Health Services 244 244 244 15,244

4,088,824 4,535,097 4,371,360 5,207,751

160 FORFEITURES/PENALTIES

10-010-XXX General 2,648,925 2,746,343 2,557,723 2,557,72311-300-XXX Mandated 129,009 325,116 2,000 2,00012-XXX-XXX Capital Projects 0 0 100,000 100,000

2,777,934 3,071,459 2,659,723 2,659,723

169 PENALTIES/COSTS ON TAXES 3,308,004 3,343,000 3,351,505 3,351,505

15 TOTAL FINES/FORFEITURES/PENALTIES 10,508,026 11,294,784 10,664,660 11,501,051







17 USE OF MONEY/PROPERTY

170 INTEREST

10-010-XXX General 12,820,260 14,981,320 9,575,223 10,619,66110-065-XXX ACO Funds 121,214 181,583 135,942 135,94211-110-XXX Advertising 85,062 157,599 100,000 100,00011-140-XXX Fish/Wild Life 7,632 9,571 7,250 7,25011-160-XXX Road 513,160 680,898 585,025 585,02511-190-XXX Tobacco Tax 10,397 17,243 5,000 5,00011-300-XXX Mandated 1,769,431 2,477,393 2,421,546 2,432,14611-580-XXX Human Svcs-Realign 243,935 260,255 90,000 90,00011-590-XXX Human Services Dept 0 0 40,000 40,00011-600-XXX DCSS-Child Support Enf 56,107 43,579 0 011-610-XXX Dept of Health Services (459,743) (670,963) (98,000) (98,000)11-640-XXX Health-Realign 456,089 587,911 503,000 503,00011-650-XXX Mental Health-Realign 408,420 390,400 88,000 88,00011-660-XXX Mental Health Svcs Act 1,353 201,882 299,000 299,00012-XXX-XXX Capital Projects 168,898 119,399 10,000 10,00013-XXX-XXX Debt Service 878,277 604,360 32,000 32,000

17,080,492 20,042,430 13,793,986 14,849,024

180 RENTS/CONCESSIONS

10-010-XXX General 748,748 883,244 876,716 876,71611-300-XXX Mandated 106,412 119,819 138,523 138,523

855,160 1,003,063 1,015,239 1,015,239

17 TOTAL USE OF MONEY/PROPERTY 17,935,652 21,045,493 14,809,225 15,864,263

20 INTERGOVERNMENTAL REVENUES

202 ST-HIGHWAY USERS TAX

11-160-XXX Road 9,040,385 9,134,544 9,493,916 9,128,916

9,040,385 9,134,544 9,493,916 9,128,916

204 ST-MOTOR VEHICLE IN-LIEU 0 308,313 0 0

208 ST-OTHER IN-LIEU 411,159 442,335 400,000 400,000

210 ST-PUBLIC ASST ADMIN

10-010-XXX General 44,357,099 48,572,882 0 011-590-XXX Human Services Dept 0 0 51,749,232 51,837,57411-600-XXX DCSS-Child Support Enf 5,063,388 4,988,947 5,103,835 5,103,83511-610-XXX Dept of Health Services 807,941 829,935 884,302 884,302

50,228,428 54,391,764 57,737,369 57,825,711







20 INTERGOVERNMENTAL REVENUES (cont)

214 ST-PUBLIC ASST PROGRAMS

10-010-XXX General 26,847,100 27,324,856 0 011-300-XXX Mandated 1,146,000 1,208,476 1,250,000 1,250,00011-590-XXX Human Services Dept 0 0 28,745,760 28,745,76011-610-XXX Dept of Health Services 86,682 143,271 117,000 117,000

28,079,782 28,676,603 30,112,760 30,112,760

218 ST-HEALTH ADMINISTRATION

11-610-XXX Dept of Health Services 15,552 9,947 19,305 19,305

15,552 9,947 19,305 19,305

220 ST-CA CHILDREN SERVICES

11-610-XXX Dept of Health Services 2,900,231 2,800,630 3,454,805 3,454,805

2,900,231 2,800,630 3,454,805 3,454,805

224 ST-MENTAL HEALTH

11-610-XXX Dept of Health Services 6,301,381 6,479,660 6,493,583 6,625,367

6,301,381 6,479,660 6,493,583 6,625,367

226 ST-TUBERCULOSIS CONTROL

11-610-XXX Dept of Health Services 36,181 41,049 40,106 40,106

36,181 41,049 40,106 40,106

228 ST-HEALTH

10-010-XXX General 20,059 145,812 0 011-190-XXX Tobacco Tax 637,483 628,397 210,189 210,18911-300-XXX Mandated 374,308 404,475 361,250 361,25011-590-XXX Human Services Dept 0 0 172,560 172,56011-610-XXX Dept of Health Services 12,208,772 13,551,633 15,144,202 15,750,039

13,240,622 14,730,317 15,888,201 16,494,038

230 ST-AGRICULTURE 1,362,533 1,520,167 1,515,165 1,525,165

232 ST-CIVIL DEFENSE 213,569 107,213 103,898 103,898

234 ST-CONSTRUCTION

11-160-XXX Road 2,759,191 4,032,132 5,501,000 5,368,568

2,759,191 4,032,132 5,501,000 5,368,568








236 ST-CORRECTIONS

10-010-XXX General 8,919,542 9,679,582 10,155,070 10,295,66911-300-XXX Mandated 1,792,622 2,097,331 2,145,131 2,145,131

10,712,164 11,776,913 12,300,201 12,440,800

240 ST-DISASTER RELIEF

10-010-XXX General 1,668 169,995 18,000 18,00011-160-XXX Road 8,203 1,032,509 0 012-XXX-XXX Capital Projects 0 137,734 461,467 490,488

9,871 1,340,238 479,467 508,488

242 ST-VETERANS' AFFAIRS

10-010-XXX General 52,432 87,293 0 011-590-XXX Human Services Dept 0 0 61,500 61,500

52,432 87,293 61,500 61,500

244 ST-HOPTR 1,380,557 1,371,660 1,300,000 1,300,000

245 ST-REALIGNMENT-SALES TAX

11-580-XXX Human Svcs-Realign 18,091,527 18,911,944 16,543,215 16,543,21511-640-XXX Health-Realign 6,550,128 6,950,699 6,705,128 6,705,12811-650-XXX Mental Health-Realign 9,615,707 9,680,147 9,683,707 9,683,707

34,257,362 35,542,790 32,932,050 32,932,050

247 ST-PROP 172-PUBLIC SAFETY 38,386,023 38,786,026 41,250,000 40,180,000

249 ST-REALIGNMENT-VLF 25,181,957 25,817,541 26,493,100 26,493,100

250 ST-OTHER

10-010-XXX General 7,410,831 7,413,363 4,686,204 5,861,99211-160-XXX Road 0 0 0 323,40011-300-XXX Mandated 8,946,339 9,425,574 9,845,789 9,845,78911-590-XXX Human Services Dept 0 0 1,083,550 1,034,07411-600-XXX DCSS-Child Support Enf 289,943 409,632 437,564 331,24511-610-XXX Dept of Health Services 3,261,411 2,742,258 2,948,417 3,660,82511-660-XXX Mental Health Svcs Act 2,435,004 4,039,094 9,404,592 9,404,59212-XXX-XXX Capital Projects 2,368,791 1,159,010 9,026,533 9,297,062

24,712,319 25,188,931 37,432,649 39,758,979Total State Revenue 249,281,699 262,586,066 283,009,075 284,773,556








260 FED-PUBLIC ASST ADMIN

10-010-XXX General 16,786,881 15,772,603 0 011-590-XXX Human Services Dept 0 0 15,257,629 15,289,60311-610-XXX Dept of Health Services 6,243,367 6,705,805 11,312,674 10,943,73712-XXX-XXX Capital Projects 0 0 10,000 13,750

23,030,248 22,478,408 26,580,303 26,247,090

262 FED-PUBLIC ASST PROGRAM

10-010-XXX General 6,295,507 6,557,000 0 011-590-XXX Human Services Dept 0 0 7,172,590 7,172,59011-610-XXX Dept of Health Services 217,379 260,601 96,514 214,619

6,512,886 6,817,601 7,269,104 7,387,209

264 FED-HEALTH ADMIN

11-610-XXX Dept of Health Services (86) 0 0 0

(86) 0 0 0

266 FED-CONSTRUCTION

12-XXX-XXX Capital Projects 0 187,072 0 0

0 187,072 0 0

268 FED-DISASTER RELIEF

10-010-XXX General 0 323,103 74,250 74,25011-160-XXX Road 0 1,311,333 0 012-XXX-XXX Capital Projects 0 426,009 1,468,574 1,561,985

0 2,060,445 1,542,824 1,636,235

276 FED-IN LIEU TAXES 8,604 4,300 0 0

278 FED-OTHER

10-010-XXX General 11,337,419 11,189,012 4,022,624 4,641,15811-160-XXX Road 5,654,319 11,198,101 7,777,740 10,200,21211-590-XXX Human Services Dept 0 0 5,259,286 5,237,46911-600-XXX DCSS-Child Support Enf 9,843,294 9,684,424 10,673,509 10,673,50911-610-XXX Dept of Health Services 277,261 195,708 115,440 125,44012-XXX-XXX Capital Projects 516,044 64,977 260,000 195,023

27,628,337 32,332,222 28,108,599 31,072,811Total Federal Revenue 57,179,989 63,880,048 63,500,830 66,343,345








290 OTHER GOVERNMENT AGENCIES

10-010-XXX General 11,719,693 13,444,861 14,192,904 14,419,24610-065-XXX ACO Funds 80,833 158,931 47,473 47,47311-110-XXX Advertising 148,877 221,734 151,000 151,00011-160-XXX Road 1,718,717 1,782,285 2,741,626 3,115,64411-300-XXX Mandated 8,750 0 60,000 60,00011-610-XXX Dept of Health Services 190,217 235,897 353,622 353,62212-XXX-XXX Capital Projects 239,748 673,000 200,000 370,94913-XXX-XXX Debt Service 2,403,472 2,718,941 2,910,500 2,910,500

Total Other Revenue 16,510,307 19,235,649 20,657,125 21,428,434

20 TOTAL INTERGOVERNMENTAL REVENUES 322,971,995 345,701,763 367,167,030 372,545,335

30 CHARGES FOR SERVICES

300 ASSESSMENT/TAX COLL FEES

10-010-XXX General 7,536,632 7,322,203 6,534,249 6,534,24912-XXX-XXX Capital Projects (2,736) 0 0 013-XXX-XXX Debt Service (11,497) (13,159) 14,888 14,888

7,522,399 7,309,044 6,549,137 6,549,137

302 SPECIAL ASSESSMENTS

12-XXX-XXX Capital Projects 4,968,443 1,417 0 013-XXX-XXX Debt Service 169,645 124,486 0 0

5,138,088 125,903 0 0

304 AUDIT/ACCOUNTING FEES


2,764,355 2,952,684 3,019,279 3,019,279

306 COMMUNICATION SERVICES 330,533 464,629 398,000 398,000

308 ELECTION SERVICES 129,977 1,140,943 469,550 469,550

310 LEGAL SERVICES 1,572,914 1,852,082 2,056,531 2,056,531

312 PERSONNEL SERVICES

11-610-XXX Dept of Health Services 1,385 421 700 700

1,385 421 700 700







30 CHARGES FOR SERVICES (cont)

314 PLANNING/ENGINEERING SERVICES

10-010-XXX General 3,849,068 3,707,711 4,645,556 6,570,11611-160-XXX Road 7,419 1,740 5,000 5,00011-610-XXX Dept of Health Services 0 2,764 0 0

