County of Sonoma, California

Final Budget 2006 - 2007 SONOMA COUNTY MISSION

Final Budget 2006-2007 and Statistical Report 2005-2006 2004-2005

SUPERVISOR VALERIE BROWN FIRST DISTRICT SUPERVISOR MIKE KERNS SECOND DISTRICT SUPERVISOR TIM SMITH THIRD DISTRICT SUPERVISOR PAUL L. KELLEY, CHAIR FOURTH DISTRICT SUPERVISOR MIKE REILLY FIFTH DISTRICT

RECOMMENDED BY BOB DEIS, COUNTY ADMINISTRATOR COMPILED BY RODNEY DOLE, AUDITOR-CONTROLLER

Cover Photo: Riverfront Regional Park Sonoma County, California Provided by Sonoma County Regional Parks GOVERNMENT FINANCE OFFICERS ASSOCIATION

Distinguished Budget Presentation Award PRESENTED TO Sonoma County California

For the Fiscal Year Beginning July 1, 2005

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, 2005.

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. COUNTY OF SONOMA FINAL BUDGET 2006 - 2007 Need Help? See A Guide to Reading the Budget TABLE OF CONTENTS

Page Page County Overview Development Services

Board of Supervisors' Letter to 1 Permit & Resource Management 145 Sonoma County Citizens Community Development Commission 150 County Administrator’s Transmittal Letter 3 Emergency Services 157 A Guide to Reading the Final Budget 17 Transportation and Public Works 162 Financial Policies for Budget Development 20 Water Agency 171 Sonoma County Supervisorial Districts 27 Economic Development Department 179 County Overview & Demographics 28 Regional Parks 182 Directory of Elective & Appointed Officers 36 Organization Chart 38 Other County Services

Financial Summaries Sonoma County Agricultural Preservation 191 & Open Space District Introduction 39 Agricultural Commissioner 196 Financing Sources & Uses Summary 40 U.C. Cooperative Extension 200 Final Budget By Function 41 Library 203 County General Fund Summaries 43 Fairgrounds 207 Advertising 209 Administrative Support & Fiscal Services Capital Projects County Administrator 51 County Counsel 52 Capital Projects 215 Human Resources 57 General Services 60 Debt Information Systems 65 Non-Departmental 70 Debt Obligations 241 Auditor-Controller 74 Debt Margin 245 Treasurer/Tax Collector 77 County Clerk-Recorder-Assessor-PA 80 State Financial Schedules

Justice Services Introduction 247 Summary of County Budget 249 Court Support Services & Grand Jury 87 Analysis of Fund Balance 250 Probation 90 Schedules 1-8A & 13-15 District Attorney 95 Cross Reference of County Services to 286 Public Defender 100 State Function Categories Sheriff 103 Position Listing Health & Human Services Position Listing 287 General Fund Health Financing 115 Position Allocation Detail 288 Health Services 117 Salary Schedule 328 Human Services 129 IHSS Public Authority 136 Glossary Child Support Services 138 Glossary of Budget Terms 335 Hospital Enterprise Closeout 141 Index 343

OFFICE OF THE COUNTY ADMINISTRATOR

COUNTY OF SONOMA BOB DEIS COUNTY ADMINISTRATOR 575 ADMINISTRATION DRIVE – ROOM 104A SANTA ROSA, CALIFORNIA 95403-2888 JIM ANDERSEN ASST. COUNTY ADMINISTRATOR TELEPHONE (707) 565-2431 FAX (707) 565-3778 JENNIFER M. MURRAY DEP. COUNTY ADMINISTRATOR CHRIS THOMAS DEP. COUNTY ADMINISTRATOR

June 20, 2006

TO: Board of Supervisors

FROM: Bob Deis County Administrator

SUBJECT: Proposed Fiscal Year (FY) 2006-2007 Budget

Submitted for your consideration is the County Administrator’s Proposed Budget for FY 06-07, totaling $1.1 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 06-07

For at least the last five 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 06-07. 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 much 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. As just one example, various state agencies are making the unilateral decision to transition their information systems from in-County hardware or software, thereby causing the County to pickup the fixed costs at a formerly shared system or IT platform. 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 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 Sheriff, District Attorney, Health Services, Human Services, Child Support Services, Public Defender, Transportation and Public Works, Agriculture Commissioner, and Parks where staffing, maintenance, and other services were reduced to meet available resources. In some cases, this represents the fifth year in a row where reductions have been made and cumulative effects of up to 20% reduction in staffing have been seen.

Strategic Planning To address this trend, the Board authorized, and the County has embarked upon, a Strategic Planning effort to help define what kind of community and organizational service system we desire in the long- term, vis-à-vis what kind of service systems we have now and will likely have in the future given status quo assumptions. This effort has focused on four areas for development of potential initiatives: 1) Setting priorities, resource development, and performance measurement; 2) Demographic trends and service delivery implications; 3) Infrastructure and carrying capacity; and 4) Jurisdictional roles and relationships. As we go to print, the analysis to define trends, needs, and potential options is being completed. The next step, evaluating options and developing strategic initiative plans, will continue this summer/fall and begin to generate guidance for the next (FY 07-08) budget.

In the meantime, our budget document itself is changing. The goal is to provide a more concise and reader-friendly presentation of the operating plan that the Board adopts each year, which reflects the policy direction and priorities for allocating the resources among the service needs in the community. This will be a multi-year project to coincide with the Strategic Planning effort above, and will more clearly align the information so that the public can see the plans and progress we make on the policy goals of the Board, rather than an extreme focus on minute changes in the budget numbers.

In addition, in this document you will read about initiatives that are already underway such as:

Reorganizing and Consolidating Since the mid 1990’s, the Board has directed staff to identify options to reorganize the functions of the County in order to provide services more effectively and to reduce costs. In FY 05-06, the latest of these consolidations was approved, merging the elected offices of the Auditor-Controller and the Treasurer-Tax Collector into one elected office for fiscal administration. The transition to the consolidated office is underway and various actions will take place throughout the coming year to provide one-stop direct fiscal services to constituents and free up administrative resources to allow for enhancement of other priority services. Since this consolidation will be in process during the FY 06-07, the consolidation will not be memorialized in the County Budget document until FY 07-08.

Conducting Management Reviews As a part of a philosophy of continuous improvement, the Board has authorized a program of comprehensive management reviews. The first of these was conducted in FY 05-06, focusing on the Animal Regulation function in the Agricultural Commissioner’s office. A report was presented to the Board in mid-June. Based on the review, some short-term actions and implementation of a three to five year work plan of industry best management practices are recommended. Many of the implementation actions will be made at little or no additional cost. Financing options will be provided for recommended actions that require additional resources. The next management review will focus on the Department of Transportation and Public Works in FY 06-07.

Addressing Detention Facility Capacity The adult inmate population is nearing detention facility capacity requiring double bunking in cells. Population growth issues and associated costs are of concern. Two studies are underway; one will focus on the current use of jail alternative programs to determine their effectiveness while examining the potential of expanding the programs. This study will also evaluate the criminal justice system to identify process improvements that may reduce jail population and inmate length of stay without affecting community safety. A second study will evaluate jail operations and efficiencies, to provide baseline information for jail expansion and planning. You will also see potential additional operating costs on the “Add Back” list, $359,249 for the Sheriff and $478,340 for the Probation Department. These are only part-year costs that will likely add over $1 million on an on-going basis to respond to population pressures in our juvenile and adult detention facilities.

Additional Courts The Courts recently decided to add an additional misdemeanor court, which required us to add public defender and prosecutor staffing to support it. This is an annual increase of $691,609 that was unexpected. Additionally, the Courts are potentially adding another juvenile court, but have not given us formal notice. To staff this additional court, the costs can potentially reach a high of $863,000. This number was also unexpected in our multi-year financial forecasts and is included in our “Add Back” list.

Improving Emergency Preparedness and Response The County is working to improve Emergency preparedness and response in several ways throughout the organization. Some examples include: planning for a potential Flu Pandemic, implementing countywide training for National Incident Management Systems (NIMS), collaborating with the City of Santa Rosa and community groups to increase individual emergency preparedness, evaluating leading edge technological improvements for the Emergency Operations Center, and more detailed business resumption planning. While the costs for these activities are provided for within the Proposed Budget, in the event of an actual emergency, the additional resources required to mitigate and manage the multiple impacts on our local community would need to come from our reserves, as well as state and federal assistance.

Implementing Mental Health Redesign The Mental Health program reflects a mix of good and bad news. In May 2006, the Board approved a plan to redesign mental health services beginning in FY 06-07 in an effort to establish a level of services such that on-going expenses are funded with on-going revenues. The plan significantly reduces the level of current (realigned) services, particularly acute care residential treatment, including the Sutter In-Patient Unit (IPU) and long-term care. At the same time, the plan will increase community-based services and create a continuum of treatment options aimed at reducing the demand for acute care services. The Mental Health Services Act (MHSA) will be a key source of funding for these programs, providing $3.5 million in FY 06-07 once the state approves Sonoma County’s Community Services and Supports Plan.

Containing Benefit Costs The County has been actively pursuing options to better contain benefit costs, one of the major contributing factors to the gradual erosion of available resources for service delivery. Efforts to improve safety practices, as well as legislative reforms at the state level, have resulted in a reduction in Worker’s Compensation rates from last year. These efforts continue in the Proposed Budget, in order to shrink the overall outstanding unfunded liability for current and past injuries and illnesses as well as to continue to reduce new occurrences. In addition, we successfully completed transition to new preferred provider network and third party administration services for County Health Plan, which resulted in more than $2 million savings from the estimated claims costs. We were also successful in negotiating rates that were less than originally anticipated with our other health plans and have begun a strategic cost containment planning effort for all County employment benefits. Yet, the challenge for FY 06-07 will be to begin our planning for compliance with new accounting reforms requiring us to identify our actuarial determined (unfunded) liability for retiree health costs. This unfunded liability, on an actuarial basis, will be very large. See emerging issues (fiscal) for further explanation.

Development Services Winter storm flooding in December 2005 and January 2006, followed by record rains through April 2006, severely damaged the county roads system. At the time of this writing, storm damage estimates to county roads could reach $12 million, which exceeded available FY 05-06 funding. In order to make the necessary damage repairs, the department deferred scheduled roads maintenance for the balance of the year and reprogrammed those funds toward storm damage repair. It is estimated that $6 million will be expended in FY 06-07 for storm damage repair. Pursuant to the declaration of a local emergency, some state and federal funding may be made available in FY 06-07. A comprehensive assessment of damage, the likelihood and timing of state and federal reimbursement, and various response options will be brought to the Board soon.

II. MAJOR ACCOMPLISHMENTS AND CHANGES DURING FY 05-06

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: Negotiated a Memorandum of Understanding with the City of Santa Rosa to reduce potential County fiscal impacts of the Gateway Redevelopment Project.

Implemented Help America Vote Act (HAVA) requirements for visually impaired accessible voting equipment. It is anticipated that the first handicapped accessible systems to be used in Sonoma County will be deployed in the June 2006 primary election.

Successfully completed transition to new preferred provider network and third party administration services for the County Health Plan, which resulted in more than $2 million savings from the estimated claims costs and began strategic cost containment planning efforts for all County employment benefits.

Criminal Justice: The Juvenile Justice Center construction project was completed well within budget and operations began in the new location. This also concluded a multi-year planning process that included updating Juvenile Hall operating policies and training of all Juvenile Corrections Counselor (JCC) staff.

Established the Special Victim Unit, responsible for the prosecution of defendants in adult sexual assault, child abuse, and elder abuse cases. This allows a core group of attorneys, with specialized knowledge, to focus on a unique area of the law. Health and Human Services: Within extreme time parameters, upgraded the Public Health Laboratory to function as a regional lab in the Centers for Disease Control Laboratory Response Network. The Lab provides services to Sonoma, Mendocino, and Lake Counties.

Enrolled over 1,700 previously uninsured children in the community-sponsored Sonoma Healthy Kids project.

Successfully implemented the State CalWIN automation system that determines eligibility for Economic Assistance and supports Employment and Training programs.

Development Services: Coordinated negotiations and drafting of planning agreement with local, state, and federal agencies regarding compliance with Endangered Species Act with respect to California Tiger Salamander critical habitat in Sonoma County.

Completed agreements and implemented a program to transport and dispose of refuse out of the county in the short-term and brought forward analysis and recommendations for long-term solid waste diversion and disposal. Also completed a pipeline that will transmit leachate from the Central Landfill to the Santa Rosa water treatment plant and ultimately reduce leachate disposal costs.

Other County Services: Developed revisions to the County Animal Control Ordinance to increase public safety and improve identification of animals identified as potentially dangerous and vicious.

Completed seven conservation transactions on 2,620 acres at a cost of $40.5 million. These included fee purchase of the 823-acre Taylor Mountain Ranch near Santa Rosa, the 960-acre Saddle Mountain property northeast of Santa Rosa, the 98-acre Montini property near Sonoma, the 247-acre Lawson open space addition to Hood Mountain Regional Park, matching grants to implement the Prince Gateway (Boyett) and Santa Rosa Creek Greenway projects, and secured conservation easements protecting 490 acres. Acquired Tolay Lake Regional Park and began the planning process including interim access and management.

Coordinated an excellent multi-agency response to the 2006 New Year’s floods and facilitated the process to apply for two presidential disaster declarations. Supervised Adult Crews performed almost 5,000 hours of work including assisting residents, clearing creeks and debris, transporting appliances, and assisting with beach hazmat cleanup. Over 2,000 Rapid Evaluation Safety Assessments were completed and storm damage repair building permits were issued from a remote location (Guerneville Veterans Hall) for the first time. Also received approval to extend the FEMA financed elevation of flood prone structures for another 18 months. This program has elevated over 200 residential structures in the lower Russian River area since 1997.

Completed the first full transition year with the Sonoma County Tourism Bureau.

Completed a new horse racing turf track that is expected to increase interest in racing and competition at the Sonoma County Fair.

III. COUNTY ECONOMY AND BUDGET FINANCIAL OVERVIEW

Sonoma County is still emerging from the economic recession that has negatively impacted the private and public sectors for the past several years. Overall employment has improved, and the confidence level in the future, at least for the near term, is higher than in recent years though increased energy costs are a concern and remain a drag on the economy. We are seeing signs of improvement in the tourism industry and expect that to continue to improve in the future as the partnership between Sonoma County, tourism associations, and the various businesses associated with that sector — primarily the lodging industry, strengthens. Medical and health services and an emerging cluster of creativity or innovation based businesses, reflecting an increasing number of small but strong arts and technology-oriented endeavors, have joined with tourism and agriculture as major contributors to the County’s local economy. Finally, despite increasing interest rates, longer than average time on the market, and slower growth in housing prices, the residential real-estate market continues to support local property tax growth at a steady pace. Yet, we are monitoring this closely, given our increased reliance on this revenue source.

Among the assumptions used in this budget, the County share of property tax revenues ($158 million) are projected to increase 7.5% or more, based upon current estimates. The County Assessor typically updates this forecast after this Proposed Budget submittal, but before the budget hearings. State/federal revenues ($281 million) are projected to increase 6.6%. Local sales taxes ($13 million) and treasury interest ($9 million) are projected to increase 4% each. Proposition 172 public safety sales tax revenue ($40 million), which is distributed on a statewide formula, is projected to increase 3.5% 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 6-8%.

The Proposed Budget is balanced by relying on $22 million of fund balance estimated to be available at the end of FY 05-06. We will not be using any General Fund discretionary or emergency reserves. This fund balance figure is $7 million less than that used to fund the current year and reflects the anticipation that previous levels of operational savings will be harder to achieve and the fact that we are forecasting our revenue in a more accurate manner. Nonetheless, we are confident that this 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 that have been reduced in order to balance to available resources.

A comparison of total recommended expenditures to the current year follows:

FY 05-06 FY 06-07 Percent Fund Adopted Recommended Change Change

County Operating Funds $665,038,200 $674,421,046 $9,382,846 1.4% Capital Projects Fund 48,137,154 47,139,761 (997,393) -2.1%

Sub-Total 713,175,354 721,560,807 8,385,453 1.2%

Enterprise Funds 83,031,347 80,565,070 (2,466,277) -3.0%

Internal Service Funds 67,854,106 68,853,720 999,614 1.5%

Special Districts 275,770,563 234,121,772 (41,648,791) -15.1% (Governed by Board)

Total Requirements $1,139,831,370 $1,105,101,369 $(34,730,001) -3.0%

Reductions in Enterprise Funds (primarily Refuse and Transit) and 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 05-06 and carried forward to FY 06-07.

IV. BUDGET POLICY DIRECTION

In the spring (February 28, 2006), the Board provided the following policy direction upon which the Proposed Budget is based:

• Include any approved recommendations on funding and staffing requirements to support a proposed new misdemeanor court in the Hall of Justice (HOJ) and a potential second courtroom for juvenile cases in the Juvenile Justice Center (JJC). The costs for the misdemeanor court are in the budget. The estimated costs for the juvenile court are on the “Add Back” list.

• Extend the time-limited positions and continue the three alternatives to incarceration programs, during which time the County Administrator will work with Sheriff, Probation, and Health Services departments’ staff to develop on-going performance measures and continue to evaluate the impact of these programs in reducing jail length of stay and recidivism of the clients served by the programs. Subsequently, this project has been expanded to include evaluation of other jail alternative programs and justice system practices and is included for funding in the recommended Capital Projects Budget.

• In anticipation that a new State Property Tax Administration Program (PTAP) fund program will be available in FY 07-08, and to ensure assessor’s efforts to address property assessment backlogs are not held up, provide one-time General Fund back-fill of up to $875,000 for the second year loss of state funds and work with the State Assessor’s Association, the Legislature and the Governor’s administration to develop a successor program. The funds are in the budget.

• Prepare budget assuming Governor’s proposed Substance Abuse Crime Prevention Act (SACPA) funding. This Act, also known as Proposition 36, provides alcohol and drug treatment for eligible non-violent offenders. Proposition 36 included a five-year mandate for state funding, which expires at the end of the current fiscal year. The mandate for services will continue.

• Prepare the Proposed Budget in accordance with Board approved financial policies including the new “traffic signal” reserve level guidance (5-10% of General Fund Revenues red light, 10-15% yellow light and greater than 15% green light) consistent with best practice recommendations from the Government Finance Officers Association of the United States and Canada. Our current discretionary reserve balance is projected at $23.6 million or 6.9% of General Fund Revenues. We hope to contribute to this balance with any year-end budget savings.

V. STATE BUDGET OVERVIEW

At this writing, the State has not concluded its FY 06-07 budget deliberations. The Governor’s Proposed Budget in January was estimated to reduce Sonoma County funding for local programs by $1.6 million and reduce another $1.1 million for state and federal programs; and due to the continuance of flat funding for most of the Human Services programs, it would have the additional effect of reducing services as the fixed costs of doing business increase. The May Revision contained some new proposals that offered enhancements to some programs but the reductions above remained in place. 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 to $4 billion, does not appear likely. Thus, additional tight state budgets are expected in the future.

With a few exceptions, the County’s Proposed Budget does not reflect any adjustments associated with the changing State Budget proposals. We will continue to monitor the progress on finalizing the State Budget and will 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. For the first time in many years, it appears the state may adopt their budget in time for our August budget hearings.

VI. FY 06-07 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.”

Casinos • It appears that the Dry Creek Rancheria intends to expand its current gaming facility and pursue a second facility on a site near Petaluma. Meanwhile, County efforts to assert fire jurisdiction over the Rancheria, due to safety concerns, and County protests to the existing facility alcohol license application will continue to be active in the courts. The Cloverdale Band of Pomo Indians and the Federated Indians of the Graton Rancheria filed application to take lands, near Cloverdale and Rohnert Park, respectively, into trust for gaming facilities. The Graton tribe is expected to issue an Environmental Impact Statement for its proposed casino. All these activities will involve County review, comment, and efforts to ensure adequate mitigation of any project impacts.

Criminal Justice • The Sonoma County Superior Court has discussed the possibility of operating the second courtroom at the new Juvenile Justice Center (JJC). At the time of this writing, it is unclear what activities would be handled in the courtroom, the number of hours each week the courtroom would be in session, and when or if the activities would occur in FY 06-07. If juvenile matters were to be held in that courtroom, additional District Attorney, Public Defender, and Probation staff would be required to provide appropriate support, which could amount to $863,000 per year.

• Inmate hospitalization costs have increased significantly over the last few years, due to several inmate cases that were medically complex and because of generally rising hospitalization costs. Though a short-term billing rate reduction has been secured with Sutter Medical Center (the primary provider of catastrophic inmate hospitalization services), a project has been initiated to review hospitalization costs to determine whether services can be more cost effectively obtained.

• Juvenile Hall population has increased since the opening of the new facility in December 2005. Additional housing units previously not anticipated to be utilized are now being operated. The cause of the increase is not fully understood, an initial review of population statistics shows the number of juveniles awaiting court hearings has increased, while there has been little change in the number of juveniles booked and juveniles serving court ordered detention. In order to address this rise in population in the long term, it will be necessary to understand the reasons for the sudden increase and attempt to address those issues.

Development Services • The unanticipated early closure of the Central Disposal Facility pursuant to the State Regional Water Quality Control Board's decision to disallow the facility's needed expansion caused an unfunded liability for system wide closure and post closure costs and necessitated a 100% outhaul of the county's solid waste. The County continues to work with the cities to arrive at a negotiated solution on the unfunded liability, and with the Sonoma County Waste Management Agency to update the County Integrated Waste Management Plan.

Facilities • Adequate space for court facilities and departments who function as part of the criminal justice system continue to be a priority and discussions between the County and Courts will continue this year. Negotiations to transfer three facility leases from County to Court control are underway. If transferred, the Court could secure a partial revenue stream to support the construction of a new family court facility off campus, which may free up space for future criminal court expansion at the Hall of Justice. The negotiations are proceeding pursuant to requirements of the Trial Court Facilities Act (SB 1732). Careful attention is being given to protect the County’s interest that the transfer satisfies the requirement to provide necessary and suitable facilities and the County’s desire to keep the criminal courts in the Hall of Justice.

• The County’s interest in developing a new criminal justice office building in the County center complex adjacent to the Hall of Justice (HOJ) remains strong as space has reached or exceeded capacity and is poorly configured. The Administrative Office of the Courts is unable to commit to leasing vacated space in the HOJ due to the state’s lack of funding and other higher priority projects statewide. Absent this anticipated revenue stream, and partially due to the unexpected request for court expansion next to the Empire College, the project has been placed on hold. Funding for the ultimate construction and relocation of the departments has not yet been identified.

• The aging Veterans/Community Center buildings continue to require substantial and costly major repairs, replacements, and improvements. The Santa Rosa Veterans 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 $13.3 million in major renovations and replacements and $4.7 million in systems 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 shortfall. A report is being prepared for the Board that will describe the financial and facility condition of these buildings, and options to address the issues.

Fiscal • The County, like many employers, offers health insurance and other benefits to retirees. These benefits, exclusive of pensions, are collectively known as Other Post-Employment Benefits (OPEB) and represent a future cost to employers. Many employers, including the County, fund these benefits each year on a “pay as you go” basis. Accounting regulations will require the recognition of the full future cost (based upon actuary estimates) to be recorded as a current liability and the degree to which the County funds this total liability may have an effect on the County’s credit rating. The County is expecting an actuarial estimate of the full liability this summer and will develop some options for addressing funding what is anticipated to be a significant total cost.

Health and Human Services • The Memorandum of Understanding with In Home Supportive Service providers expires September 30, 2006, and a new agreement will need to be negotiated. The state is unlikely to participate in any wage and benefit increases.