3,856,487 3,712,215 4,650,556 6,575,116

318 AGRICULTURAL SERVICES 398,916 546,143 545,222 545,222

320 CIVIL PROCESS SERVICE


241,783 250,566 233,206 233,206

322 COURT FEES/COSTS


897,514 887,173 880,817 880,817

324 ESTATE FEES


194,426 165,150 176,000 176,000

326 HUMANE SERVICES


141,216 139,128 119,255 119,255

328 LAW ENFORCEMENT SERVICES

10-010-XXX General 630,105 462,138 652,701 652,70111-610-XXX Dept of Health Services 20,200 15,750 18,000 18,000

650,305 477,888 670,701 670,701

330 RECORDING FEES

10-010-XXX General 2,693,229 2,207,343 2,271,421 2,271,42111-300-XXX Mandated 1,442,142 1,187,575 1,184,455 1,194,95511-610-XXX Dept of Health Services 178,288 172,272 174,000 174,00013-XXX-XXX Debt Service (75) (13) 0 0

4,313,584 3,567,177 3,629,876 3,640,376








332 ROAD/STREET SERVICES

10-010-XXX General 366,871 288,910 294,080 294,08011-160-XXX Road 2,520,469 2,752,974 2,731,197 2,731,197

2,887,340 3,041,884 3,025,277 3,025,277

334 HEALTH FEES

10-010-XXX General 174,477 169,792 156,260 156,26011-610-XXX Dept of Health Services 2,915,926 2,875,285 2,973,442 2,973,442

3,090,403 3,045,077 3,129,702 3,129,702

337 MENTAL HEALTH SERVICES

11-300-XXX Mandated 1,658,448 1,753,011 1,690,474 1,690,47411-610-XXX Dept of Health Services 483,871 404,135 505,940 505,940

2,142,319 2,157,146 2,196,414 2,196,414

344 INSTITUTIONAL CARE/SERVICES

10-010-XXX General 1,641,042 1,727,164 1,525,507 1,529,66411-300-XXX Mandated 8,079,233 5,815,990 0 0

9,720,275 7,543,154 1,525,507 1,529,664

347 EDUCATIONAL SERVICES

10-010-XXX General 21,876 22,186 22,250 22,25011-610-XXX Dept of Health Services 120 0 0 0

21,996 22,186 22,250 22,250

350 PARK/RECREATION SERVICES

10-010-XXX General 1,678,031 1,981,606 2,152,933 2,152,93311-300-XXX Mandated 40,290 31,791 72,000 72,000

1,718,321 2,013,397 2,224,933 2,224,933

360 OTHER CHARGES FOR SERVICES

10-010-XXX General 12,009,604 12,706,841 15,600,156 15,846,34810-065-XXX ACO Funds 228,465 247,728 240,000 240,00011-160-XXX Road 1,467 897 1,000 1,00011-300-XXX Mandated 31,918 23,366 21,584 21,58411-590-XXX Human Services Dept 0 0 995,152 995,15211-610-XXX Dept of Health Services 267,503 388,996 283,131 283,13112-XXX-XXX Capital Projects 1,523 919 6,213 6,21313-XXX-XXX Debt Service 22,795,367 25,125,007 0 0

35,335,847 38,493,754 17,147,236 17,393,428


STATE OF CALIFORNIAANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND

(FUND WITHIN OBJECT WITHIN CHARACTER)SCHEDULE 5

FISCAL YEAR 2007-08




398 REVENUE APPLIC TO PY

10-010-XXX General 1,936,394 2,361,925 158,787 577,16411-160-XXX Road 1,975,520 697,475 0 2,213,00011-190-XXX Tobacco Tax (7,670) 0 0 011-300-XXX Mandated 43,069 52,104 10,000 10,00011-590-XXX Human Services Dept 0 0 874,388 874,38811-610-XXX Dept of Health Services 821,867 932,119 0 012-XXX-XXX Capital Projects 3,924,245 411,743 0 013-XXX-XXX Debt Service (5,693,307) (215,274) 0 0

3,000,118 4,240,092 1,043,175 3,674,552

30 TOTAL CHARGES FOR SERVICES 86,070,501 84,147,836 53,713,324 58,530,110

40 MISCELLANEOUS REVENUES

400 WELFARE REPAYMENTS


3,919 3,814 1,000 1,000

402 OTHER SALES

10-010-XXX General 1,811,776 1,927,560 2,218,760 2,218,76010-065-XXX ACO Funds 337,158 250,448 300,000 300,00011-300-XXX Mandated 187,458 175,713 180,000 180,00011-610-XXX Dept of Health Services 3 30 0 0

2,336,395 2,353,751 2,698,760 2,698,760

404 MISCELLANEOUS REVENUES

10-010-XXX General 3,965,649 2,585,970 1,963,951 2,109,82810-065-XXX ACO Funds 15,000 54,337 0 011-110-XXX Advertising 72,459 160,493 158,052 158,05211-160-XXX Road 4,749,042 3,081,698 6,282,910 8,393,56711-300-XXX Mandated 12,090,116 429,432 429,490 439,49011-590-XXX Human Services Dept 0 0 455,943 569,77211-600-XXX DCSS-Child Support Enf 3,178 287 0 011-610-XXX Dept of Health Services 440,772 628,779 861,460 1,376,73311-640-XXX Health-Realign 150 0 0 012-XXX-XXX Capital Projects 750,595 2,851,244 200,000 298,20613-XXX-XXX Debt Service 20 (8,795) 1,250 1,250

22,086,981 9,783,445 10,353,056 13,346,898

40 TOTAL MISCELLANEOUS REVENUES 24,427,295 12,141,010 13,052,816 16,046,658







46 OTHER FINANCING SOURCES

46X OPERATING/RESIDUAL EQUITY TRANSFERS IN

10-010-XXX General 69,344 33,972 562,507 61,89112-XXX-XXX Capital Projects 0 0 7,195,400 013-XXX-XXX Debt Service 0 0 64,992 64,992

69,344 33,972 7,822,899 126,883

468 LONG TERM DEBT PROCEEDS

12-XXX-XXX Capital Projects 50,198 (3,634) 10,634 10,634

50,198 (3,634) 10,634 10,634

46 TOTAL OTHER FINANCING SOURCES* 119,542 30,338 7,833,533 137,517

GRAND TOTAL REVENUE ACCRUALS 669,723,661 698,012,468 697,090,548 706,607,222




ANALYSIS OF CURRENT PROPERTY TAXES AND ASSESSED VALUATIONSCHEDULE 6

FISCAL YEAR 2007-08

CURRENT SECURED PROPERTY TAXES* CURRENT UNSECURED PROPERTY TAXES

Apportionment Voter Approved Debt Apportionment Voter Approved Debtfrom from

Countywide Total Countywide TotalCounty Funds Tax Rate Rate Amount Secured Tax Rate Rate Amount Unsecured

(1) (2) (3) (4) (5) (6) (7) (8) (9)

10-010-XXX General 179,372,961 179,372,961 5,000,000 5,000,00013-XXX-XXX Debt Service 1,222,257 1,222,257 0 0

TOTAL 180,595,218 180,595,218 5,000,000 5,000,000

SECURED ROLLTotal

Locally State Total Unsecured Secured &Assessed Assessed Secured Roll Unsecured

(11) (12) (13) (14) (15)

Land 26,366,057,513 50,061,771 26,416,119,284 52,158,827 26,468,278,111 Improvements 39,302,251,836 513,747,655 39,815,999,491 756,642,761 40,572,642,252 Personal Property 687,477,085 140,812,012 828,289,097 1,651,445,384 2,479,734,481

Total Gross Assessed Valuation 66,355,786,434 704,621,438 67,060,407,872 2,460,246,972 69,520,654,844

Less Exemptions: Homeowner's 627,511,908 0 627,511,908 360,847 627,872,755 Other 1,319,218,771 0 1,319,218,771 93,576,793 1,412,795,564

Total Net Assessed Valuation 64,409,055,755 704,621,438 65,113,677,193 2,366,309,332 67,479,986,525

*Includes Current Year Supplemental Taxes.

COUNTYWIDE TAX BASE

(10)



SUMMARY OF COUNTY FINANCING REQUIREMENTSSCHEDULE 7

FISCAL YEAR 2007-08

AdoptedDescription Actual Actual Recommended Bd of Sups

(By Function & Fund) 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

General/Capital Projects 110,561,908 111,735,357 153,813,641 149,180,530 Public Protection 213,630,863 225,976,865 240,364,185 248,230,374 Public Ways/Facilities 36,708,996 45,984,105 48,802,171 52,671,474 Health/Sanitation 115,049,830 120,088,418 128,857,419 131,370,551 Public Assistance 145,795,641 149,703,737 162,331,685 162,612,906 Education 912,597 1,006,729 1,218,144 1,284,574 Recreation/Cultural Services 11,692,577 13,023,495 13,860,748 14,808,428 Debt Service 27,563,009 29,258,173 4,172,937 4,172,937

Sub Total 661,915,421 696,776,879 753,420,930 764,331,774

Appropriations for Contingencies 2,000,000 1,972,972 Provisions for Reserves/Designations 5,407,375 13,127,553

TOTAL FINANCING REQUIREMENTS BY FUNCTION 661,915,421 696,776,879 760,828,305 779,432,299

10-010-XXX General 481,021,202 489,691,840 418,156,426 435,273,22910-020-XXX General Reserve 4,439,389 0 0 2,006,43710-065-XXX ACO Funds 923,141 398,641 1,898,867 1,898,867

10 GENERAL FUND 486,383,732 490,090,481 420,055,293 439,178,533

11-110-XXX Advertising 4,635,146 4,628,802 5,723,218 6,878,13511-140-XXX Fish/Wildlife 71,777 76,615 75,917 75,91711-160-XXX Road 36,516,919 45,708,440 48,912,550 55,027,70211-190-XXX Tobacco Tax 619,115 756,395 215,189 215,18911-300-XXX Mandated 26,281,645 24,672,084 27,689,446 37,195,20011-580-XXX Human Svcs-Realign 19,149,454 20,032,677 17,374,415 17,374,41511-590-XXX Human Svcs Dept 0 0 128,201,272 129,035,53211-600-XXX DCSS-Child Support Enf 15,176,375 15,125,063 16,609,547 16,503,22811-610-XXX Dept of Health Services 48,147,006 50,399,061 57,905,287 59,903,00011-640-XXX Health-Realign 28,036,817 30,688,387 32,260,652 32,414,91511-650-XXX Mental Health-Realign 21,542,928 18,471,031 18,778,393 18,778,39311-660-XXX Mental Health Services Act 3,057 5,852,902 10,390,282 9,703,592

11 SPECIAL REVENUE 200,180,239 216,411,457 364,136,168 383,105,218

12 CAPITAL PROJECTS 25,351,938 20,232,108 47,360,752 39,810,786

13 DEBT SERVICE 27,563,009 29,258,173 4,245,887 4,245,887

Subtotal 739,478,918 755,992,219 835,798,100 866,340,424

XX TRANSFERS* (77,563,497) (59,215,340) (74,969,795) (86,908,125)

TOTAL FINANCING REQUIREMENTS BY FUND 661,915,421 696,776,879 760,828,305 779,432,299

*The following transfers within a fund have been eliminated from the above fund totals: 2005-06 Actuals - $18,363,135, 2006-07 Actuals - $13,043,409, 2007-08 Recommended - $17,010,063, and 2007-08 Adopted - $19,824,961. Transfers between funds are included within the above funds and eliminated here before consolidating General County totals.