• Congressional reauthorization of Temporary Assistance to Needy Families has increased the ratio of participants who must be engaged in work-related activities to 50%; Sonoma County’s current rate is approximately 20%. Failure to meet the new rate could result in financial penalties to the County. The amount of the potential sanctions is unknown; the statewide impact could be $180 million starting in FY 07-08. The National Association of Counties, the National Governors’ Association, and the American Public Human Services Association are pursuing relief from the new requirements. The Department of Human Services will participate in these efforts through the County Welfare Director’s Association (CWDA).

Multiple Departments • The growth in methamphetamine use has affected numerous parts of County government, including criminal justice, health, and human services. An analysis of these impacts is underway, with a report to the Board anticipated later this summer.

• Human Resources, in conjunction with affected departments, is preparing for contract negotiations with 4 labor organizations in FY 06-07. An additional 5 contracts will expire in FY 07-08 and 3 contracts will expire in subsequent years.

• The widening of Highway 101 and Steele Lane interchange is underway. During the next two years of this project, east-west traffic on Steele Lane will be severely impacted and significant delays are expected. These delays may impact Sonoma County Transit and Para Transit operations. General Services has taken the lead in coordinating efforts to mitigate traffic congestion impacts around the County Center. Department heads may consider alternative employee work schedules where possible thereby reducing peak traffic times. Some long term ideas being considered are an express transit bus from Windsor and Rohnert Park "park and ride" lots, web cams providing real time visual views of access points to the County Center, and greater access to County services through the internet.

• The Sonoma-Marin Area Rail Transit (SMART) District’s environmental review of its proposed passenger rail project will be completed in early FY 06-07. The County is involved in the environmental review and County Counsel provides general legal services to SMART. The SMART Board will place a ¼ cent sales tax measure on the November 2006 ballot to help fund the rail line that will extend from Cloverdale to Larkspur.

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. Functionally, 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.

It is recommended that your Board take the following actions:

1. Approve this document as the FY 06-07 Proposed Budget and interim financial plan.

2. Conduct final budget hearings from August 14 through August 25, 2006, 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 06-07 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 Non-Departmental, 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 following projects and assets:

FY 06-07 EARLY AUTHORIZATIONS

Transportation and Public Works Transit Division Five 40’ CNG Replacement Buses 2,265,120 Six Replacement Vehicles (Paratransit) 144,070 GPS System for Paratransit Fleet 22,899 Accounting System Upgrade 25,000 Video System Replacement 103,750 Refuse Sweeper Truck 65,938 Heavy Equipment Five-Yard Truck 95,000 Ten-Yard Truck 120,000 Mowers 80,000 Heated Asphalt Insert 60,000 Radios/Lightbars 5,000 Capital Projects PRMD HVAC 673,315 Human Services Building Painting 258,307 Chanate Facilities Re-roof Program 552,127 Sierra Youth Center 129,430 Sonoma Mountain Generator 112,622 Communications – Sheriff’s Simulcast 400,000 Communications – County Microwave 120,000 Communications – Backup Generator 100,000 Communications – Towers 100,000 Administration Building Human Resources Office Remodel 45,000 MADF Bunk Installation 51,144 MADF Door Hardening 107,923 MADF Recreation Yards 68,000 Adult Detention Expansion Planning 419,060 NCDF Laundry Evaporative System 50,000 Sonoma Valley Sheriff Substation 501,554 Canon Manor Assessment District 7,426,503 Hood Mountain 348,493 Tolay Lake Regional Park 753,796 Schopflin Fields 862,345 Guerneville River Park 510,454 Sunset Beach 554,886 Riverfront Park 352,869 Watson School 69,628 Bodega Bay Bike and Pedestrian Trail 150,000 Sheriff CAD/RMS/MDC Project 599,594 Fingerprint Identification Equipment- DMV ID fund 1,032,636 Information Systems Telephone PBX Switches software and hardware upgrades, and network upgrades 250,000 Work Group Support Systems server upgrades & replacement and campus network infrastructure 300,000 modernization Records Electronic records management system software and hardware 50,000 Technical Services Sonoma County Public Safety Consortium software maintenance and support 590,000 Regional Parks Ernie Smith Park (CSA #41) trails, dog park, picnic area, bridge, landscaping 463,600

5. Authorize a July 1, 2006, start date for those specific positions identified as such in the FY 06-07 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, 2006.

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 06-07 Recommended Budget, in order to meet the planned reduction date of October 1, 2006.

ACKNOWLEDGMENT

We continue to provide your Board a conservative budget 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.

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, Steve Sharpe, Andy (Maximo) Pickett, Terri Saunders, Don Schwartz and Christina Rivera) compiled a new user friendly County Budget that focuses on the big picture, e.g. accomplishments, plans and goals for next year, emerging issues, etc.

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.

A Guide to Reading the Final Budget Welcome to the Final Budget for the fiscal year 2006-2007, which began on July 1, 2006. This section of the budget document is designed to help readers understand the purpose and contents of the Final Budget, as well as locate whatever 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 27 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 2nd. 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: 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. • A summary of anticipated budget expenses and use of fund balances, as compared to the prior year’s adopted expenses and use of fund 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. Sonoma County Financial Policies FY 06-07 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 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 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.

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.

• 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 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.

Sonoma County, California

Board of Supervisors

Mike Reilly Tim Smith Fifth District Third District

Valerie Brown Paul Kelley Mike Kerns First District Fourth District Second District

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 The Board of activities within its jurisdiction. In addition, they oversee the functions Supervisors 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 appoints the County Administrator, who assists The County the Board in managing, directing, and coordinating the operations of all Administrator 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.

Population

Population Growth Fueled by job growth and quality of life, Sonoma County has continued a modest growth rate, reaching 479,900 residents by 2006. Since 2000, the population has increased by 15,300 residents, or 3.3 percent. A majority of these residents, 68 percent, live within the city limits of our nine cities. The City of Santa Rosa has led the growth, adding 7,500 residents, or 5 percent, to attain its current population of 157,100.

500,000 Between 1990 and 2000,

400,000 population increased by 70,400 persons, with an average annual 300,000 growth rate of 1.9%. From 2000

200,000 through 2005 population in Sonoma County grew at an 1 100,000 average annual rate of 1%.

0 1940 1950 1960 1970 1980 1990 2000 2005

Race/Ethnicity % of Total (2005) Age Groups % of Total (2005)

White 71.0% 0-9 yrs. 11.9% Hispanic 20.4% 10-19 yrs. 14.5% Multi Race/Other 4.1% 20-29 yrs. 12.7% Black 1.4% 30-39 yrs. 12.1% American Indian 0.9% 40-49 yrs. 16.3% Total 100.0% 50-59yrs. 15.5% 60-69 yrs. 8.1% 69+ yrs. 8.9% Total 100.0%

Education Completed % of Total (2000) (18+years)

Less than high school diploma 16.6% High school diploma/GED 21.2% Some college 27.9% College, 4-year degree 25.7% College, graduate degree 8.6% Total 100.0%

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

Economics and Employment

Median Household Income The U.S. Census reports that 7.5% of the total

1979 (from 1980 Census) $20,607 population of Sonoma County lived below poverty level in 2001. The median household 1989 (from 1990 Census) $36,299 effective buying income for Sonoma County 1999 (from 2000 Census) $53,076 residents continues to outperform California and 2003 (Census Estimate) $54,614 the United States over the past 10 years. 2005 (Census Estimate) $58,330

Per Capita Income According to the U.S. Department of Commerce, Bureau of Economic Analysis, the per capita income in Sonoma County as of 2004 was $38,901 a 10.4% increase over California’s average per capita income of $35,219 and a 17.7% increase over the national per capita income of $33,050. Sonoma County’s per capita income ranks eleventh out of California’s 58 counties.2

Unemployment rates for Sonoma County have consistently maintained a level lower than the Unemployment Rates California average unemployment rate. Between

Sonoma Co. California May 2005 and May 2006, Sonoma County employment levels increased by 1,000 jobs, 2001 3.0% 5.4% representing a 0.6% increase. The most change 2002 4.5% 6.7% occurred in Wholesale Trade and Government, 2003 5.0% 6.9% each realizing growth of about 700 jobs. Small 2004 4.8% 6.6% businesses (establishments with fewer than 50 workers) account for more than 50% of Sonoma 2005 4.5% 5.4% County’s private sector employment. The county 2006 4.3% 5.1% is an attractive option for small and medium sized businesses and corporations looking for new or expansion sites.

Government 9% Agriculture 5% 18% Percent of Manufacturing Employment, by 14% 3% Transportation & Utilities Industry Financial Activities 2005 14% Serv ices 2% Retail T rade 6% 29% Wholesale Trade Construction

2 Source: US Census, American Community Survey 2005

Economics and Employment (continued)

Agriculture and Tourism are two of the major drivers of the Sonoma County economy. Agricultural production reached $637.7 million in 2005, with the Agriculture two largest categories being wine grapes ($430.6 million) and livestock and poultry ($154.4 million). Total grape tonnage increased 39% in 2005 to and 230,900 tons. A total of 627,000 acres of land was devoted to agriculture in Tourism 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.

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.

The Environment and Other Resources

Cities Sq. miles 1990 Population % of County 2006 Population% of County3

Cloverdale 2.45 4,924 1.27% 8,454 1.76% Cotati 1.86 5,714 1.44% 7,381 1.54% Healdsburg 3.87 9,469 2.44% 11,704 2.44% Petaluma 13.66 43,166 11.12% 56,727 11.82% Rohnert Park 6.45 36,326 9.36% 43,027 8.97% Santa Rosa 40.63 113,261 29.17% 157,145 32.74% Sebastopol 1.86 7,008 1.81% 7,753 1.62% Sonoma 2.60 8,168 2.10% 9,893 2.06% Windsor 6.67 0 0.00% 26,011 5.42% Incorporated Total 80.05 228,036 58.74% 328,095 68.37%

Unincorporated 1,499.95 160,186 41.26% 151,834 31.63%

County Total 1,580.00 388,222 100.00% 479,929 100.00%

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. Land Use 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

Commercial & Industrial 2.2% Residential 16.5% Agricultural* 71.8% Recreational 1.0% Government 7.2% Other 1.3%

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

Roadways in Maintained by: Bridges Road/Highway Miles Sonoma City 50 942.7 County 350 1,387.3 County 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.

PRINCIPAL TAXPAYERS (Amounts in Thousands)

Total Taxes Percentages

Geysers Power $ 8,792 1.23 Pacific Gas & Electric Co. 5,701 0.79 Agilent Technologies 1,795 0.25 Pacific Bell 1,525 0.21 Optical Coating 1,001 0.14 SC Sonoma Development 890 0.12 SPR Acquisition Corp 814 0.11 EMI Santa Rosa 764 0.11 Jackson Family Estates 695 0.10 Gallo Vineyards 689 0.10

Total taxes of 10 largest taxpayers $ 22,666 3.16

Total taxes of all taxpayers $ 717,410 100.00

Source: Office of the Sonoma County Treasurer–Tax Collector, October 2006

Principal Taxpayers

Top Ten Taxpayers 3%

All Others 97% Major Employers 2006

Number of Employer Nature of Enterprise Employees

MANUFACTURING EMPLOYMENT Agilent Technologies Electronic Instruments 1,850 Medtronic Surgical Devices 1,280 Amy's Kitchen Natural Frozen Foods 950 AT&T Telephone Utility 700 Jackson Wine Estates Winery 650 PG&E Electrical Utility 625 Beam Wine Estates Winery 600

SERVICE EMPLOYMENT St. Joseph's Health System Medical Care 2,800 Kaiser Permanente Medical Care 2,400 Safeway Grocery Stores 1,550 Sutter Medical Center Medical Care 1,254 River Rock Entertainment Authority Casino 716 Hansel Dealer Group Auto Dealership 688 WalMart Retail Stores 649 Albertson's Grocery Stores 600

GOVERNMENT EMPLOYMENT County of Sonoma County Government 4,045 State of California State Government 3,387 United States Government Federal Government 1,929 City of Santa Rosa City Government 1,299

EDUCATION EMPLOYMENT Sonoma State University State University 1,531 Santa Rosa City Schools Municipal School System 1,525 Petaluma City School District Municipal School System 962 Cotati-Rohnert Park Unified School District Municipal School System 639 Sonoma County Office of Education School Administration 625

Source: Press Democrat research: Outlook 2006 WHERE DOES YOUR PROPERTY TAX DOLLAR GO?