County of SonomaFY 2007 - 2008 Budget State FInancial Schedules311


SUMMARY OF COUNTY FINANCING REQUIREMENTSSCHEDULE 8

FISCAL YEAR 2007-08


Description 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

Total Specific Financing Uses by Budget Unit 661,915,421 696,776,879 753,420,930 764,331,774 (Brought Forward from Schedule 8A)

APPROPRIATIONS FOR CONTINGENCIES:

10-010-XXX General 2,000,000 1,972,972

Total Financing Uses 661,915,421 696,776,879 755,420,930 766,304,746

PROVISIONS FOR RESERVES/DESIGNATIONS:

10-010-XXX General 828,279 3,665,89710-020-XXX General Reserve 0 2,006,43710-065-XXX ACO Funds 148,745 148,74511-110-XXX Advertising 176,465 16,81311-160-XXX Road 359,085 2,822,92811-300-XXX Mandated 3,821,851 3,546,93211-590-XXX Human Services Dept 0 446,22411-610-XXX Dept of Health Services 0 277,20411-660-XXX Mental Health Svcs Act 0 123,42313-XXX-XXX Debt Service 72,950 72,950

Total Provisions for Reserves/Designations 0 0 5,407,375 13,127,553

TOTAL FINANCING REQUIREMENTS 661,915,421 696,776,879 760,828,305 779,432,299



SUMMARY OF COUNTY FINANCING REQUIREMENTSSCHEDULE 8A

FISCAL YEAR 2007-08

AdoptedRequirements Actual Actual Recommended Bd of Sups

(Section Within Program Within Function) 2005-06 2006-07 2007-08 2007-08(1) (2) (3) (4) (5)

GENERAL

LEGISLATIVE/ADMINISTRATIVE Board of Supervisors 05-01-01 2,159,067 2,314,231 2,737,894 2,739,902 County Administrator 05-02-01 2,373,345 2,731,590 2,839,935 2,839,935 General Services-Admin 05-10-10 994,734 983,177 861,873 886,508

TOTAL LEGISLATIVE/ADMINISTRATIVE 5,527,146 6,028,998 6,439,702 6,466,345

FINANCE Assessment Appeals Board 05-01-10 24,143 26,049 35,669 35,669 Purchasing Agent 05-10-20 1,234,563 1,217,407 1,268,943 1,343,826 Tax Collector-Treasurer 10-20-10 3,400,261 3,431,574 0 0 Central Collections 10-20-20 903,682 858,935 0 0 Assessor 10-21-01 6,348,395 8,065,686 8,491,867 8,546,174 Administrative Services 10-21-02 804,864 842,211 904,740 904,740 Assessor-Prop Char Data 10-21-10 77,668 30,579 34,885 34,885 Assessor-Prop Tax Admin 10-21-11 819,459 0 0 88,984 Auditor-Controller 10-22-01 10,792,009 11,861,460 11,171,871 11,211,676 Treasury 10-22-10 0 0 2,696,634 2,705,869 Tax Collector 10-22-20 0 0 2,880,891 2,978,877 ACTTC-Administration 10-22-90 0 0 1,028,097 1,028,097

TOTAL FINANCE 24,405,044 26,333,901 28,513,597 28,878,797

COUNSEL County Counsel 05-05-01 4,347,895 4,447,447 5,061,654 5,075,621

TOTAL COUNSEL 4,347,895 4,447,447 5,061,654 5,075,621

HUMAN RESOURCES Human Resources 05-06-01 4,160,582 4,302,607 5,259,326 5,747,787 Human Resources-Training 05-06-10 109,393 78,942 40,480 39,680

TOTAL HUMAN RESOURCES 4,269,975 4,381,549 5,299,806 5,787,467

ELECTIONS County Clerk 05-19-10 482,462 544,424 610,219 610,219 Registrar of Voters 05-19-30 6,682,319 4,615,670 4,105,338 4,109,959

TOTAL ELECTIONS 7,164,781 5,160,094 4,715,557 4,720,178

COMMUNICATIONS Communication-Radio 05-07-16 1,109,533 1,211,223 1,442,191 1,678,191 Communications-Telephone 05-07-17 611,629 563,358 608,051 608,051

TOTAL COMMUNICATIONS 1,721,162 1,774,581 2,050,242 2,286,242




FISCAL YEAR 2007-08



GENERAL (Cont)

PROPERTY MANAGEMENT Energy Division 05-10-53 4,354,039 4,460,866 5,574,528 5,574,528 Real Estate Program 05-10-54 5,317,932 5,622,143 5,807,361 5,807,361 Facilities Operations 05-10-55 5,934,227 6,186,997 6,409,157 6,468,484 Tidelands Leases Fund 05-10-95 24,776 30,609 66,357 66,357

TOTAL PROPERTY MANAGEMENT 15,630,974 16,300,615 17,857,403 17,916,730

PLANT ACQUISITION Capital Improvements 40-XX-XX 24,535,741 20,181,512 47,301,971 39,682,994

TOTAL PLANT ACQUISITION 24,535,741 20,181,512 47,301,971 39,682,994

PROMOTION Economic Development 15-30-01 1,304,603 1,275,995 1,365,328 1,619,594 Tourism Council 15-30-03 1,359,859 1,056,193 1,463,751 1,463,751 Advertising 35-75-01 605,728 599,436 958,935 997,638

TOTAL PROMOTION 3,270,190 2,931,624 3,788,014 4,080,983

OTHER GENERAL Insurance 05-06-30 991,832 1,875,408 2,197,372 2,197,372 ISD-Administration 05-07-10 19,251 74,025 331,300 331,300 Applications-Maintenance 05-07-11 1,330,497 927,792 2,498,638 2,743,645 Technical Services 05-07-13 1,795,540 2,590,625 5,670,060 5,670,060 Work Group Support 05-07-15 534,792 310,106 825,323 832,822 Records 05-07-18 1,579,118 1,751,677 2,028,724 2,217,776 Reprographics 05-07-19 570,743 705,739 596,556 596,556 IS Replacement-B 05-07-24 15,506 15,684 72,061 44,200 Technology Investment Fund 05-07-25 0 0 0 122,006 Architect 05-10-12 (42,920) 17,428 40,900 51,233 Architect-Local Projects 05-10-13 1,651,435 1,925,608 1,854,802 1,713,470 County Garage 05-10-60 3,141,230 3,290,000 3,343,548 3,344,574 Co Car Replacement ACO 05-10-61 234,251 387,641 1,150,000 1,150,000 Survey Monument Preservation 15-25-69 6,700 48,500 68,000 68,000 Employee Benefits 35-76-01 1,844,925 2,202,029 4,722,626 5,649,776 Other General Government 35-77-01 6,597,187 9,328,409 6,181,140 6,132,287 Other Financing Sources/Uses 35-77-02 (581,087) (1,255,635) 1,204,645 1,420,096

TOTAL OTHER GENERAL 19,689,000 24,195,036 32,785,695 34,285,173

TOTAL GENERAL 110,561,908 111,735,357 153,813,641 149,180,530




FISCAL YEAR 2007-08



PUBLIC PROTECTION

JUDICIAL Sheriff-Court Security 20-40-75 4,908,186 5,300,156 5,992,620 5,992,620 D.A.-Criminal 20-42-10 14,996,094 15,805,651 16,872,362 17,933,344 D.A.-Special Expense 20-42-11 0 1,255 5,000 5,000 D.A.-Victim Witness 20-42-12 668,960 743,218 814,229 814,229 D.A.-Auto Insurance Fraud 20-42-40 0 8,810 10,000 10,000 D.A.-SLESF 20-42-50 133,874 166,898 158,250 158,250 D.A.-Consumer Protection Fund 20-42-60 4,168 23,906 79,525 90,071 D.A.-SCATT 20-42-70 0 438,573 491,535 491,535 Public Defender 20-45-01 7,245,848 8,173,416 8,602,026 9,023,631 Grand Jury 20-48-01 68,440 72,502 95,418 95,418 Courts-Non-Court Operations 20-51-40 8,560,077 8,459,665 8,364,995 8,364,995 Courts-Alternate Public Defender Svcs 20-51-60 2,469,083 2,292,528 2,389,861 2,389,861 Courts-Alternate Dispute Res 20-51-92 74,338 63,280 83,983 83,983

TOTAL JUDICIAL 39,129,068 41,549,858 43,959,804 45,452,937

POLICE PROTECTION Sheriff-Admin 20-40-10 8,470,326 9,065,571 7,411,791 7,368,871 Law Enforcement-Admin 20-40-12 0 0 2,514,588 2,583,599 Sheriff-Radio Replacement 20-40-13 0 386,536 0 0 Sheriff-Revenue Tracking Fund 20-40-14 29,311 0 752,216 752,216 Sheriff-Dispatch 20-40-20 3,419,127 3,637,302 3,719,203 3,719,203 Sheriff-Helicopter 20-40-30 1,744,317 1,929,475 2,004,240 2,004,240 Sheriff-Civil 20-40-40 602,615 622,399 802,073 809,073 Sheriff-Marine Unit 20-40-45 963,855 951,554 1,140,191 1,140,191 Sheriff-Patrol 20-40-50 23,541,279 24,458,308 25,581,812 25,937,471 Sheriff-Windsor 20-40-55 3,135,037 3,515,455 3,819,660 3,819,660 Sheriff-Sonoma 20-40-56 2,240,545 2,532,626 2,721,352 2,745,352 Sheriff-Investigation 20-40-60 6,752,533 7,184,507 7,235,472 7,662,879 Sheriff-Services-Records 20-40-70 1,887,006 1,923,321 1,964,261 2,026,839 Sheriff-DMV ID Fee 20-40-89 610,681 1,311,475 1,089,908 1,554,537 Sheriff-SLESF 20-40-91 220,332 313,899 295,525 306,780 Sheriff-Training 20-40-94 1,761,428 1,748,081 1,724,167 1,783,612

TOTAL POLICE PROTECTION 55,378,392 59,580,509 62,776,459 64,214,523




FISCAL YEAR 2007-08



PUBLIC PROTECTION (Cont)

DETENTION & CORRECTION Sheriff-Transportation 20-40-76 1,711,676 1,176,472 1,332,865 1,359,893 Detention-Honor Farm 20-41-20 9,905,860 10,098,032 10,972,741 10,972,741 Detention-Main Jail 20-41-30 23,641,515 25,077,937 27,453,801 27,451,101 Detention-Administration 20-41-50 15,111,558 14,358,286 15,827,764 15,968,802 Detention-Jail Industries 20-41-60 99,524 102,009 163,900 163,900 Detention-SLESF 20-41-61 133,874 165,637 158,256 160,956 Detention-Training 20-41-70 728,200 1,737,278 977,962 977,962 Probation Department 20-43-10 6,231,136 6,345,836 7,141,117 7,146,281 Probation-Juvenile Svcs 20-43-11 4,408,971 5,058,105 5,334,332 5,981,708 Probation-Administration 20-43-12 2,280,427 2,686,982 2,767,646 3,103,739 Probation-State/Fed Revenues 20-43-13 306,204 2,501 0 0 Probation-Grant Funds 20-43-14 0 92,760 1,184,738 1,369,720 Jail Programs 20-43-40 2,090,600 2,243,132 2,382,034 2,382,034 JJCPA 2006/2007 20-43-90 125,368 1,393,576 0 0 JJCPA 2007/2008 20-43-92 1,222,161 151,907 1,571,041 1,571,041 Juvenile Halls 20-44-20 10,961,829 12,241,317 12,511,447 12,786,677 Sonoma County Youth Camp 20-44-30 1,899,350 2,134,667 2,347,395 2,347,395 Sierra Youth Center 20-44-40 1,918,775 2,000,687 2,259,159 2,259,159 Supervised Adult Crews 20-44-60 1,434,990 1,294,927 1,501,279 1,501,279 Probation Camp/SAC 20-44-70 1,518,739 1,760,127 1,662,837 1,662,837

TOTAL DETENTION & CORRECTION 85,730,757 90,122,175 97,550,314 99,167,225

PROTECTION INSPECTION Agricultural Commissioner 30-70-10 3,102,319 3,230,498 3,405,372 3,454,042 Sealer Weights & Measures 30-70-20 684,436 862,313 908,821 923,717 W & M Transaction Verification 30-70-21 3,136 5,216 7,567 7,848

TOTAL PROTECTION INSPECTION 3,789,891 4,098,027 4,321,760 4,385,607




FISCAL YEAR 2007-08



PUBLIC PROTECTION (Cont)

OTHER PROTECTION New Years Flood 06 05-10-83 412,780 4,453 0 0 Co Ctr Parking Enforce 05-10-90 127,381 136,310 145,285 145,285 Recorder 10-24-01 1,271,227 1,323,821 1,479,510 1,479,510 Recorder-Modernization 10-24-10 345,738 374,555 641,766 681,531 Recorder-Micrographics 10-24-20 211,286 193,758 262,149 262,149 Clerk/Recorder VRIP 10-24-30 26,742 20,176 32,446 86,890 P&RM-Administration 15-25-01 19,081,651 19,529,898 21,641,145 24,057,603 Sheriff-Coroner 20-40-80 1,910,092 2,154,686 2,033,061 2,058,819 Crime Analysis Prevention 20-40-95 185,102 263,031 0 0 Fish & Wildlife 30-70-30 57,628 49,310 65,750 65,750 Abalone Preservation Fund 30-70-31 14,149 27,305 10,167 10,167 Animal Care & Control 30-70-40 2,666,255 3,216,366 3,469,360 3,812,446 ACC-Pub Educ Fund 30-70-41 168,061 182,518 72,418 92,918 Emergency Svcs-Hazardous Materials 35-79-20 1,021,252 935,104 1,161,521 1,171,470 Emergency Management 35-79-30 2,103,411 1,826,056 696,270 812,270 Emergency Mgmt-Oper Area Grants 35-79-31 0 388,949 45,000 273,274

TOTAL OTHER PROTECTION 29,602,755 30,626,296 31,755,848 35,010,082

TOTAL PUBLIC PROTECTION 213,630,863 225,976,865 240,364,185 248,230,374

PUBLIC WAYS/FACILITIES

PUBLIC WAYS Road Department 15-35-XX 36,516,919 45,708,440 48,553,465 52,204,774 Public Works-Special Projects 15-37-01 162,021 194,966 214,398 254,398 Public Works-District Formation 15-37-02 10,140 52,884 13,000 13,000 Public Works-Water Systems 15-37-03 19,916 27,815 21,308 199,302

TOTAL PUBLIC WAYS 36,708,996 45,984,105 48,802,171 52,671,474

TOTAL PUBLIC WAYS/FACILITIES 36,708,996 45,984,105 48,802,171 52,671,474

HEALTH/SANITATION

HEALTH HS-Administration 24-61-10 855,890 1,120,006 1,083,614 983,457 Prevention & Planning 24-62-20 1,964,222 2,051,603 1,873,035 4,471,087 Environmental Health 24-63-05 3,748,325 4,142,343 4,383,892 4,601,936 PH-Program Support 24-64-10 1,371,009 1,467,189 1,605,864 1,446,555 PH-Access to Health Care 24-64-15 373,255 1,251,537 1,313,851 2,214,234 PH-Disease Control & Surv 24-64-20 2,446,368 2,734,404 2,872,329 2,872,329 PH-MCH 24-64-30 4,069,708 4,192,730 4,580,468 4,601,645 PH-WIC 24-64-40 1,328,420 1,549,066 1,802,128 1,802,128 PH-HIV Prevention & Care 24-64-50 4,883,870 5,198,205 5,401,512 2,828,227




FISCAL YEAR 2007-08



HEALTH/SANITATION (Cont)

HEALTH (Cont) PH-Clinics 24-64-60 3,569,297 3,540,422 3,559,154 3,420,464 PH-Juv Prob Health Svcs 24-64-65 31,564 2,846 0 0 PH-EMS 24-64-70 1,191,668 1,428,556 1,339,461 1,389,839 PH-Childrens Medical Services 24-64-75 5,250,165 6,060,185 6,374,613 6,372,920 PH-Clinical Lab 24-64-80 1,642,989 1,793,813 1,813,611 1,813,611 PH-PH Preparedness 24-64-85 107,294 574,359 472,763 947,073 PH-Revenue 24-64-90 (10,289,127) (13,515,270) (13,580,440) (13,064,001) MH-Program Support 24-65-10 2,214,648 2,277,542 3,326,796 3,326,796 MH-Psych Emergency Svcs 24-65-21 2,617,078 3,011,158 3,226,316 3,226,316 MH-24 Hour Services 24-65-22 2,022,282 1,919,769 304,304 304,304 MH-Adult Services 24-65-30 13,651,105 11,461,193 9,228,142 9,228,142 MH-Youth & Family Services 24-65-31 5,367,946 6,097,841 7,397,580 7,397,580 MH-Forensic & Special Programs 24-65-35 4,615,541 4,889,827 5,069,667 5,069,667 MH-Mental Health Svcs Act 24-65-50 0 868,937 6,785,396 6,416,459 MH-Revenue 24-65-90 (17,798,613) (16,390,110) (15,581,123) (15,581,123) AODS-Program Support 24-66-10 1,134,846 356,319 171,327 178,441 AODS-Residential Services 24-66-30 4,834,565 5,403,357 5,544,702 5,706,189 AODS-Outpatient Services 24-66-40 4,811,907 5,276,632 5,753,657 5,870,972 AODS-Adolescent Treatment Prog 24-66-50 459,686 595,218 648,312 648,312 AODS-Sonoma Works 24-66-60 (31,271) (23,243) 2,119 0 AODS-Drug Court 24-66-70 627,846 725,956 785,767 785,767 AODS-Revenue 24-66-90 0 (18,438) 0 0 CMSP 24-67-05 718,946 0 0 0 PH-TT-Non-Co Hospitals 24-68-11 363,104 410,905 0 0 PH-TT-Non-Physicians 24-68-13 70,019 94,088 0 0 P&P-TT-Education 24-68-15 185,992 251,402 215,189 215,189 P&P-Children & Families First 24-68-16 4,148,689 5,049,791 5,489,454 5,907,208 PH-EMS Fund 24-68-20 345,976 399,508 398,696 399,727 PH-SB 1773 24-68-21 0 0 0 630,315 EH-Solid Waste-EAG 24-68-30 26,254 25,451 26,051 26,051 P&P-Child Safety Seats 24-68-40 12,815 3,792 16,178 21,405 MHSA Planning 24-68-41 907 190,365 89,783 0 MHSA CSS 24-68-42 2,150 5,662,537 10,300,499 9,580,169 AOD Memorial Fund 24-68-61 11,107 6,912 30,344 30,722 MH-Interim Fund 24-68-65 16,727 14,006 55,808 54,385 MH-MHSA Planning 24-68-66 84,933 10,199 0 0 Health Realign-Operating 24-68-71 25,327,800 27,996,209 29,531,543 29,746,231 MH-Sutter Inpatient Unit 24-68-80 8,086,845 5,844,698 0 0 MH Realign-Operating 24-68-81 21,516,624 18,410,796 18,649,760 18,649,760 AODS-OTP 24-68-89 0 242,362 507,043 507,043 AODS-DUI Program 24-68-90 1,654,753 1,607,502 1,729,412 1,814,209 AODS-SACPA 24-68-93 2,368,973 1,732,316 1,854,837 2,092,340 PH-Vital Statistics Fund 24-68-94 47,631 48,145 52,701 52,701 MH-AB 2034 Adult Homeless 24-68-95 1,045,528 1,196,164 1,478,853 1,478,853 PH-Bioterrorism Program 24-68-98 1,941,574 847,318 872,451 884,917

TOTAL HEALTH 115,049,830 120,088,418 128,857,419 131,370,551

TOTAL HEALTH/SANITATION 115,049,830 120,088,418 128,857,419 131,370,551




FISCAL YEAR 2007-08



PUBLIC ASSISTANCE

ADMINISTRATION Discretionary General Fund 23-50-53 0 0 496 0 WP-Realignment 23-52-10 (17,066,442) (17,673,737) (15,192,424) (15,192,424) WP-Adoptions 23-52-20 5,663,151 6,144,262 6,583,770 6,583,770 WP-Case Service 23-52-30 13,372,292 14,463,279 1,968,763 1,978,763 WP-Adult Other Case Services 23-52-31 0 0 141,702 141,702 WP-IHSS & Public Authority 23-52-32 0 0 14,238,091 14,238,091 WP-Refugees 23-52-40 8,477 4,462 1,500 1,500 Human Svcs Realign-Operating 23-58-11 19,149,454 20,032,677 17,374,415 17,374,415 Program Admin 23-59-01 65,405,355 67,003,913 73,495,904 73,495,904 V M Childrens Center 23-59-06 4,252,544 4,384,601 6,011,822 6,011,822 Human Svcs Grant Programs 23-59-08 668,749 532,190 389,667 306,482

TOTAL ADMINISTRATION 91,453,580 94,891,647 105,013,706 104,940,025

AID PROGRAMS WP-Foster Care 23-52-60 14,320,072 15,242,546 14,674,759 14,674,759 WP-TANF 23-52-80 17,914,474 17,588,701 18,666,894 18,666,894 Dependent Child Fund 23-58-54 44,339 19,908 145,955 145,955

TOTAL AID PROGRAMS 32,278,885 32,851,155 33,487,608 33,487,608

GENERAL RELIEF WP-General Assistance 23-52-70 937,074 902,753 988,537 988,537

TOTAL GENERAL RELIEF 937,074 902,753 988,537 988,537

VETERANS SERVICES Veterans Services 23-59-04 439,023 419,600 482,275 482,275

TOTAL VETERANS SERVICES 439,023 419,600 482,275 482,275

OTHER ASSISTANCE Area Agency on Aging (AAA) 23-59-02 2,942,973 3,029,671 3,082,143 3,207,864 Senior Services-MSSP 23-59-03 746,974 871,777 892,108 892,108 PA/PG/PC 23-59-09 565,934 461,501 846,227 846,227 Human Services Commission 23-59-12 1,256,323 1,150,935 929,534 1,265,034 DCSS-Child Support Enforcement 25-60-02 15,176,375 15,125,063 16,609,547 16,503,228 DCSS-Revenue Fund 25-60-10 (1,500) (365) 0 0

TOTAL OTHER ASSISTANCE 20,687,079 20,638,582 22,359,559 22,714,461

TOTAL PUBLIC ASSISTANCE 145,795,641 149,703,737 162,331,685 162,612,906




FISCAL YEAR 2007-08



EDUCATION

AGRICULTURAL EDUCATION Agricultural Extension 30-71-01 912,597 1,006,729 1,218,144 1,284,574