Distribution of The 2006-07 Property Tax Dollar Total Prop 13 Tax Levy: $623.5 Million*

Schools 52%

$324.8

$174.7 $54.4 $69.6

Special Districts County 9% 28% Cities 11%

*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. DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS

Elective Officers

Auditor-Controller...... 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 ...... Eeve T. Lewis

District Attorney ...... Stephan Passalacqua

Sheriff-Coroner...... William Cogbill

Superior Court Judicial Officers Superior Court Commissioners Lawrence Antolini Louise Bayles-Fightmaster Raima Ballinger Dennis Beaman James G. Bertoli Carla Bonilla Robert Boyd Cynthia Denenholz Rene Auguste Chouteau Stephany Joy Elliot Daum Lawrence E. Ornell Kenneth Gnoss Allan Hardcastle Gary Nadler Knoel Owen Arnold Rosenfield Elaine Rushing Mark Tansil Arthur Wick Cerena Wong

Treasurer-Tax Collector ...... Tom Ford

DIRECTORY OF ELECTIVE AND APPOINTIVE OFFICERS

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 Oakley Emergency Services Director...... Vernon Losh General Services Director ...... David C. Kronberg Health Services Director...... Rita Scardaci Human Resources Director...... Ann Goodrich Human Services Director ...... Dianne Edwards 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 Court Executive Officer (Superior Court of California)...... Denise Gordon Transportation & Public Works Director ...... David Knight U.C. Cooperative Extension Director...... Linda Garcia Water Agency Director...... Randy Poole

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

E L E C T O R A T E

BOARD OF STATE SUPERVISORS* Local Agency JUDICIAL 5 Supervisors Formation COUNCIL Commission

COUNTY LAFCO ADMINISTRATOR Exec. Officer

COUNTY CLERK- TAX COLLECTOR-TREASURER DISTRICT SHERIFF - SUPERIOR RECORDER-ASSESSOR- AUDITOR-CONTROLLER ATTORNEY CORONER COURT JUDGES PUBLIC ADMINISTRATOR

INFORMATION GENERAL DIRECTOR CHIEF COURT PUBLIC GRAND SYSTEMS SERVICES EMERGENCY PROBATION EXECUTIVE DEFENDER JURY DIRECTOR DIRECTOR SERVICES OFFICER OFFICER

DIRECTOR DIRECTOR DIRECTOR COMMUNITY DIRECTOR OF GENERAL MANGR. DIRECTOR OF ECONOMIC HUMAN HEALTH CHILD DEVELOPMENT TRANSPORTATION SONOMA COUNTY PERMIT & DEVELOPMENT SERVICES SERVICES SUPPORT DIRECTOR* & PUBLIC WORKS WATER AGENCY* RESOURCE COORDINATOR

IHSS PUBLIC University of AUTHORITY Civil Service California HUMAN DIRECTOR GENERAL MNGR. AGRICULTURAL UC COOPERATIVE MANAGER Commissio COUNTY n RESOURCES REGIONAL AGRICULTURE PRES. COMMISSIONER/ EXTENSION COUNSEL Legend DIRECTOR PARKS & OPEN SPACE* SEALER DIRECTOR

ELECTED OFFICIALS

APPOINTED Library OFFICIALS Fair Board of Joint Powers Agency Board Retirement Commission or Board Commission COUNTY with separate LIBRARY RETIREMENT Appointing Authority FAIR DIRECTOR ADMINISTRATOR Administrative Coordination MANAGER

Administrative reporting relationships

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

This section contains a number of different summary level presentations of the total Final 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. This subset of the total Final Budget accounts for about half of the total budget approved by the Board of Supervisors. It represents those departmental budget expenditures for the County, as a political subdivision of the State of California, that are not in restricted funds and excludes budgets for special districts (such as the Sonoma County Water Agency or the Sonoma County Agricultural Preservation and Open Space District), enterprises (such as Transit and Refuse Disposal), and the internal service funds (such as the self-insurance funds maintained by the County).

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.

Total Adopted Financing Uses Estimated Available Fund Total Adopted (Expenditures & Available Fund Balance/Retained Financing Sources Contributions to Balance/Retained Earnings (Revenues & Use of Reserves Earnings Description June 30, 2006 Fund Balances*) or Designations) June 30, 2007

General Fund 105,343,217 495,588,087 522,064,921 78,866,383 Special Revenue Funds 114,116,053 225,979,952 233,919,398 106,176,607 Debt Service 2,606,755 4,275,989 4,305,348 2,577,396 Subtotal - County Operating 222,066,025 725,844,028 760,289,667 187,620,386

Capital Projects 31,096,694 21,608,524 47,894,926 4,810,292

Subtotal County Funds 253,162,719 747,452,552 808,184,593 192,430,678 Less: Operating Transfers 0 (58,209,694) (58,209,694) 0 Total County Funds 253,162,719 689,242,858 749,974,899 192,430,678

Enterprise Funds** (3,055,087) 77,793,346 86,210,135 (11,471,876) Internal Service Funds 38,924,196 57,379,021 68,879,345 27,423,872 Special Districts 217,256,882 226,009,402 277,142,292 166,123,992

Grand Total 506,288,710 1,050,424,627 1,182,206,671 374,506,666

*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.

**Negative retained earnings include $12.9 million in outstanding loan debt for Spud Point Marina.

COUNTY OF SONOMA COUNTY BUDGET FINANCING SOURCES AND USES SUMMARY FY 2004-05 THROUGH FY 2006-07

Actual Actual Recommended Adopted Description 2004-05 2005-06 2006-07 2006-07

Financing Sources:

Taxes 220,982,832 250,349,833 256,872,960 260,941,296 Licenses/Permits/Franchises 16,946,060 17,303,884 19,794,941 19,872,237 Fines/Forfeitures/Penalties 10,939,792 10,524,743 9,940,368 9,940,368 Use of Money/Property 34,826,781 34,007,722 29,986,870 31,790,196 Intergovernmental Revenues 359,413,765 382,986,519 413,580,312 429,778,722 Charges for Services 169,752,042 178,702,173 153,671,169 155,561,612 Miscellaneous Revenues 53,698,505 72,722,526 65,196,529 72,940,775 Other Financing Sources 34,053,884 67,871,334 43,482,442 52,709,019 Use of Reserves/Designations 27,317,854 22,743,403 112,575,778 148,672,446

Total Financing Sources 927,931,515 1,037,212,137 1,105,101,369 1,182,206,671

Uses of Financing by Function:

Administrative & Fiscal Services 147,857,585 154,462,540 166,441,435 173,115,443 Justice Services 169,616,493 182,333,411 194,469,457 199,009,924 Health & Human Services 246,298,937 262,469,576 274,742,122 280,989,620 Development Services 275,912,012 295,781,656 348,778,929 395,429,850 Other County Services 29,996,615 83,888,398 68,685,175 68,927,102 Capital Projects 36,322,988 24,535,741 47,139,761 47,844,330 Increases to Reserves/Designations 21,926,885 33,740,815 4,844,490 16,890,402

Total Financing Uses 927,931,515 1,037,212,137 1,105,101,369 1,182,206,671

Uses of Financing by Type:

Salaries & Benefits* 395,772,016 426,235,332 463,196,433 467,215,946 Services & Supplies 340,653,259 370,610,179 414,497,195 444,816,592 Other Charges 207,302,537 225,152,463 247,342,892 252,243,006 Fixed Assets 84,254,897 126,089,741 142,903,370 160,704,838 Operating Transfers 30,520,954 31,869,012 22,601,846 37,967,831 Reimbursements (152,499,033) (176,485,405) (193,594,557) (200,927,200) Appropriations for Contingencies 0 0 3,309,700 3,295,256 Increases to Reserves/Designations 21,926,885 33,740,815 4,844,490 16,890,402

Total Financing Uses 927,931,515 1,037,212,137 1,105,101,369 1,182,206,671

*Total Permanent Positions (FTE) 4,154 4,143 4,151 4,176 COUNTY OF SONOMA FY 2006-2007 Final Budget by Function

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.

Other County Capital Projects Health & Human Justice Services Services 4% Services 17% 6% 24%

Administrative Development Support & Fiscal Services Services 33% 16%*

The next few pages provide a closer look at the county General Fund only. The General Fund accounts for just about half of the total budget 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 the increases to reserves. Without these budget units, Admin & Fiscal Services would represent 13% of the total.

SUMMARY OF GENERAL FUND FINANCING SOURCES

Total General Fund financing sources for Fiscal Year (FY) 2006-07 are budgeted at $518.5 million. Of this amount, $483.9 million is from revenues and $34.6 million from use of prior year reserves and designations.

General Fund financing sources are projected to increase by $18.9 million (3.8%) in FY 2006-07. The major revenue sources are Intergovernmental (Federal/State) Revenues and Taxes.

General Fund financing sources projected for FY 2006-07 are shown below.

County of Sonoma 2006-07 General Fund Financing Sources (In Millions)

Taxes Charges for 37.1% Services 8.3%

$192.3

$43.3 Other*

7.8%

$40.4

$34.6

$207.9

PY Reserves 6.7% Intergovernmental 40.1%

Total Financing Sources $518.5 Million

* Includes Licenses/Permits/Franchises ($15.3), Fines/Forfeitures/Penalties ($7.1), Miscellaneous Revenues ($4.8), Use of Money ($10.0), and Other Financing Sources ($3.2).

GENERAL FUND FINANCING SOURCES (REVENUES)

INTERGOVERNMENTAL REVENUES (40.1% OF TOTAL):

Sonoma County’s largest revenue source is from Intergovernmental Revenues. These revenues, which are received primarily from state and federal government agencies, help finance a variety of programs, including Public Assistance (Human Services) and Public Protection.

Intergovernmental Revenues are projected to increase by $9.3 million (4.7%) to $207.9 million in FY 2006-07. The most significant change is a $3.2 million increase in state revenues for the County Clerk’s Office for implementation of the Help America Vote Act (HAVA), which provides additional voter accessibility for the visually impaired.

TAXES (37.1% OF TOTAL):

Sonoma County’s second largest 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 by the county, are based on either one percent of property value (adjusted annually for inflation), or a new value determined by sales transactions or construction. 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.

Total Tax revenues are projected to increase by $25.9 million (15.6%) to $192.3 million in FY 2006-07, primarily due to a projected $22.6 million increase to Property Taxes. The largest contributor to the Property Tax increase is growth generated by Sonoma County’s strong real estate market up to January 1, 2006 (the lien date used for establishing the FY 06-07 assessment roll). There have been declines in both sales activity and, in some cases real estate sales prices, largely since spring of 2006 which indicate this level of revenue growth will not continue in FY 2007-08. In addition to the market activity, the discontinuance of property tax contributions to the state under the voter approved Proposition 1A in November 2004 and corrections in the property tax revenues shifted back from the state in lieu of vehicle license fees, account for nearly $6 million of the increase in the property tax revenues over last year.

ALL OTHER REVENUES/FINANCING SOURCES (22.8% OF TOTAL):

All Other Revenues/Financing Sources include Licenses/Permits/Franchises (mainly building and planning permits), Fines/Forfeitures/Penalties, Use of Money & Property (mainly interest earnings), Charges for Services, Use of Prior Year Reserves & Designations (fund balance), Miscellaneous Revenues and Other Financing Sources.

Other Revenues/Financing Sources are projected to decrease by $16.3 million (12.1%) to $118.3 million in FY 2006-07. The only significant change in this category is a $15.0 million decrease in Use of Prior Year Reserves & Designations. Most of the decrease is related to the FY 2005-06 cancellation and transfer of $9.7 million in Vehicle License Fee (VLF) Repayment designations to the General Reserve Fund. This was a one-time transfer to repay the General Reserve for amounts withdrawn in previous years to temporarily cover state borrowing of county VLF revenues.