TOTAL AGRICULTURAL EDUCATION 912,597 1,006,729 1,218,144 1,284,574

TOTAL EDUCATION 912,597 1,006,729 1,218,144 1,284,574

RECREATION/CULTURAL SERVICES

RECREATION FACILITIES Regional Parks 15-32-10 6,999,168 8,343,931 8,957,451 9,939,131 Spring Lake Park 15-32-20 1,556,922 1,809,012 2,015,125 2,040,125 County Grounds Maint 15-32-40 724,016 807,641 919,514 972,514 Partnerships for Youth 15-32-51 832,815 387,336 45,745 45,745 Regional Parks-Mitigation Funds 15-32-XX 60,000 78,000 112,000 0

TOTAL RECREATION FACILITIES 10,172,921 11,425,920 12,049,835 12,997,515

VETERANS MEMORIAL BUILDINGS Recreation/Cultural Services 15-32-30 1,519,656 1,597,575 1,810,913 1,810,913

TOTAL VETERANS MEMORIAL BUILDINGS 1,519,656 1,597,575 1,810,913 1,810,913

TOTAL RECREATION/CULTURAL SERVICES 11,692,577 13,023,495 13,860,748 14,808,428

DEBT SERVICE

RETIREMENT OF LONG-TERM DEBT Retirement of Long-Term Debt 35-XX-XX 27,563,009 29,258,173 4,172,937 4,172,937

TOTAL RETIREMENT OF LONG-TERM DEBT 27,563,009 29,258,173 4,172,937 4,172,937

TOTAL DEBT SERVICE 27,563,009 29,258,173 4,172,937 4,172,937

TOTAL SPECIFIC EXPENDITURE REQUIREMENTS* 661,915,421 696,776,879 753,420,930 764,331,774




SUMMARY OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS BUDGET SCHEDULE 13

FISCAL YEAR 2007-08

ESTIMATED AVAILABLE FINANCING FINANCING REQUIREMENTS

Fund Balance Cancellation Estimated Prov forUnreserved/ Prior Year Additional Total Estimated Reserves/ Total

Undesignated Res/Desig Financing Available Financing Designations FinancingDistrict/Fund June 30,2007 2006-07 Sources Financing Uses (New Or Icr) Requirements

(1) (2) (3) (4) (5) (6) (7) (8)

COUNTY SERVICE AREAS

50-049-XXX #40-Fire Services 0 850,102 6,060,360 6,910,462 6,903,412 7,050 6,910,46251-XXX-XXX #41-Lighting 0 72,107 103,678 175,785 172,923 2,862 175,78551-035-XXX #41-Parks-Sonoma Valley 0 161,620 161,620 157,044 4,576 161,620

TOTAL COUNTY SERVICE AREAS 0 922,209 6,325,658 7,247,867 7,233,379 14,488 7,247,867

50-043-000 Rio Nido GHAD 0 10,000 10,000 10,000 10,000

50-045-XXX No Air Poll Control 0 79,807 1,749,637 1,829,444 1,806,513 22,931 1,829,444

50-XXX-XXX Lighting Districts 0 33,753 750,382 784,135 715,289 68,846 784,135

50-XXX-XXX Community Facilities 0 215,800 215,800 215,800 215,800

50-XXX-XXX Permanent Road Districts 0 16,777 16,777 13,340 3,437 16,777

SO CO WATER AGENCY

52-720-100 General Fund 0 5,729,307 5,729,307 4,102,912 1,626,395 5,729,30752-720-300 Spring Lake Park 0 363,979 1,514,700 1,878,679 1,878,679 1,878,67952-720-500 Waste/Recycled Water 0 475 475 0 475 47553-730-XXX Special Revenue Funds 0 7,928,700 10,874,838 18,803,538 18,305,383 498,155 18,803,53854-740-200 Warm Springs Dam-DS 0 7,998,073 7,998,073 7,285,573 712,500 7,998,073

TOTAL SO CO WATER AGENCY 0 8,292,679 26,117,393 34,410,072 31,572,547 2,837,525 34,410,072

50-930-000 IHSS Public Authority 0 1,381,833 1,381,833 1,381,833 1,381,833

50-950-XXX So Co Library-Jt Powers 0 3,186,445 16,461,970 19,648,415 16,993,260 2,655,155 19,648,415

50-960-XXX So Co Ag Pres/OSD 0 1,107,680 42,996,600 44,104,280 44,104,280 44,104,280

COMMUNITY DEVELOPMENT

65-XXX-XXX Community Development 0 36,509,385 36,509,385 36,509,385 36,509,38566-XXX-XXX Redevelopment 0 10,500,148 7,140,260 17,640,408 17,640,408 17,640,40866-XXX-XXX Redevelopment-DS 0 498,520 498,520 418,120 80,400 498,520

TOTAL COMMUNITY DEVELOPMENT 0 10,500,148 44,148,165 54,648,313 54,567,913 80,400 54,648,313

GRAND TOTAL 0 24,122,721 140,174,215 164,296,936 158,614,154 5,682,782 164,296,936

APPROPRIATION LIMIT 60,033,554

APPROPRIATION SUBJECT TO THE LIMITATION 5,227,185



ANALYSIS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS FUND BALANCE SCHEDULE 14

AS OF JUNE 30, 2007

FUND BALANCE-RESERVED/DESIGNATEDJUNE 30,2007

RESERVES

FundBalance

Fund Balance Unreserved/Per Auditor General and Undesignated

as of Other June 30,District/Fund June 30,2007 Encumbrances Reserves Designations 2007

(1) (2) (3) (4) (5) (6)


50-049-XXX #40-Fire Services 3,236,844 171,780 3,065,064 051-XXX-XXX #41-Lighting 311,915 311,915 051-035-XXX #41-Parks-Sonoma Valley 210,162 5,932 204,230 0

TOTAL COUNTY SERVICE AREAS 3,758,921 177,712 0 3,581,209 0

50-043-000 Rio Nido GHAD 100,760 100,760 0

50-045-XXX No Air Poll Control 2,779,079 465,271 2,313,808 0

50-XXX-XXX Lighting Districts 4,460,438 16,089 4,444,349 0

50-XXX-XXX Community Facilities 45,367 1,016 44,351 0

50-XXX-XXX Permanent Road Districts 88,196 88,196 0

SO CO WATER AGENCY

52-720-100 General Fund 5,329,437 984,268 4,345,169 052-720-300 Spring Lake Park 563,801 563,801 052-720-500 Waste/Recycled Water 530,136 410,508 119,628 053-730-XXX Special Revenue Funds 31,828,191 8,113,941 23,714,250 054-740-200 Warm Springs Dam-DS 75,131,777 75,131,777 0

TOTAL SO CO WATER AGENCY 113,383,342 9,508,717 75,131,777 28,742,848 0

50-930-000 IHSS Public Authority 141,222 141,222 0

50-950-XXX So Co Library-Jt Powers 9,609,356 23,686 9,585,670 0

50-960-XXX So Co Ag Pres/OSD 2,556,624 294,143 2,262,481 0


65-XXX-XXX Community Development 8,553,569 8,553,569 066-XXX-XXX Redevelopment 16,891,049 16,891,049 066-XXX-XXX Redevelopment-DS 1,880,850 1,880,850 0

TOTAL COMMUNITY DEVELOPMENT 27,325,468 0 1,880,850 25,444,618 0

GRAND TOTAL 164,248,773 10,486,634 77,012,627 76,749,512 0



DETAIL OF RESERVES/DESIGNATIONS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORSSCHEDULE 15

FISCAL YEAR 2007-08

Amount Made Available for Incr or New Res/DesigReserves/ Financing by Cancellation Provided in Budget Year Total

Designations Reserves/Balance Adopted Adopted Designations

District & Description as of Bd of Sups Bd of Sups for(Reserves & Designations*) June 30,2007 Recommended 2007-08 Recommended 2007-08 Budget Year

(1) (2) (3) (4) (5) (6) (7)


50-049-100 #40-Fire Services Desig 1,557,103 44,469 1,512,63450-049-100 #40-Fire Services Equipment 10,000 10,00050-049-110 #40-Geoth Tax Lit Desig 301,029 301,029 050-049-200 #40-Dry Creek Desig 117,659 7,050 7,050 124,70950-049-300 #40-Sea Ranch Desig 811,026 19,830 471,604 339,42250-049-400 #40-Fitch Mountain Desig 199,494 3,000 3,000 196,49450-049-700 #40-Wilmar Desig 68,753 30,000 38,753

Total CSA #40 3,065,064 22,830 850,102 7,050 7,050 2,222,012

51-003-000 #41-Light-Roseland Desig 177,335 62,331 62,331 115,00451-004-000 #41-Light-Meadowlark Desig 12,851 442 442 13,29351-031-310 #41-Light-A.L.W.-Z5 Desig 40,587 9,776 9,776 30,81151-035-000 #41-Parks-Sonoma Vly Desig 191,349 4,576 4,576 195,92551-035-210 #41-Parks-SV-Ernie Smith Desig 12,473 12,47351-035-220 #41-Parks-SV-Larson Desig 408 40851-036-010 #41-Light-ABC Desig 81,142 2,420 2,420 83,562

Total CSA #41 516,145 72,107 72,107 7,438 7,438 451,476

TOTAL COUNTY SERVICE AREAS 3,581,209 94,937 922,209 14,488 14,488 2,673,488

HAZARDOUS ABATEMENT

50-043-000 Rio Nido GHAD Desig 100,760 100,760

TOTAL HAZARDOUS ABATEMENT 100,760 0 0 0 0 100,760

AIR POLLUTION CONTROL

50-045-000 No Air Poll Control Desig 756,922 38,179 11,106 768,02850-045-010 NSCAPCD-VPMP Desig 1,128,131 47,785 1,574 1,080,34650-045-100 NSCAPCD-GAMP Desig 251,378 11,825 11,825 263,20350-045-300 NSCAPCD-Community Prog Desig 177,377 32,022 32,022 145,355

TOTAL AIR POLLUTION CONTROL 2,313,808 32,022 79,807 51,578 22,931 2,256,932




FISCAL YEAR 2007-08




(1) (2) (3) (4) (5) (6) (7)

LIGHTING

50-060-000 Belmont Terrace Desig 29,142 242 242 28,90050-062-000 Carmet Desig 70,999 4,279 4,279 75,27850-063-000 Cinnabar Desig 114,840 5,700 5,700 120,54050-064-000 Countryside Manor Desig 9,094 370 370 8,72450-065-000 Forestville Desig 112,647 3,887 3,887 116,53450-066-000 Geyserville Desig 63,797 1,755 1,755 65,55250-067-000 Graton Desig 214,475 13,038 13,038 227,51350-068-000 Guerneville Desig 760,670 18,323 63,273 742,34750-069-000 Jenner Desig 139,204 156 156 139,04850-070-000 Madrone Acres Desig 141,581 4,761 4,761 146,34250-071-000 Monte Rio Desig 206,206 1,217 1,217 207,42350-072-000 Pacific View Desig 4,487 216 216 4,70350-073-000 Penngrove Desig 182,799 15,693 15,693 198,49250-074-000 Rio Nido Desig 384,528 14,007 14,007 398,53550-075-000 South Park Desig 34,574 512 512 34,06250-077-000 Summer Home Park Desig 40,252 1,777 1,777 42,02950-078-000 Valley of the Moon Desig 1,885,971 12,762 12,762 1,873,20950-079-000 West Side Desig 11,111 1,388 1,388 9,72350-080-000 Woodside Desig 37,972 2,516 2,516 40,488