COUNTY OF SONOMA, CALIFORNIA General Fund Financing Sources Last Five Fiscal Years (Amounts in Millions)

Licenses Fines Use of Charges Fiscal Inter- Permits &Forfeitures Money and for Use of PY Miscellaneous/ Year Taxes Government Franchises& Penalties Property Services Res/Desig Other Total 2006/07* 192.3 207.9 15.3 7.1 10.0 43.3 34.6 8.0 $518.5 2005/06* 166.4 198.6 15.3 7.7 7.8 41.4 49.6 12.8 $499.6 2005/06 184.8 200.7 13.0 7.5 13.6 38.8 15.2 13.0 $486.6 2004/05 161.6 197.7 13.1 8.0 10.7 40.4 2.3 11.3 $445.1 2003/04 121.3 222.8 13.4 7.7 9.1 53.7 14.1 29.5 $471.6 2002/03 113.6 246.3 11.5 5.7 8.9 48.9 9.8 11.1 $455.8

*Represents Budgeted Amounts

FINANCING TRENDS

250

200

150

100

50

- Taxes Intergovernmental All Others**

02/03 03/04 04/05 05/06 05/06* 06/07*

** Includes Licenses/Permits/Franchises, Fines/Forfeitures/Penalties, Use of Money/Property, Charges for Services, Use of Prior Year Reserves/Designations, Miscellaneous Revenues and Other Financing Sources.

SUMMARY OF GENERAL FUND APPROPRIATIONS

Total General Fund appropriations for Fiscal Year (FY) 2006-07 are budgeted at $518.5 million. Of this amount, $512.2 million has been appropriated for expenditures and $6.3 million for increases to reserves and designations.

General Fund appropriations are projected to increase by $18.9 million (3.8%) in FY 2006-07. The major appropriations are for Justice and Health and Human Services.

General Fund appropriations projected for FY 2006-07 are shown below.

County of Sonoma 2006-07 General Fund Appropriations (In Millions)

Justice Svcs Health & Human 37.7% Svcs 29.5%

$152.7 $195.3

$29.2 $100.9 Other* $40.4 5.6%

Admin & Fiscal Svcs Development Svcs 19.4% 7.8%

Total Appropriations $518.5 Million

* Includes General Government Transfers ($14.5), Other County Services ($8.4), and Provisions for Reserves/Designations ($6.3).

GENERAL FUND APPROPRIATIONS

JUSTICE SERVICES (37.7% 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 Service programs continues to be one of the highest priorities for the Board of Supervisors.

Justice Services appropriations are projected to increase by $11.5 million (6.3%) to $195.3 million in FY 2006-07. 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 partial year funding for additional detention capacity based upon recent adult and juvenile inmate population trends as well as one-time efforts to continue to develop alternatives to reduce future expansion needs.

HEALTH & HUMAN SERVICES (29.5% OF TOTAL):

Health and Human Services programs provide comprehensive health and social services to individuals and families. Human Services programs include the Federal Temporary Assistance to Needy Families (TANF) program, the California Work Opportunity and Responsibility to Kids (CalWORKS) program, and several other programs that provide services and protection to the elderly, dependent adults, and children. General Fund contributions supporting the Health Services Special Revenue fund are also included in this category.

Health and Human Services appropriations are projected to increase by $3.8 million (2.6%) to $152.7 million in FY 2006-07. While this appropriation increase provides for minimal growth within some Health and Human Services programs, appropriation reductions were once again necessary for many other programs that did not receive adequate funding from state and federal funding agencies to cover cost of living increases.

ALL OTHER APPROPRIATIONS (32.8% OF TOTAL):

All Other Appropriations include Administration and Fiscal Services (administration, tax collection, elections services, recording services, property assessments, utilities, maintenance, etc.), Development Services (planning and permitting, parks, emergency services, etc.), General Government Transfers (contributions to reserves, Road Fund, Capital Projects, etc.), Other County Services (mainly agricultural protection and animal regulation/protection) and Provisions for Reserves/Designations.

These appropriations are projected to increase by $3.6 million (2.2%) to $170.5 million in FY 2006-07. The most significant change in this category is a $12.1 million decrease in General Government transfers, including a $7.7 million net decrease in transfers to the General Reserve Fund and a $2.9 million decrease in transfers to Capital Projects. The largest appropriation increase is within the Administration and Fiscal Services area. The $10.6 million in total appropriation increases include a $3.6 million increase in Other General Government (primarily to cover future court operational costs and debt service interest) and a $3.6 million increase for the County Clerk-Recorder-Assessor (mainly for state reimbursed Help America Vote Act implementation costs, and to maintain Assessor Property Tax Administration positions that would otherwise be eliminated due to reductions in state funding). COUNTY OF SONOMA, CALIFORNIA General Fund Expenditures Last Five Fiscal Years (Amounts in Millions)

Fiscal Justice Health/ Admin/ DevelopmentGen Gov't Other Reserves/ Year Services Human Svcs Fiscal Svcs ServicesTransfers Services Desig Total 2006/07* 195.3 152.7 100.9 40.4 14.5 8.4 6.3 $518.5 2005/06* 183.8 148.9 90.4 37.0 26.6 7.7 5.2 $499.6 2005/06 179.7 145.8 84.8 34.4 28.9 7.4 5.6 $486.6 2004/05 167.6 137.0 75.8 30.7 8.1 6.8 19.1 $445.1 2003/04 150.6 174.9 78.7 29.3 11.4 6.5 20.2 $471.6 2002/03 142.1 192.7 69.2 26.7 13.3 5.9 5.9 $455.8

*Represents Budgeted Amounts

EXPENDITURE TRENDS

250

200

150

100

50

- Justice Services Health & Human Services All Others**

02/03 03/04 04/05 05/06 05/06* 06/07*

** Includes Admin & Fiscal Svcs, Development Svcs, Gen Govt Transfers, Other County Svcs and Provisions for Reserves/Designations.

ADMINISTRATIVE SUPPORT & FISCAL SERVICES

Gross Revenues/ Appropriations Reimbursements Net Cost County Administrator 2,702,557 389,159 2,313,398 County Counsel 6,125,769 3,443,760 2,682,009 Human Resources 4,988,951 175,723 4,813,228 General Services 106,549,663 74,368,891 32,180,772 Information Systems 43,864,057 42,324,694 1,539,363 Non-Departmental 38,085,449 231,036,074 (192,950,625) Auditor-Controller 13,316,697 4,783,801 8,532,896 Treasurer-Tax Collector 9,266,021 7,054,505 2,211,516 County Clerk-Recorder- Assessor 21,339,713 10,713,932 10,625,781

Health & Human Other County Capital Projects Services Services 4% 6% 24% Justice Services 17%

Administrative Support & Fiscal Development Services Services 16% 33%

COUNTY ADMINISTRATOR

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

The County Administrator’s Department 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.

• Manage and coordinate the county's emergency services function.

• Provide legislative analysis 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), which is an independent agency established by state law.

FY 05-06 Accomplishments

• Completed the readiness assessment and analysis phases for the preparation of a county strategic plan.

• Negotiated a Memorandum of Understanding with the City of Santa Rosa to reduce potential county fiscal impacts of the Gateway Redevelopment Project.

• Coordinated development of a management audit for the Agricultural Commissioner’s Animal Regulation Division.

• Initiated a 3-year program to modify the county budget document to better reflect the county’s mission and strategic goals in a more reader friendly and accessible presentation.

• Monitored the evolving state budget crisis and developed a conservative county budget in response.

• Monitored the impacts and the implementation of the California Tiger Salamander listing along with other Endangered Species Act issues.

• In coordination with Transportation and Public Works and County Counsel, completed agreements and implemented a program to transport and dispose of refuse out of the county in the short-term and brought forward analysis and recommendations for long- term solid waste diversion and disposal.

• Completed a management review of the Animal Shelter program.

FY 06-07 Objectives

• Complete development of a county strategic plan to provide future direction for the county in face of revenues that continue to be insufficient to cover increasing costs.

• Negotiate with the City of Santa Rosa advocating annexation of the entire unincorporated urban area of Southwest Santa Rosa within the City’s sphere of influence.

• Coordinate with other county departments to respond to Indian gaming issues having public service impacts.

• Guide the establishment of a special revenue fund for the largely state funded Human Services Department.

• Develop sound budget options to protect discretionary local resources from adverse state budget actions.

• Advocate for the county’s Legislative Program to enhance public services and minimize adverse impacts of state and federal legislation. • Continue to update the Administrative Policy Manual to reflect current practices and procedures.

• Continue negotiations with State Administrative Office of the Courts regarding the transfer of court facilities to the state.

• Implement approved recommendations for the long-term disposal of solid waste, financing closure, post-closure, and remediation costs of county landfills, and maintenance of county-wide recycling programs and refuse transfer stations.

• In conjunction with departmental staff, ensure implementation of the Animal Shelter management review recommendations and Mental Health financial plan and redesign.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change County Administrator-Gen Fund 2,330,719 2,702,557 16.0 2,027,060 2,313,398 14.1 TOTAL FINANCIAL 2,330,719 2,702,557 16.0 2,027,060 2,313,398 14.1

STAFFING SUMMARY FY 05-06FY 06-07 FTE % Permanent Positions AdoptedRecommended Change Change County Administrator 14.50 14.55 0.05 0.3

TOTAL POSITIONS 14.50 14.55 0.05 0.3

SUMMARY OF KEY ISSUES

• During FY 05-06, the county initiated a countywide strategic planning effort and completed the first phase, i.e. Readiness Assessment, and is expected to complete the Analysis phase by the time this budget is presented to the Board. The Readiness Phase assessed the organization’s ability to undertake strategic planning and identified success factors. During the Analysis Phase, four workgroups gathered data and prepared a report analyzing a series of strategic issues. This report will be presented to the Board in mid-summer. In FY 06-07, the Planning Phase will begin and will include the development of goals, objectives, and strategies that will be considered by the Board of Supervisors to provide the county direction and guide its future efforts. The Action Phase will include the development of a Countywide Action Plan, a Departmental Action Planning Model, and a Countywide Change Management and Communication Plan. When these four phases are complete, the county will assemble and disseminate its Strategic Plan. Budgetary impacts of plan implementation are anticipated in FY 07-08 and beyond.

• As a jumpstart on these efforts, the Board of Supervisors authorized the addition of a Deputy County Administrator toward the end of FY 05-06 to begin working on a number of Board of Supervisors priority projects. The costs for this position, partially offset by the elimination of the vacant, defunded Principal Analyst position, are the primary cause for expenditure increases in the department budget.

• As part of the County Administrator’s on-going responsibilities to assess the organization, a management study of the county Animal Regulations Division was conducted in FY 05-06. At this writing, the Board of Supervisors is expected to consider the recommendations for service delivery improvements in late FY 05-06 and the County Administrator will closely monitor departmental implementation efforts in the coming year. In addition, a management study of another department is planned for FY 06-07, continuing the effort of evaluating how efficiently and effectively we are delivering services.

• Several tribal organizations are proposing gaming facilities in the county that may have potentially significant public service impacts. For FY 06-07, we anticipate reviews of at least one project related Draft Environmental Impact Statement (DEIS) 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’ review and response to these projects.

• The efforts to increase the effectiveness of the county’s Legislative Program have been successful; and, for FY 06-07, the County Administrator anticipates additional efforts to further enhance this important tool to advocate the county’s interests at the state and federal levels.

• In accordance with the Trial Court Facilities Act of 2002, the County Administrator will be challenged to provide support for negotiations and development of an agreement between the county and the State Administrative Office of the Courts to transfer ownership and/or equivalent responsibility for courthouses from the county to the state by the statutory deadline of June 30, 2007. • LAFCO reimbursements for staff services provided by the County Administrator’s Office are increasing due to salary and benefit cost increases as well as increasing the part-time Assistant Executive Officer position to 80% from 75%. Pursuant to the Cortese- Knox-Hertzberg Local Government Reorganization Act of 2000, LAFCO maintains its own budget separate from the County of Sonoma. SUMMARY OF REDUCTION OPTIONS A 10% reduction plan for the department, totaling $189,332, is on file in the County Administrator’s Office.