TOTAL LIGHTING 4,444,349 15,430 33,753 132,119 68,846 4,479,442

COMMUNITY FACILITIES

50-082-001 CFD #4 Wilmar Desig 9,890 9,89050-083-001 CFD #5 Dry Creek Desig 10,129 10,12950-084-001 CFD #7 Mayacamas Desig 24,332 24,332

TOTAL COMMUNITY FACILITIES 44,351 0 0 0 0 44,351

PERMANENT ROADS

50-09X-000 Permanent Roads Desig 88,196 3,437 3,437 91,633

TOTAL PERMANENT ROADS 88,196 0 0 3,437 3,437 91,633

SO CO WATER AGENCY

52-720-100 General Desig 4,270,169 3,930,586 1,626,395 5,896,56452-720-100 General-Des for Cont Desig 75,000 75,00052-720-300 Spring Lake Park Desig 563,801 338,979 363,979 199,82252-720-500 Waste/Recycled Wat Loan Desig 119,628 475 475 120,10353-730-200 Laguna Mark (1A) Desig 4,669,932 1,542,010 2,613,510 2,056,42253-730-300 Petaluma (2A) Desig 5,656,200 110,000 867,500 4,788,70053-730-400 Vly of the Moon (3A) Desig 466,074 262,145 222,145 688,21953-730-500 Low Russ Riv (5A) Desig 1,270,809 119,310 119,310 1,390,11953-730-600 North Coast (7A) Desig 72,300 7,387 7,387 64,91353-730-700 South Coast (8A) Desig 1,221,370 156,700 156,700 1,378,07053-730-800 Warm Springs Dam Desig 10,357,565 4,655,303 4,440,303 5,917,26254-740-200 Warm Springs Dam-DS Other 75,131,777 712,500 712,500 75,844,277

TOTAL SO CO WATER AGENCY 103,874,625 6,653,679 8,292,679 5,181,716 2,837,525 98,419,471




FISCAL YEAR 2007-08




(1) (2) (3) (4) (5) (6) (7)

IHSS PUBLIC AUTHORITY

50-930-000 IHSS Public Authority Desig 141,222 141,222

TOTAL IHSS PUBLIC AUTHORITY 141,222 0 0 0 0 141,222

SO CO LIBRARY

50-950-010 JP-So Co Library Desig 5,433,441 2,734,363 3,013,005 2,420,43650-950-010 JP-So Co Library Equipment 50,000 50,000 50,000 100,00050-950-010 JP-Self Check Systems Desig 1,250,000 750,000 750,000 2,000,00050-950-010 JP-NW Branch Desig 0 1,250,000 1,250,000 1,250,00050-950-010 JP-Branch Improvements Desig 0 811,655 561,655 561,65550-950-120 Gifts & Donations Desig 715,454 166,840 166,840 548,61450-950-130 Library Branch Projects Desig 1,382,801 48,500 37,500 1,420,30150-950-140 Cromwell Bequest Desig 690,303 30,000 6,000 696,30350-950-150 Wine Library Desig 63,671 6,600 6,600 57,071

TOTAL SO CO LIBRARY 9,585,670 2,907,803 3,186,445 2,940,155 2,655,155 9,054,380

OPEN SPACE DISTRICT

50-960-010 So Co Ag Pres/OSD Desig 992,442 154,564 163,167 829,27550-960-010 SCAPOSD-Endowment Desig 183,321 183,32150-960-040 SCAPOSD-Install Pymt Desig 35,684 15,917 15,917 19,76750-960-050 SCAPOSD-SR Creek Desig 1,051,034 928,596 928,596 122,438

TOTAL OPEN SPACE DISTRICT 2,262,481 1,099,077 1,107,680 0 0 1,154,801


65-XXX-XXX Community Development Desig 8,553,569 8,553,56966-XXX-XXX Redevelopment Desig 16,891,049 10,500,148 10,500,148 6,390,90166-XXX-XXX Redevelopment-DS Other 1,880,850 80,400 80,400 1,961,250

TOTAL COMMUNITY DEVELOPMENT 27,325,468 10,500,148 10,500,148 80,400 80,400 16,905,720

GRAND TOTAL 153,762,139 21,303,096 24,122,721 8,403,893 5,682,782 135,322,200

*General Reserves - Reserves usually established during the budget process primarily to provide for dry period funding.

*Other Reserves - Reserves established to offset legal contingencies or those Balance Sheet assets which are not available to meet expenditure requirements during the year.

*Designations - Restrictions established to indicate tentative plans for Financial Resource utilizations in future periods.

*Encumbrances are excluded.


DEPARTMENT OR DIVISION BUDGETS (as presented in this document)

Genera

l

Public

P

rote

ction

Public

W

ays/

Facili

tie

s

Health/

Sanitation

Public

A

ssis

tance

Education

Recre

ation/

Cultura

l

Debt

Serv

ice

ADMINISTRATIVE AND FISCAL SERVICES Board of Supervisors/County Administrator X County Counsel X Human Resources X General Services X Information Systems X Employee Benefits X Other General Government X Auditor-Controller-Treasurer-Tax Collector X County Clerk/Assessor X Recorder X Retirement of Long-Term Debt X

JUSTICE SERVICES Court Support X Grand Jury X Probation X District Attorney X Public Defender X Sheriff X

HEALTH & HUMAN SERVICES Health Services X Human Services X Child Support Services X

DEVELOPMENT SERVICES Permit and Resources Management X Emergency Services X Transportation and Public Works X Economic Development X Regional Parks X

OTHER COUNTY SERVICES Agricultural Commissioner X University of California Cooperative Extension X Advertising X

CAPITAL IMPROVEMENTS Capital Improvements X

STATE FUNCTION CATEGORY


2005-06 2006-07 2007-08 2007-08Department Allocated Allocated Recommended Allocated

Board of Supervisors 16.79 16.79 16.79 16.79County Administrator 14.50 14.55 14.55 14.55County Counsel 33.50 35.75 36.25 36.25Human Resources 55.40 54.00 56.75 60.75Information Systems 130.00 131.00 133.00 133.00General Services 128.00 129.00 128.00 128.00County Clerk/ 21.00 21.00 21.00 21.00 Registrar of VotersAssessor 85.60 82.00 82.00 82.00Auditor-Controller/Treasurer- 107.76 106.75 107.75 107.75 Tax CollectorRecorder 17.00 17.00 17.00 17.00Permit and Resource Mgmt 164.00 168.00 166.00 166.00Economic Development Board 3.50 3.50 3.50 3.50Regional Parks 88.80 90.30 93.05 93.05Public Works 243.50 241.00 241.00 241.00Sheriff/Adult Detention 693.24 704.74 712.74 713.74District Attorney 115.75 118.75 119.76 124.27Probation/Juvenile Institutions 282.35 286.85 296.10 308.10Public Defender 47.00 49.00 50.00 52.00Human Services 607.15 608.15 641.40 641.40Health Services 615.17 612.40 619.34 622.67Dept of Child Support Services 152.00 152.00 152.00 152.00Agricultural Commissioner 58.50 61.01 66.00 66.00UC Cooperative Extension 8.00 8.60 10.60 10.60Dept of Emergency Svcs 20.50 22.50 20.50 20.50Ag Pres/Open Space Dist 18.00 18.00 18.00 18.00Water Agency 200.00 206.00 207.00 206.00Community Development 46.00 46.00 43.00 43.00Fairgrounds 40.10 40.10 42.10 42.10Library 130.30 131.30 138.30 138.30

TOTALS (FTE) 4,143.41 4,176.04 4,253.48 4,279.32

The majority of the FY 2006-07 increases in allocated positions for Sheriff/Adult Detention are for7 new Correctional Officers, needed to supervise an increase in inmate population at the Main AdultDetention Facility.

The increase in Health Services positions from the 07-08 recommended to the 07-08 allocated budget is primarily to support new programs funded by the Mental Health Services Act.

Increases in Criminal Justice positions from the 07-08 recommended to the 07-08 allocated budget are needed primarily for the staffing of two new courtrooms.

PERMANENT POSITION SUMMARY (BY DEPARTMENT HEAD)

County of SonomaFY 2007 - 2008 Budget Position Listing327

07-08 07-08 07-08 07-08

DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

FAIRGROUNDS

FAIR MANAGER 4394 1.0 1.0 1.0 1.0SUPERVISING ACCOUNTANT 3075 1.0 1.0 1.0 1.0FAIR BLDG SUPT 3230 1.0 1.0 1.0 1.0ASST FAIR MANAGER 3075 1.0 1.0 1.0 1.0PREM EXHIBIT COORD 3075 1.0 1.0 1.0 1.0MKTG PROM COORD 2990 2.0 2.0 2.0 2.0INTERIM EVENT COORD 2990 1.0 1.0 1.0 1.0BLDG MECHA NIC II 2455 2.0 2.0 2.0 2.0AUTO MECHANIC 2154 1.0 1.0 1.0 1.0BLDG MECHANIC I 2169 1.0 1.0 1.0 1.0EXEC SECRETARY 1982 1.0 1.0 1.0 1.0PAINTER 2163 1.0 1.0 1.0 1.0ACCOUNTING TECHNICIAN 1922 1.0 1.0 1.0 1.0SR FAIR MAINT WORKER 1873 6.0 6.0 6.0 6.0ACCOUNT CLERK III 1815 1.0 1.0 1.0 1.0STOREKEEPER 1638 1.0 1.0 1.0 1.0ACCOUNT CLERK II 1646 0.1 1.0 1.0 1.0PREMIUM EXHIBIT AIDE 1646 1.0 0.1 0.1 0.1FAIR PREM EXHIBIT ASST 1803 1.0 1.0 1.0 1.0FAIR MAINT WRKER 1543 10.0 12.0 12.0 12.0SR SIMULCAST ATTENDANT 1811 1.0 1.0 1.0 1.0JANITOR 1424 1.0 1.0 1.0 1.0SIMULCAST ATTENDANT 1646 3.0 3.0 3.0 3.0

TOTAL 40.1 42.1 42.1 42.1

LIBRARY

LIBRARY DIRECTOR 6953 1.0 1.0 1.0 1.0LIBRARY IV+ 3825 2.0 3.0 3.0 3.0LIBRARIAN IV 3750 3.0 2.0 2.0 2.0ADMIN ASST III 3750 1.0 1.0 1.0 1.0ADMIN SVC MANAGER 3825 1.0 1.0 1.0 1.0HUMAN RESCS MANAGER 3643 1.0 1.0 1.0 1.0FACILITIES MANAGER 3643 0.0 1.0 1.0 1.0LIBRARIAN III+ 3183 5.0 5.0 5.0 5.0LIBRARIAN III 2961 4.0 4.0 4.0 4.0FACILITIES COORDNATOR 2903 1.0 0.0 0.0 0.0SR INFO TECH SPEC 2946 1.0 1.0 1.0 1.0LIBRARIAN II+ 2752 7.0 6.0 6.0 6.0BLDG MECH II 2603 1.0 1.0 1.0 1.0BLDG MECH I 2176 0.0 1.0 1.0 1.0LIBRARIAN II -BILINGUAL 2660 4.0 3.0 3.0 3.0LIBRARIAN II+ 2624 0.0 1.0 1.0 1.0LIBRARIAN I/II 2560 27.3 29.8 29.8 29.8ADMIN AIDE 2225 3.5 3.5 3.5 3.5ACCT ASSISTANT 2192 2.0 2.0 2.0 2.0GRAPHIC ARTIST 2176 1.0 1.0 1.0 1.0SUPERVISING LIB TECH 2176 4.0 4.0 4.0 4.0TECH SUPPORT SPEC II 2176 1.0 1.0 1.0 1.0LIBRARY ASSOCIATE 1966 5.9 5.6 5.6 5.6TECH SUPPORT SPEC I 1853 1.0 1.0 1.0 1.0LIBRARY SERVICE SPEC 1730 0.0 1.0 1.0 1.0CUSTODIAN 1696 2.0 0.0 0.0 0.0ACCT CLRK II 1726 0.9 0.9 0.9 0.9DELIVERY PERSON 1726 2.0 2.0 2.0 2.0LIBRARY TECH III BILINGUAL 1754 2.0 3.5 3.5 3.5LIBRARY TECH III 1654 37.0 39.0 39.0 39.0LIBRARY TECH II BILINGUAL 1503 0.0 0.4 0.4 0.4LIBRARY TECH II 1403 9.9 11.8 11.8 11.8

TOTAL 131.3 138.3 138.3 138.3

SONOMA COUNTY BUDGET - POSITION ALLOCATION


GLOSSARY OF BUDGET TERMS

County of Sonoma

FY 2007 - 2008 Budget Budget Glossary

A-87 COSTS - Those costs allocated to County departments under the Countywide Cost Allocation Plan to cover central administrative and overhead expenses. (A-87 refers to the federal circular that provides guidelines for these costs.) ACCRUAL BASIS - A basis of accounting in which transactions are recognized at the time they are incurred, as opposed to when cash is received or spent. APPROPRIATION - An authorization granted by the Board of Supervisors to make expenditures and to incur obligations for specific purposes. An appropriation expires at the end of the fiscal year. APPROPRIATION LIMITS - Refers to the Gann Initiative (Proposition 4 on the November 1979 ballot), which imposed limits on the allowable annual appropriations of the State, schools, and most local agencies; limit is generally prior year appropriations factored by per capita cost increases and population changes. APPROPRIATIONS FOR CONTINGENCIES - A budgetary amount, not to exceed 15% of specified appropriations of the fund in which it is appropriated, which is set aside to meet unforeseen expenditure requirements. ASSESSED VALUATION - A valuation set upon real estate or other property by the County or State Board of Equalization as a basis for levying taxes. ASSET - Resources owned or held by the County, which have monetary value. AVAILABLE FINANCING - All the components of financing a budget; primarily fund balance available, revenues, equity transfers, and reductions of reserves. AVAILABLE FUND BALANCE - The amount of funding available at year-end to finance the next year's budget after deducting encumbrances and reserves. BASELINE BUDGET - Baseline is generally considered to be the financial and staff resources needed to provide the same level of ongoing services included in the prior year’s budget. BUDGETARY BASIS - This refers to the basis of accounting used to estimate financing sources and uses in the budget. This generally takes one of three forms: GAAP, cash, or modified accrual. CAPITAL PROJECTS PLAN (CPP) - A multi-year plan for expenditures related to acquisition, expansion or rehabilitation to meet capital asset needs (e.g., land, buildings, and equipment related to construction). CAPITAL PROJECTS FUND - Funds that account for the financial resources used for the acquisition or construction of major capital facilities. CASH BASIS - A basis of accounting in which transactions are recognized only when cash is increased or decreased. CHARACTER - A major category of appropriation. Example: "Salaries and Employees Benefits" (Character 50) and "Services and Supplies" (Character 60). COMMUNITY FACILITIES DISTRICT (CFD) – A special financing entity through which a local government is empowered to levy special taxes and issue bonds when authorized by a 2/3 vote. CONTINGENCY - An amount not to exceed 15 percent of specified appropriations of the fund in which it is allocated; appropriated for unforeseen expenditure requirements. CONTRACTED SERVICES - Expense of services rendered under contract by personnel who are not on the payroll of the jurisdiction, including all related expenses covered by the contract.

377

COST ACCOUNTING - The method of accounting that provides for assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job. COST ALLOCATION PLAN - This plan, established under Federal guidelines, identifies, distributes, and allows the County to be reimbursed for the costs of services by support groups (such as Purchasing, Human Resources, CAO, County Counsel) to those departments performing functions supported by Federal/State funds. COST-OF-LIVING ADJUSTMENT (COLA) - An increase in salaries to offset the adverse effect of inflation on compensation. COUNTYWIDE FUNDS - The main operating funds of the County accounting for expenditures and revenues for countywide activities. CURRENT REVENUE - Revenues of a governmental unit that are available to meet expenditures of the current fiscal year. DEBT SERVICE FUND - A fund established to finance and account for the payment of interest and principal on all general obligation debt, other than that payable exclusively from special assessments and revenue debt issued for and serviced by a governmental enterprise. DEPARTMENT – The portion of the total County organization reporting to one individual who has overall management, appointing authority and budgetary responsibility for a specified group of programs and services. DEPRECIATION – A reduction in value over time of capital assets, attributable to wear and tear, deterioration, action of the physical elements, inadequacy or obsolescence. DESIGNATION - For governmental fund types, a segregation of a portion of the unreserved fund balance to indicate tentative plans for financial resource utilization in a future period, such as for general contingencies, equipment replacement, financing receivables, etc. DISCRETIONARY REVENUE - Monies that are not legally earmarked by the State or Federal government for a specified program or use. Included in this category are sales and use taxes, business license and utility user taxes, and property taxes. DIVISION – As used in the County budget, the division is a subset of a department’s or agency’s budget that is comprised of activities, programs, and services with common objectives but which as a whole are distinct from other groups of activities, programs, and services that the department or agency provides. EARMARKED - Revenues designated by statute or Constitution for a specified purpose. EMPLOYEE BENEFITS - Amounts paid on behalf of employees; these amounts are not included in the gross salary. They are fringe benefit payments, and, while not paid directly to employees, they are nevertheless a part of the cost of salaries and benefits. Examples are group health or life insurance payments, contributions to employee retirement, Social Security taxes, workers' compensation payments, and unemployment insurance payments. ENCUMBRANCES - An obligation in the form of a purchase order, contract, or other commitment that is chargeable to an appropriation. Available appropriations and fund balance are reduced by the amount of outstanding encumbrances. ENTERPRISE FUND - A fund established to account for operations that are financed and operated in a manner similar to private business enterprises, where the intent of the government body is that the costs of providing goods or services to the general public on a continuing basis is financed or recovered primarily through user charges. EXPENDITURES – Use of appropriation to purchase goods and services necessary to carry out the responsibilities of a department or organization.

County of Sonoma

FY 2007 - 2008 Budget Budget Glossary 378

EXPENSES – Outflows or other using up of assets or incurrence of liabilities (or a combination of both) from delivering or producing goods, rendering services or carrying out other activities that constitute the entity’s ongoing major or central operations. FINAL BUDGET - The budget document formally approved by the Board of Supervisors after the required public hearings and deliberations on the Proposed Budget. The Board must approve a Final Budget by October 2 each year. FISCAL YEAR – Twelve month period for which a budget is prepared. The County's fiscal year is July 1 to June 30. FIXED ASSETS – Long-lived tangible assets obtained or controlled as a result of past transactions, events or circumstances. Fixed assets include land, buildings, improvements and equipment. FULL-TIME EQUIVALENT POSITION (FTE) - A part-time position converted to the decimal equivalent of a full-time position based on 2,080 hours per year. For example, a part-time typist working for 20 hours per week would be equivalent to .5 of a full-time position. FUNCTION/FUNCTIONAL AREAS - A group of related activities aimed at accomplishing a major service for which a governmental unit is responsible. Example: "Public Protection" and “Health and Human Services” are examples of functions or functional areas in our state reporting and budget groupings, respectively. FUND - A legal entity that provides for the segregation of monies or other revenue sources for specific restrictions, or limitations. A separate set of accounts must be maintained for each fund to show its assets, liabilities, reserves, and surplus (fund balance), as well as its income and expenditures. The assets of a fund may also be placed into separate accounts to provide for limitations on specified fund income or expenditures. FUND BALANCE - The excess of assets of a fund over its liabilities. A portion of this balance may be available to finance the succeeding year's budget. GAAP - Generally Accepted Accounting Principles. Uniform minimum standards for financial accounting and recording, encompassing the conventions, rules, and procedures that define accepted accounting principles. GENERAL FUND - The fund used to account for all countywide operations except those required to be accounted for in another fund. GENERAL RESERVE - A separate fund or equity restriction within a fund to provide for dry period financing. GRANT - A contribution from one governmental unit to another, usually made for a specific purpose and time period. INDIRECT COST - A cost necessary for the functioning of the organization as a whole, but which cannot be directly assigned to one service. Includes support services like Budget Preparation, Accounting, Payroll Preparation, Treasury Management, Legal Services, and Human Resources (Personnel). See Cost Allocation Plan for further discussion. INFRASTRUCTURE - The physical assets of the County (e.g., street, water, sewer, public buildings and parks). INTERGOVERNMENTAL REVENUE - Funds received from Federal, State and other local government sources in the form of grants, shared revenues, and payments in lieu of taxes. INTERNAL SERVICE FUND - A fund used to account for the financing of goods or services provided by one department or agency to another department or agency of a government. LONG-TERM DEBT - Debt with a maturity of more than one year after the date of issuance. MAINTENANCE OF EFFORT (MOE) – A requirement that a county use a specific amount of its General Fund, in order to receive a funding from specific State or Federal sources.

County of Sonoma


MANDATED PROGRAMS - Mandated programs are those programs and services that the County is required to provide by specific State and/or Federal law. MATCH - The term "match" refers to the percentage of local discretionary County monies in the General Fund, which, by law, must be used to match a certain amount of State and/or Federal funds. For example, for the majority of welfare aid payments, the County must match every 95 State dollars they receive, with 5 dollars from the County's General Fund. MODIFIED ACCRUAL BASIS - The accrual basis of accounting adapted to the governmental fund-type measurement focus. Under it, revenues and other financial resource increments (e.g., bond proceeds) are recognized when they become susceptible to accrual, which is when they become both “measurable” and “available” to finance expenditures of the current period. All governmental funds, expendable trust funds and agency funds are accounted for using the modified accrual basis of accounting. NET COUNTY COST - The amount of the operation financed by discretionary sources, principally property taxes. OBJECT - A subcategory of a Character. Example: "Salaries” (Object 510) and “Retirement” (Object 520) are Objects under the “Salaries and Benefits” Character (Character 50). OBJECTIVE - Something to be accomplished in specific, well-defined, and measurable terms and that is achievable within a specific time frame. OBLIGATIONS - Amounts that the County may be legally required to meet out of its resources. They include not only actual liabilities, but also encumbrances not yet paid. OPERATING TRANSFERS - Interfund and intrafund transfers, other than residual equity transfers, legally authorized from a fund receiving revenue to the fund through which the resources are to be expended. OTHER CHARGES - An object of expenditure that reflects costs not directly associated with the daily expenses of running an operation. Includes such things as interest and principal charges, taxes and assessments from other governmental agencies, and litigation settlements. OTHER FINANCING SOURCES – Long-term debt proceeds, proceeds from the sale of general fixed assets, and operating transfers in from another governmental fund. OTHER FINANCING USES - Operating transfers out from one governmental fund to another. PER CAPITA - Amount per individual. POSITION - A position is an employment slot, an approved job for a person or persons working full-time or part-time. A position is usually listed in terms of its classification. POSITION ALLOCATION - Documentation depicting the number and classification of regular full-time, regular part-time and limited term positions in the County, by department, as authorized by the Board of Supervisors. PRIOR-YEAR ENCUMBRANCES - Obligations from previous fiscal years in the form of purchase orders, contracts or salary commitments which are chargeable to an appropriation, and for which a part of the appropriation is reserved. They cease to be encumbrances when the obligations are paid or otherwise terminated. PROGRAM REALIGNMENT – Also known simply as “Realignment”, refers to a circa 1990 transfer of program funding between the State and the counties to more accurately reflect responsibilities. Realigned programs include mental health, indigent health, foster care, welfare services, In-Home Supportive Services, certain juvenile justice programs, and other miscellaneous programs. Revenue from increased vehicle license fees and sales taxes finances the increased County program shares.