BOARD OF SUPERVISORS’ ACTIONS

None

COUNTY COUNSEL

Department Head: Steven M. Woodside

DEPARTMENTAL DESCRIPTION

The Office of the 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, Ag Preservation and Open Space District, Sonoma Marin Area Rail Transit District (SMART), Sonoma County Water Agency, Local Agency Formation Commission (LAFCO), and the Sonoma County Transportation Authority (SCTA). The Office provides legal staff to many county commissions, and 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. This office 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. This office also assumes the responsibility for claims approval and management of conflict counsel contracts, and the associated costs, previously administered by the Sonoma County Superior Courts.

FY 05-06 Accomplishments

• Developed and assisted implementation of Alternative Public Defender contract system to manage and control indigent defense costs.

• Facilitated formation and operations of multi-county Northern California Tribal Matters Consortium to address regional impacts and coordinate advocacy regarding Indian gaming.

• Provided legal support in successful effort to obtain refinancing of tobacco bond funds, generating approximately $12 million towards new criminal justice facility.

• Successfully defended Assessor’s property valuations before Assessment Appeal Board, resulting in over $500,000 in tax revenues retained for the county.

• Assisted CAO in ongoing negotiations with the courts regarding the transfer of facilities, and efforts to establish a MOU on provision of services and facility utilization.

• Provided legal support to the Open Space District in successfully concluding the purchase of major acquisitions including: Tolay Lake, Taylor Mountain, Saddle Mountain, and Beltane Ranch.

• Coordinated negotiations and drafting of planning agreement with local, state, and federal agencies regarding compliance with Endangered Species Act with respect to California Tiger Salamander critical habitat in Sonoma County.

FY 06-07 Objectives

• Continue to provide timely and effective high quality legal services to County Counsel clients.

• Advise and assist Planning Commission and Board of Supervisors in review and consideration of General Plan update and related environmental documents.

• Assist in negotiation of contracts, and related efforts, to obtain commercial air service to Sonoma County.

• Work with the judiciary to explore expansion of drug court to juvenile dependency cases.

• Provide legal support for California Tiger Salamander Conservation Strategy Implementation Committee, and develop, draft, and negotiate implementation plan.

• Coordinate responses, with CAO, to Indian gaming issues having environmental and other county service impacts.

• Assist Sonoma County Water Agency to obtain final approval by all contractors of new water supply agreement, to negotiate with stakeholders, to resolve Russian River water rights issues, and to assist in development and expansion of photovoltaic energy conservation projects.

• To complete, in conjunction with the Permit and Resources Management Department, Agricultural Commissioner, and County Administrator’s Office, a comprehensive grading, drainage, and erosion and sediment control draft ordinance.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change County Counsel-General Fund 5,468,968 6,109,746 11.7 2,767,512 2,665,986 -3.7

TOTAL FINANCIAL 5,468,968 6,109,746 11.7 2,767,512 2,665,986 -3.7

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Permanent Positions 35.75 35.75 0.00 0.0

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Trials/Hearings Civil Litigation 226 300 300 Juvenile Dependency Hearings 1,642 1,750 1,750 Juvenile Dependency Trials 192 175 185 Lanterman-Petris-Short (LPS) Trials 334 440 450 Other trials/court appearances 3,605 3,700 3,800 TOTAL Trial/Hearings 5,999 6,365 6,485 New Cases Civil Litigation 305 325 350 Code Enforcements 16 20 20 Lanterman-Petris-Short (LPS) 18 32 32 Total New Cases 339 377 380 Contracts 848 925 930 Ordinances 95 100 110 Resolutions 163 175 180

SUMMARY OF KEY ISSUES

• The department is relying heavily on non-General Fund clients to meet net cost goals. With the reliance on billable clients to meet budget goals, the department is stretching their staffing resources to meet revenue projections while attempting to maintain services to General Fund clients. Several significant issues taken on by Counsel staff in the last few years such as Indian gaming, the General Plan update, the grading ordinance, and the Endangered Species Act continue to require priority treatment at the expense of other countywide needs.

• The budget reflects new reimbursements from Health Services, now found in a special revenue fund. Previously, County Counsel legal services provided to Health Services were billed through the cost plan. As a result of this, Health Services was somewhat limited in their ability to recover legal costs from the state. With assistance from the Auditor-Controller, a change was implemented that transitions reimbursement for legal services from cost plan to full cost recovery through direct billing. The reduction in General Fund net cost (as shown in the financial summary) reflects this change in billing practice, in addition to increased revenue resulting from new staff added in FY 05-06.

• The increase in total expenditures reflects 2.25 attorney positions added after the FY 05-06 budget was adopted to support additional legal services requested by Human Services, Transportation and Public Works, and The Agriculture Preservation and Open Space District. The added positions will continue to provide resources for departments who have expressed a need for more legal assistance, and may also provide some relief to help meet the needs of General Fund and non-General Fund clients.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $266,914, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The County Counsel concurs with the recommended budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Rebudgeted Computer Improvements 16,023 0 16,023

HUMAN RESOURCES

Department Head: Ann Goodrich

DEPARTMENTAL DESCRIPTION

The Human Resources Department provides a wide variety of human resources and employee relation 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. The work activities of the department include recruitment; testing; job classification studies; position allocation maintenance; management of occupational health services; employee development; training and recognition programs; preparation of the county's newsletter; unemployment insurance account management; 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; the employee suggestion award program; employee assistance program; and volunteer and internship placement programs. The department provides staff services to the SEIU and ESC/County-wide Joint Labor Management Committee, negotiates labor agreements with employee bargaining unit representatives, and is engaged in continual employee relation activities regarding the maintenance of these agreements. FY 05-06 Accomplishments

• Completed a strategic plan for the Commission on Human Rights and the Commission on the Status of Women and presented a report to the Board of Supervisors after their transfer to the Human Resources Department.

• Assumed management of non-work related disability cases from Risk Management.

• Filled critical positions including the Employee Relations Manager and Assistant Human Resources Director (in process).

• Completed several large classification projects including the Department Information Technology Study and implemented changes to the classification program to provide a more effective program structure, including reallocation of staff resources.

• Opened the new Training & Conference Center, which will be used to house training classes, testing, meetings for the Civil Service and Human Rights Commissions, and the Commission on the Status of Women.

• Implemented AB1825 (Sexual Harassment Prevention) by completing training for all county supervisors and managers.

• Completed negotiations on the following policies: Temporary Transitional Duty, Computer Use, Vehicle Use, and Incompatible Activities.

• Partnered with Risk Management to consolidate lobby reception resources.

• Began taking a leadership role managing the county’s response to discrimination, disability, and discipline issues. FY 06-07 Objectives

• Act as lead department in developing a project management approach for the county’s 3-D (Discrimination, Disability, Discipline) cases to improve advice and assistance to county departments.

• Prepare for contract negotiations with labor organizations in FY 06-07 and subsequent years.

• Work with the Auditor/Controller and Information Systems Department to develop a plan for procurement and implementation of a new Human Resources/Payroll system.

• Produce a report card on the status of women in Sonoma County.

• Work with the Information Systems Department to redesign the Volunteer and Intern Program database to eliminate redundant data entry, maintain a central database, and make the information accessible by Internet during an emergency, increasing the county’s ability to contact volunteers in a timely manner.

• Implement technology systems to better support recruitment and classification program objectives including online applicant tracking and scanning of applications and exam results.

• Eliminate classification backlog and complete new classification studies within six months of request.

• Provide online registration for all county trainings and events, useable by all county departments, and provide comprehensive training records to all county departments for their employees.

• Implement an online Human Resources Policies and Procedures manual for all county employees and departments.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Human Resources - General Fund 4,305,430 4,694,288 9.0 4,284,230 4,610,225 7.6 Training-General Fund 153,738 170,468 10.9 98,908 78,808 (20.3)

TOTAL 4,459,168 4,864,756 9.1 4,383,138 4,689,033 7.0

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted * Recommended Change Change Permanent Positions 36.40 34.00 (2.40) (6.6)

* Includes one position added by the Board of Supervisors mid-year.

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Recruitments Held 392 424 425 Appointments-All County Positions 492 588 550 Job Applications 13,019 13,594 13,000 Disciplinary Hearings Held 8 5 5 Volunteers and Interns 2,052 1,900 1,990 Training Participants 2,817 3,000 3,300 Classification Studies 24 45 45 Information and Referrals (Community Involvement) 600 650 650 Public Meetings and Events (Community Involvement) 160 160 100

SUMMARY OF KEY ISSUES

• The FY 06-07 recommended budget anticipates contract negotiations with four recognized labor organizations including the Sonoma County Law Enforcement Association (SCLEA), the Sonoma County Public Defender Investigator’s Association (SCPDIA), the Sonoma County Prosecutor’s Association (SCPA), and the Sonoma County Public Defender Attorney’s Association (SCDPAA).

• Beginning in FY 06-07, the department will participate in the Jefferson Award program to recognize outstanding volunteers. The Jefferson Awards were established in 1972 by the American Institute for Public Service to recognize those who performed remarkable deeds in community service without expectation of reward or recognition. It is considered the highest honor among the volunteer and service community to receive such recognition.

• Budgeted expenditures for the Human Resources Department are increased largely due to salary and benefit costs, including the addition of an Assistant Human Resources Director to focus on the county’s 3D issues and position classification changes, and salary adjustment for the new Employee Relations Manager, approved mid FY 05-06. To meet budget target, the department is eliminating three positions: 1.0 FTE Secretary position (effective 10/1/06); 1.0 Senior Office Assistant (effective 7/1/06); and .5 FTE Human Resources Technician (effective 7/1/06).

• The Training Division budget includes funding for the continuation of programs to improve and enhance employee skills and career development. Priorities for management development programs, including supervisors and management basic training and Supervisory, Management, and Executive Development Academies, will be determined after consultation with department heads and the Sonoma County Administrative Management Association (SCAMC). The objective will be to identify and target employees who are believed to be strong candidates for expanded responsibilities or promotion in the future. Increased cost recovery from outside agencies attending county training programs account for the reduction in net cost in this division.

SUMMARY OF REDUCTION OPTIONS

A listing of reduction options totaling $422,170 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Director of Human Resources concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount A Intranet and Internet Website Improvements ($40,000 one time, $10,000 ongoing) 50,000

B Additional supervisory/management training (basic training or other, as determined in consultation 45,000 with department heads and SCAMC).

C Limited term (2 years) business process analyst for the Human Resources Information System 133,763 Project ($114,249 ongoing, $19,514 one time).

D Add Principal Human Resources Analyst ($127,968 ongoing; $3,970 one time). 131,938

COUNTY ADMINISTRATOR’S RECOMMENDATION SUBJECT TO AVAILABLE FINANCING Net Cost Priority Description Amount 1 Intranet and Internet Website Improvements 50,000

2 Additional supervisory/management training (basic training or other, as determined in consultation 45,000 with department heads and SCAMC).

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Increase appropriations to continue the "Sonoma County 2006" television 5,000 0 5,000 show. ISD Changes Rebudgeted Computer Improvements 50,000 0 50,000 Training - Rebudgeted Computer Improvements 19,195 0 19,195 Other Changes Non-Recurring Intranet and Internet Website Improvements. $50,000 0 $50,000

GENERAL SERVICES

Department Head: David C. Kronberg

DEPARTMENTAL DESCRIPTION

The General Services Department provides a variety of internal service functions that support departmental activity in county government. This budget is reported in two divisions: General Services and Risk Management Internal Service Funds (ISF).

The General Services division includes Architecture, Maintenance-Local Projects, Purchasing, Insurance (General Fund’s premium cost share), Energy, Real Estate, Facilities Operations, Purchasing, and Fleet Operations. The functions performed by the General Services division include: major 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. This division also manages four special funds: fleet vehicle replacement funded with a portion of vehicle rates; County Center facilities accumulated capital outlay (ACO); 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.

The Risk Management Division manages and administers self-insurance programs for general liability, County Health Plan, Workers’ Compensation, Long-term Disability (claims prior to FY 99-00), Medical Malpractice for hospital closeout, Property Damage, and Video Display Terminal vision examinations. In addition, Risk Management negotiates and administers agreements with providers for employee group life, health, dental, and vision benefits; purchased insurance for Long-term Disability, as well as medical malpractice for county provided health and mental health services. It also administers the county educational assistance benefit, occupational health and safety, and vocational rehabilitation programs. The division maintains separate Internal Service Funds for each of the self-funded insurance programs. The division is financed from charges to user agencies, project budgets, and General Fund support. Please refer to the Financial Policies for Budget Development section for a more detailed description of funding and budgeting methodologies for these funds.

FY 05-06 Accomplishments

• Completed construction of the Juvenile Justice Center.

• Completed implementation of new preferred provider organization network and third party claims administration through Blue Cross for County Health Plan, expected to result in more than $2 million savings based on claims expenditure trend, and began strategic planning for cost containment of all benefit programs provided by the county, particularly the self-insured County Health Plan.

• Developed countywide Emergency Response Plan including training departments on consistent practices for use during emergencies such as power outages, earthquakes, building evacuations, and workplace security; and completed Illness and Injury Prevention Program (IIPP) evaluations on 7 county departments.

• Continued efforts to conduct operations in ways that protect the environment. Specifically, the completed comprehensive energy conservation/generation plan for the County Administration Center that includes energy conservation, reduction and/or stabilization of costs, and reduction of greenhouse gas emissions is anticipated. Furthermore, single stream-recycling program at county owned facilities was implemented.

• Began implementation of the new countywide purchasing system, BuySpeed Online.

• Continued the implementation of policies to reduce Worker’s Compensation injuries, which has resulted in a 54% decline in new claims over the last three years (FY 02-03 through FY 04-05).

FY 06-07 Objectives

• Begin construction of the Valley of the Moon Children’s Home Phase 3.

• Continue efforts to address space needs in criminal justice facilities, including a new building and possibly court expansion on and off the county administration complex.

• Complete feasibility evaluation and pre-design planning for Adult Detention Facility expansion.

• Complete the implementation of the new BuySpeed online purchasing system and rollout countywide.

• Begin implementation of a comprehensive energy conservation/generation plan for the County Administration Center.

• Complete the evaluation of cost containment alternatives for the County Health Plan.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change

General Services-General Fund 32,663,302 34,954,421 7.0 19,688,003 21,096,502 7.2 General Services - Spec Funds 2,557,478 3,274,302 28.0 (45,364) 215,034 574.0 Self-Fund Insurance Prog-ISF 66,737,340 67,961,415 1.8 9,569,554 10,509,711 9.8

TOTAL FINANCIAL 101,958,120 106,190,138 4.2 29,212,193 31,821,247 8.9

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Permanent Positions Adopted Recommended Change Change

General Services 128.00 129.00 1.00 0.8 ISF 20.00 20.00 0.00 0.0

TOTAL POSITIONS 148.00 149.00 1.00 0.7

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Architecture Number of Projects 176 207 203 Funding Available 65,230,691 56,328,672 51,263,488 Purchasing Requisitions 2219 2,200 2,300 Purchase Orders 2310 2,300 2,375 Blanket POs 547 550 560 Sealed Bids 230 260 250 Professional Service Contracts 454 520 528 Real Estate Total Real Estate Transactions 86 94 84 Facilities Operations Maintenance Repair Orders (number) 20,522 20,172 20,347 Maintenance (hours) 59,744 66,944 66,216 Maint. Responsibility (square feet) 1,743,753 1,743,753 1,801,119 Number of Small Construction Projects 389 420 * 400 * FY 05-06 include Juvenile Justice Center and Health Dept. Lab projects Fleet Operations Light Equipment-Labor Hours 11,322 13,100 12,910 Heavy Equipment-Labor Hours 14,979 16,370 16,320 * Light Equipment Mileage 8,190,661 8,530,000 8,500,000 Fleet Vehicles and Equipment 1,426 1,369 1,375 Outside Clients Equipment: Sonoma & Windsor 47 52 55 * Reduced hours due to suspension of landfill equipment use Risk Management Health Plan Enrollees 5,883 5,883 6,058

SUMMARY OF KEY ISSUES

GENERAL SERVICES – GENERAL FUND

• The recommended budget reflects a number of changes related to energy usage and efforts to reduce greenhouse gas generation. The purchase of renewable electricity from the county’s landfill for the Main Adult Detention Facility will be effective July 1, 2006. This also provides a fixed rate to the county for one of the larger single accounts. Overall energy 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. Staff will continue efforts to identify opportunities to use renewable sources of energy and negotiate fixed price agreements. Additionally, recommendations for maximizing fuel efficiency have been provided to all departments and county employees and the department continues to purchase fuel-efficient hybrid vehicles wherever appropriate. In fact, the large net cost increase in the Special Funds is mainly due to an increased number of vehicles being replaced this year. Of the total 124 vehicle replacements, 17 are compact hybrid cars, which provide better fuel efficiency, may be less costly to maintain, and produce lower greenhouse gas emissions. This brings the total fuel-efficient vehicles to 74. Rate increases are estimated as follows: electricity 3.4% to 6.1% (market dependant), gas transportation 28.4% (Administration Center), and City of Santa Rosa water/sewer 9%. These rate increases and the overall increase in usage are projected to increase total costs by nearly $700,000 over FY 05-06.

• In FY 06-07 technology enhancements to improve services, such as the county’s new state-of-the-art purchasing system, BuySpeed Online, will be implemented. Among the many benefits, the new purchasing system will allow online vendor registration and bidding. Because of the new purchasing system and the existing Cal Card program, the recommended budget includes the conversion of a vacant Office Assistant II to a Department Analyst to support the division.

• Facility operations recommended expenses include reductions in purchase of materials for small projects building maintenance, such as routine painting, concrete and electrical repairs, and other work required to address operational concerns. The reduction is necessary to meet the department’s budget target. If resources continue to be reduced, staff’s ability to perform necessary repairs for the county’s aging facilities may be limited, which may impact the functionality of the county’s facilities.

• The budget includes the recommended addition of 1.0 FTE Senior Office Assistant to support the Facilities Operations construction group, thereby releasing the department analyst and project specialists to focus on core competencies such as planning and resource management. The cost of the new position will be charged to local projects for clerical support.

• The following table details the budget for long-term debt service payments made in this division.

FY 05-06 FY 06-07 Last Pmt. Due

Animal Shelter 456,421 456,422 11/15/2011 Heavy Equipment 114,641 114,641 11/15/2008 MADF Facility 1,846,496 1,839,266 11/1/2012 La Plaza Building 675,970 679,650 10/1/2011 MADF Expansion I 1,459,820 1,654,670 11/1/2017 Russell Avenue Homeless Shelter 194,770 192,170 11/1/2017 Total 4,748,118 4,936,819

SELF FUNDED INSURANCE PROGRAM (RISK MANAGEMENT - INTERNAL SERVICE FUNDS)

Recommended expenditures for the Internal Service Funds (ISF) are 1.8% higher, primarily due to increased actuary’s estimate for total claims expense across all funds. Total ISF cash balance is projected to be approximately $45,731,600 on July 1, 2006 and $45,025,400 by June 30, 2007. Increases in retained earnings for the County Health Plan and Workers’ Compensation are to more fully fund the estimated outstanding liabilities in those two programs. Meanwhile, pursuant to Board policy, the Liability Fund has been amortizing rebates of funds in excess of liabilities to partially offset the departments’ annual premium costs. As funds are depleted, the balance available to offset premiums will decrease, thus eventually resulting in increased premium charges to departments.

Budgeted Budgeted Actual Estimated Revenues/ Cash Estimated Cash Balance Cash Balance Reimbursement Expenditures Cash Balance Program Name 7/1/2005 7/1/2006 FY 06-07 FY 06-07 6/30/2007

Administration 0 0 99,919 99,919 0 Health Insurance 442,286 3,000,000 36,703,592 35,683,112 4,020,480 LT Disability-County 1,277,305 976,058 28,777 331,955 672,880 LT Disability-Safety 172,934 155,640 5,085 23,836 136,889 Workers' Comp 22,177,742 27,619,125 14,472,463 13,946,508 28,145,080 WC - Courts 0 0 245,503 245,503 0 Malpractice Insurance 4,791,650 4,667,867 318,476 360,788 4,625,555 General Liability ISF 9,986,850 9,082,913 2,188,365 4,076,735 7,194,543 VDT ISF 30,000 30,000 73,646 73,646 30,000 Property Insurance ISF 200,000 200,000 169,595 169,595 200,000 TOTAL 39,078,767 45,731,603 54,305,421 55,011,597 45,025,427

• FY 06-07 County Health Plan rates increase 24%, reflecting an actuarially determined claims expense trend of 15% and the additional funding necessary to meet estimated year-end liabilities over the next two years (estimated as 3 months of claims costs). Accordingly, charges to departments have increased $5 million. As progress is made on building up a fund balance to cover year-end outstanding liabilities, annual changes to Health Plan rates will be more closely aligned with actuary-projected claims expense trends.

• FY 05-06 claims include the closeout of several claims handled by the former third party administrator (Benesight), as well as claims handled by the new administrator (Blue Cross). Therefore, new claims expense trend information after the change to the Blue Cross preferred provider network and administration is not yet available, but it appears that the county saved more than $2 million from the costs that would have been incurred under the previous third party providers. Further cost containment strategies are currently being evaluated in order to address the 15% claims expense trend.

• Estimated rates for the Workers’ Compensation self-insured fund are 32% lower on average than those of FY 05-06. This is a direct result of the passage of the 2004 Workers’ Compensation Reforms (SB 899) law and ongoing efforts to reduce Workers’ Compensation costs including: 1) transitional duty; 2) defensive driver training; and 3) safety training for hazard communications, injury and illness prevention, and accident investigations. In order to keep the incidence of new claims low, it is imperative that departments maintain their commitment to these efforts. While we have made considerable progress in not only reducing future costs and funding outstanding liabilities, we are still projecting to be $5.3 million below the estimated total liability; and, these gains could be reversed if emphasis on safety and loss prevention is not continued. The recommended budget continues to focus support for this work in the five departments that account for the majority of the county’s Workers’ Compensation costs, while expanding efforts countywide. Staff also continues to work with the courts to secure funding for their outstanding liability.

EARLY AUTHORIZATIONS

None

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department totaling $949,519 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Director of General Services concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount

A One-time funding to procure a new automated system for the management of countywide 75,000 contracts and agreements, Grants and insurance for the County.

B Add back the reduction to meet target in Local Projects section in order to perform necessary 57,656 repairs to facilities.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 One-time funding to procure a new automated system for the management of countywide 75,000 contracts and agreements, grants, and insurance for the county.

2 Add back the reduction to meet target in Local Projects section in order to perform necessary 57,656 repairs to facilities.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Rebudget SB1732 implementation ($85,450) and Purchasing Buy Speed 176,647 0 176,647 ($21,775), increase janitorial and utilities for Sonoma Valley Sheriff Substation ($26,806); and increased rental cost for public safety communications at Geyser Peak radio site subject to 8/15/06 Board action ($42,616). ISD Changes Administration - Baseline Adjustment 2,481 0 2,481 Purchasing – Rebudgeted Computer Improvements 55,700 0 55,700 Purchasing - Baseline Adjustment 22,000 0 22,000 Facilities Operations – Rebudgeted Computer Improvements 2,072 0 2,072 Risk Management – Rebudgeted Computer Improvements 29,346 0 29,346 Risk Management - Baseline Adjustment (3,721) 0 (3,721) Other Changes Non-Recurring One-time funding to procure a new automated system for the 75,000 0 75,000 management of countywide contracts and agreements, grants, and insurance for the county.

INFORMATION SYSTEMS

Department Head: Mark Walsh

DEPARTMENTAL DESCRIPTION

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, Geographical Information Systems (GIS), 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 is recovered through the countywide cost plan. The General Fund finances the Communications-Radio Division.