County of Sonoma


PROPOSED BUDGET - The working document for the fiscal year under discussion which, once approved, acts as the operating budget beginning July 1 and stays in effect until the Board adopts a final budget. PROPOSITION 13 - A tax limitation initiative approved by the voters in 1978. Proposition 13 provided for: 1) a 1 percent tax limit exclusive of tax rates to repay existing voter-approved bonded indebtedness, 2) assessment restrictions establishing 1975 level values for all property with allowable increase of 2 percent annually and reappraisal to current value upon change in ownership and new construction, 3) a two-thirds vote requirement to increase State taxes, and 4) a two-thirds vote of the electorate for local agencies to impose "special taxes". REAL PROPERTY - Land and the structures attached to it. REIMBURSEMENT - Payment for expenses incurred by one agency/budget unit that are properly applicable to another agency/budget unit within or between certain Government Funds. Reimbursements are recorded as a negative expenditure in the agency/budget unit that initially incurred the expense so that when grand totals of expenditures reported including those of both budget units, the totals are not overstated by doubling counting the same expenses in both units. An example might be a department that chooses to record the salaries and other operating expenses of a group of accounting staff in one distinct budget unit that then charges its services out to other budget units in the same department. The accounting budget unit would record the initial expenses to pay the salaries and other operating expenses. Each of the other units would record their share of the expenses as an accounting services cost and provide a reimbursement to the accounting budget unit. RESERVE - An account used to earmark a portion of fund equity that is legally or contractually restricted for future use or not available for expenditure. RESIDUAL EQUITY TRANSFERS - Nonrecurring or non-routine transfers of equity between funds (e.g., contributions of Enterprise or Internal Service Fund capital by the General Fund), subsequent return of all or part of such contributions to the General Fund, and transfers of residual balances of discontinued funds to the General Fund or other fund. RESOLUTION - An order by the Board of Supervisors requiring less legal formality than an ordinance or statute. RETAIL SALES TAX - A tax levied on the sale of goods or services to the consumer. REVENUE - Money received to finance ongoing County services. Examples: property taxes, sales taxes, fees, and State and Federal grants. SALARY SAVINGS - The dollar amount of salaries that can be expected to be saved due to vacancies and turnover of employees. SCHEDULE - A listing of financial data in a form and manner prescribed by the State. SECURED ROLL - Assessed value of real property, such as land, buildings, secured personal property, or anything permanently attached to land as determined by each County Assessor. SECURED TAXES - Taxes levied on real properties in the County, which are "secured" by a lien on the properties. SERVICES AND SUPPLIES – A Character of expenditure reflecting the County’s costs for services and supplies necessary for the operations of County departments and programs. SOURCE OF REVENUE - Revenues are classified according to their source or point of origin. SPECIAL ASSESSMENTS - Fees that are charged to property owners in certain geographical areas for public improvements. A fee is levied only to those property owners who receive a direct benefit. SPECIAL DISTRICTS - An independent unit of local government established to perform a single specified service. The Special Districts listed in this document are governed by the Board of Supervisors.

County of Sonoma


SPECIAL REVENUE FUND - A revenue fund used to account for the proceeds of specific revenue sources (other than special assessments, or for major capital projects) that are legally restricted to expenditure for specified purposes. The Advertising Fund and Road Fund are examples of special revenue funds. SUB-OBJECT – A subcategory of appropriations, sometimes referred to as a “line item”. Examples of Sub-Objects in the “Salaries and Benefits” Character (Character 50) include “Permanent Positions” (Sub-Object 5100), “Extra-Help” (Sub-Object 5110), and “Overtime” (Sub-Object 5120). SUBVENTION - Payments by an outside agency (usually from a higher governmental unit) for costs that originate in the County (i.e., Federal/State payments to County to offset the cost of providing Health and Welfare services). SUPPLEMENTAL TAX ROLL - The Supplemental Property Tax Roll is a result of legislation enacted in 1983 and requires an assessment of property when change to the status of the property occurs, rather than once a year, as was previously the case. TAXES - Compulsory charges levied by a governmental unit for the purpose of financing services performed for the common benefit. TAX LEVY - The resultant product when the tax rate per one hundred dollars is multiplied by the tax base. TEETER PLAN - A plan whereby 100% of the secured property taxes levied are apportioned to eligible agencies instead of the historical practice of apportioning 100% of taxes that have been collected. This allows the County to finance all delinquent property taxes. TRANSFERS IN/OUT - Amounts transferred from one fund to another to assist in financing the services for the recipient fund. TRANSIENT OCCUPANCY TAX - A tax collected by a motel/hotel operator for a percentage of the room rent paid by each transient, which is then due the County. This is sometimes referred to as T.O.T. TRUST FUND - Used to account for money or other property received by the County in its capacity as trustee or agent to be distributed in accordance with the conditions of the trust. UNANTICIPATED REVENUE - The amount of revenues which had not been estimated in the budget and which are appropriated for expenditure or applied to the increase of specific reserves during the fiscal period. UNDESIGNATED/UNRESERVED FUND BALANCE - The portion of a fund's balance that is available for spending or appropriation, not “earmarked” for specified purposes by the legislative body. UNENCUMBERED BALANCE - The amount of an appropriation that is neither expended nor encumbered. It is essentially the amount of money still available for future purposes. UNINCORPORATED AREA - The areas of the County outside the city boundaries. UNSECURED TAX - A tax on properties such as office furniture, equipment, and boats that are not secured by real property owned by the assessee.

County of Sonoma


COUNTY OF SONOMA

FINAL BUDGET

2007 - 2008

INDEX

Page Page

Advertising 255 Economic Development Department 215

Agricultural Commissioner 235 Elective & Appointed Officers 33

Airport Enterprise 197 Emergency Services 191

(see Transportation & Public Works) Employee Benefits 81

Alcohol & Other Drug Services 135 (see Non Departmental)

(see Health Services) Environmental Health 135

Appropriations for Contingencies 81 (see Health Services)

(see Non-Departmental)

Assessor 89 Fairgrounds 251

(see Clerk/Recorder/Assessor) Financial Policies for Budget Development 27

Auditor-Controller/Treasurer-Tax Collector 85 Fire Services (see Emergency Services) 191

Flood Control Districts (see Water Agency) 207

Board of Supervisors/County Administrator 55

General Services 69

Capital Projects 261 Glossary of Budget Terms 377

Child Support Services 167 Grand Jury (see Court Support Services) 97

Community Development Commission 183 Guide to Reading the Final Budget 23

County Administrator 55

(see Board of Supervisors/County Admin.) Health Services General Fund Financing 147

County Administrator’s Transmittal Letter 9 Health Services 135

County Clerk/Recorder/Assessor 89 Heavy Equipment 197

County Financial Summaries (see Transportation & Public Works)

Introduction & Changes to Fund Balance 45 Hospital Enterprise Closeout 171

Financing Sources & Uses Summary 46 Human Resources 63

Final Budget by Function 47 Human Services 149

General Fund Financing Sources 48 Human Services General Fund Financing 159

General Fund Appropriations 50

Other Funds Activities Sources & Uses 52 IHSS Public Authority 163

County Counsel 59 Information Systems 75

County Medical Services Program 135 Institutions (see Probation) 101

(see Health Services) Integrated Waste (Refuse) Enterprise 197

County Overview 36 (see Transportation & Public Works)

County Service Area #41, Sonoma Valley Parks 219

(see Regional Parks) Law Enforcement (see Sheriff) 121

County Service Area #41, Zone 2 Sea Ranch 197 Library 245

(see Transportation & Public Works) Lighting Districts 197

Court Support Services & Grand Jury 97 (see Transportation & Public Works)

Cross Reference of County Services to 326

State Function Categories Marinas (see Regional Parks) 219

Mental Health (see Health Services) 135

Debt Margins 287

Debt Obligations 283 Non-Departmental 81

Debt Services - Special Assessments 85 Non-Proposition 4 Unallocated Revenue 81

(see Auditor-Controller) (see Non-Departmental)

Demographics 36 Northern Sonoma County Air Pollution 197

Detention (see Sheriff’s Department) 121 Control District

District Attorney 109 (see Tranportation & Public Works)

Other General Government 81

(see Non-Departmental)

Organizational Chart 34

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COUNTY OF SONOMA

FINAL BUDGET

2007 - 2008

INDEX

Page Page

Permit & Resource Management Dept. 177 State Financial Schedules

Position Allocation 328 Summary of County Budget (Schedule 1) 290

Position Listing 327 Analysis of Fund Balance (Schedule 2) 291

Prevention & Planning 135 Detail of Reserves (Schedule 3) 292

(see Health Services) Estimated Additional Financing Sources 296

Probation 101 (Schedule 4)

Proposition 4 Unallocated Revenue 81 Analysis of Financing Sources by Fund 298

(see Non-Departmental) (Schedule 5)

Public Administrator/Guardian/Conservator 149 Analysis of Property Taxes (Schedule 6) 310

(see Human Services) Summary of Financing Requirements 311

Public Defender 117 (Schedules 7, 8, 8A)

Public Health (See Health Services) 135 Summary of Non-Enterprise Special 321

Districts (Schedule 13)

Recorder 89 Analysis of Non-Enterprise Special 322

(see Clerk/Recorder/Assessor) Districts Fund Balance (Schedule 14)

Redevelopment Agency 183 Detail of Non-Enterprise Special Districts 323

(see Community Development Commission) Reserves/Designations (Schedule 15)

Regional Parks 219 Supervisorial Districts 35

Registrar of Voters 89

(see Clerk/Recorder/Assessor) Transit Enterprise 197

Rio Nido Geologic Hazard Abatement 197 (see Transportation Public Works)

(see Transportation & Public Works) Transportation and Public Works 197

Road Maintenance Districts 197 Treasurer-Tax Collector 85

(see Transportation & Public Works)

Roads 197 U.C. Cooperative Extension 241

(see Transportation & Public Works) Unemployment Insurance ISF 85

(see Auditor-Controller)

Salary Schedule (see Position Listing) 369

Sanitation Districts & Zones 207 Water Agency 207

(see Water Agency) Water Service Areas 197

Self-Insurance Fund 69 (see Transportation Public Works)

(see General Services) Water Supply (see Water Agency) 207

Sheriff 121 Water Transmission Systems 207

Sonoma County Agricultural Preservation 229 (see Water Agency)

& Open Space District Welfare Administration 149

Special Projects 197 (see Human Services)

(see Transportation & Public Works) Welfare Programs (see Human Services) 149

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FINAL BUDGET 2007 - 2008 - Digital Resources for Law and ...

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