The department’s key responsibilities are:

• Supplying public safety computing 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.

• Set up 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 over two hundred business applications, including financial and budget systems, property tax system, email, web, purchasing, and Geographical Information Systems.

FY 05-06 Accomplishments

• Published the County’s first Strategic Plan for Technology and began work on all five initiatives including: ▪ Increased network capacity 650% by installing optical fiber services for off-campus department locations to improve access and productivity. ▪ Installed a new network operating system to: improve security, stability, and flexibility; reduce future replacement costs; and prepare for the installation of a new email system. ▪ Implemented secure wireless services at several locations including the Emergency Operations Center. ▪ Implemented virtual technologies to solve the time and costs constraints associated with new applications and data. ▪ Implemented a citizens’ subscription service on the county’s Internet site, which allows individuals to automatically receive requested information immediately upon its availability. ▪ Created a team to telecast the 2006 State of the County Annual Report to the community and broadcast the event over Internet television with assistance from Community Media Center.

• Improved the Sonoma County Public Safety Consortium’s new Computer Aided Dispatch/Records Management System to permit remote Automated Field Reporting, which allows officers to enter reports without returning to their offices.

• Improved productivity through the purchase, installation, and connection of 650 PCs, laptops, and associated applications to the county network.

FY 06-07 Objectives

• Complete repairs and upgrade of the county’s aging public safety radio systems to assure that the system will adequately meet public safety needs. Funding for the repairs and upgrades is included in the Capital Projects budget.

• Prepare to assist with the implementation of the Sonoma County Public Safety Consortium’s long-term strategic plan by assuming management responsibility for all critical vendor contracts to ensure consistency for equipment and software applications used by safety agencies. This is funded proportionally by cities, fire districts, colleges, and the county.

• Increase control and management of the county telephone program by direct supervision and support of the communications technicians to reduce system operating costs.

• Continue to implement the ISD Strategic Plan for Technology : ▪ Prepare to realign the ISD Strategic Plan for Technology to best support the county’s new strategic plan. ▪ Work with the Auditor/Controller and Human Resources to develop a plan for procurement and implementation of a new Human Resources/Payroll system. ▪ Evaluate the pilot projects at the Department of Health Services and Assessor’s office for the data integration and electronic document management initiatives, and if successful, make recommendations to selection of a vendor for county wide projects. This is funded through the Technology Investment Fund. ▪ Create a disaster response computing program using wireless technology in a vendor-supplied environment as part of the infrastructure initiative. ▪ Replace the county e-mail system as part of the infrastructure initiative. This is funded through the accumulated interest savings in the Replacement fund per the Strategic Plan.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Administration 1,625,222 1,806,735 11.2 0 0 0.0 Applications Maintenance 8,477,394 6,761,329 (20.2) 237,412 0 (100.0) Technical Services/Mainframe 6,619,507 8,168,890 23.4 0 0 0.0 Work Group Support 9,261,660 9,088,809 (1.9) 0 0 0.0 Communications - Radio 1,173,310 1,225,526 4.5 1,145,898 1,185,226 3.4 Communications - Telephone 5,178,542 5,036,366 (2.7) 0 0 0.0 Records 2,969,455 2,987,579 0.6 1,164,420 1,190,136 2.2 Reprographics 1,466,635 1,576,286 7.5 0 0 0.0 Total - General Fund 36,771,725 36,651,520 (0.3) 2,547,730 2,375,362 (6.8)

Accumulated Capital Outlay (ACO) Funds IS Replacement A-Unrestricted 2,945,787 3,291,685 11.7 724,534 734,884 1.4 IS Replacement B-Restricted 369,105 389,168 5.4 (98,177) (61,186) (37.7) Technology Investment 0 50,000 0.0 (1,471,208) (105,505) (92.8) Reprographics-ACO 0 0 0.0 (50,079) (43,462) (13.2) Communications-ACO 470,000 250,000 (46.8) 67,351 (190,426) (382.7) Records-ACO 181,050 270,000 49.1 87,105 171,732 97.2 Total ACO Funds 3,965,942 4,250,853 7.2 (740,474) 506,037 (168.3)

TOTAL FINANCIAL 40,737,667 40,902,373 0.4 1,807,256 2,881,399 59.4

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Permanent Positions 130.00 131.00 1.00 0.8

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Application Development/Maintenance Baseline Programmer Hours 38,299 36,477 35,940 New Project Hours 5,701 9,273 7,940 Total Hours 44,000 45,750 43,880 Personal Computing Support Number of Training Attendees 2,115 2,810 3,750 Personal Computers 2,866 2,875 2,917 Network Servers 150 180 188 Electronic Mail Users 3,000 3,280 3,300 Network Users 3,123 3,160 3,200 Personal Computers Replaced or Added 320 616 606 Records Transfers of Storage Boxes 5,187 5,290 5,300 Retrievals of Storage Boxes 12,334 12,502 12,600 U.S. Mail Pieces 3,618,338 3,437,488 3,350,000 Percent Presorted Mail 78% 79% 79% Courier Envelopes Delivered 537,700 643,600 645,000 Radio Radio Devices Maintained 3,705 3,900 3,980 Major Radio Sites 15 15 15 Telephone Number of Telephones 5,350 5,460 5,300 Voice Mailboxes 3,950 3,895 3,900 Pagers & Cell Phones 2,500 2,185 2,000 Reprographics Color Copies 157,520 178,244 180,026 Printed Pieces 12,429,720 14,698,133 14,845,114 Copies 6,958,140 6,485,179 6,550,031 Inserted Pieces 1,013,760 1,023,898 1,034,137

SUMMARY OF KEY ISSUES

• ISD’s highest priority systems directly support public safety and involve coordinating the efforts of multiple jurisdictions. The public safety radio program, Computer Aided Dispatch /Records Management Systems, and the Integrated Justice System all must function properly to provide effective public safety. Other functions that are needed for public safety systems to work include the Geographic Information Systems and the core network infrastructure. The budget includes the conversion and expansion of a half-time extra help Communications Technician II to a full-time permanent position to support increased projects and maintenance workload for the multi-jurisdictional public safety communications radio network.

• ISD is working with Justice departments to develop an alternative for delivering the Integrated Justice System to respond to the State of California Administrative Office of the Courts proposal to transfer Courts to a statewide justice system. This project will be funded through the Integrated Justice System’s annual operating budget.

• The State of California has mandated use of its own network systems for two departments that were significant mainframe users, Human Services and the Department of Child Support Services. In FY 05-06, the State implemented the CALWIN project for the Department of Human Services that ended their usage of the county IBM mainframe. Child Support transferred to the state system in FY 01-02. This has created a considerable financial challenge for ISD as the mainframe was sized and staffed to be able to provide services for these programs. As a result, since FY 01-02, ISD has eliminated six positions in the mainframe area and continues to implement other measures to reduce costs.

• ISD’s operating budget was balanced by making reductions in services and supplies to cover the increase in payroll costs. The majority of ISD’s long term lease financing was completed in FY 05-06 resulting in significant savings for lease charges and interest payments. ISD computer operations rates are determined each year and are based on each department’s system usage for the previous year. Computer operations costs and contributions to the equipment replacement fund are included in the baseline

departmental charges for the FY 06-07 budget. For FY 06-07, rates are based on a 4.75% increase, consistent with the countywide budget target. FY 06-07 general fund net cost is decreasing 6.8% as a result of eliminating the direct General Fund subsidy for the Geographical Information System (GIS). For FY 06-07 the Technology Investment Fund net cost is decreasing due to contributions to the Human Resources Payroll system project in FY 05-06.

• Recommended computer service improvement projects and replacement projects included in the budget total $3.1 million. For FY 06-07, 620 desktop PCs and laptops and five application server systems will be replaced, funded by two Information Systems Replacement Funds.

Information Systems Accumulated Capital Outlay (ACO)/Replacement Funds IS Replacement IS Replacement Technology B Restricted A Unrestricted Telephone Records Reprographics Investment Est. Beginning Balance 7/1/06 383,624 4,605,355 10,014 194,546 81,466 3,658,934 Plus: Revenues (contributions) 434,050 2,361,073 440,000 90,000 40,000 0 Plus: Revenues (interest) 16,304 195,728 426 8,268 3,462 155,504 Less: Expenditures (389,168) (3,291,685) (250,000) (270,000) 0 (50,000) Est. Ending Balance 6/30/07 444,810 3,870,470 200,440 22,814 124,929 3,764,438 Change in Fund Balance 61,186 (734,884) 190,426 (171,732) 43,462 105,504

• Replacement A and B are for the scheduled replacement of desktop computers, applications servers, and computer infrastructure such as network switches, routers, shared mail and data servers, and the IBM mainframe. The Telephone, Records, and Reprographics funds are for respective equipment for each division. The year-to-year fluctuations in these funds reflect the planned replacement projects and required funding for future projects. These funds have been successfully used to keep the county technologically current and to simplify planning. The Information System Technology Fund is used to implement the ISD Strategic Plan for Technology. EARLY AUTHORIZATION REQUESTS The Board is requested to authorize all departmental and ISD computer equipment and software purchases (including the Desktop Modernization plan) and other essential contract services necessary 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 and assets:

Telephone PBX Switches, software and hardware upgrades, and network upgrades 250,000 Work Group Support Systems server upgrades & replacement and campus network infrastructure modernization 300,000 Records Electronic records management system software and hardware 50,000 Technical Services Sonoma County Public Safety Consortium software maintenance and support 590,000

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $269,757 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS None

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Rebudgeted multi-year computer projects. 973,170 973,170 0 Radio Division computer replacement ($7,100). 7,100 7,100 0 Increase appropriations for Work Group Support Projects: Radio Division 387,100 387,100 0 computer replacement ($7,100), HR on-line training and payroll systems ($80,000), campus fiber and network improvements ($300,000). Megabyte upgrades added to Assessor Property Tax Administration 88,984 88,984 0 budget. Increase appropriations to reflect department budget adjustments for 854,434 854,434 0 baseline programming/maintenance ($262,214) and new projects ($592,220) included in Proposed Budget. ACO Replacement Funds Increase Replacement Fund appropriations for Radio Division computer 398,100 0 398,100 replacement ($7,100), campus fiber/network improvements ($300,000), Human Resources training and improvement projects ($80,000), and to record Reprographics transfer ($11,000). ISD Changes Records (baseline adjustment) 2,481 0 2,481

NON-DEPARTMENTAL

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

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.

Other General Government includes appropriations for items not included in the departmental budgets. These items are judgment and damage claims, litigation costs, transfers to other funds, contract services for multiple department use, and evidentiary sexual assault examinations.

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.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change

Employee Benefits - Gen Fund 4,079,226 4,313,809 5.8 4,079,226 4,313,809 5.8 Other General Govt - Gen Fund 38,095,463 22,370,244 (41.3) 20,253,063 9,669,127 (52.3) Approp for Conting - Gen Fund 1,950,000 2,000,000 2.6 1,950,000 2,000,000 2.6 Non-Prop 4 Unalloc Rev - Gen Fund 0 0 0.0 (4,869,748) (5,553,731) (14.0) Prop 4 Unalloc Rev - Gen Fund 0 0 0.0 (175,510,278) (199,427,880) (13.6)

Sub-Total General Fund 44,124,689 28,684,053 (35.0) (154,097,737) (188,998,675) (22.6)

Other General Government (General Reserve) 4,439,389 0 (100.0) (5,256,750) 0 100.0 Sub-Total Other Gen Government 4,439,389 0 (100.0) (5,256,750) 0 100.0

Other General Govt - Spec Rev 2,585,267 2,596,571 0.4 2,585,267 2,596,571 0.4 Non-Prop 4 Unalloc Rev - Spec Rev 0 0 0.0 (2,254,889) (1,960,539) 13.1 Prop 4 Unalloc Rev - Spec Rev 0 0 0.0 (4,247,834) (4,851,447) (14.2)

Sub-Total Spec Revenue Funds 2,585,267 2,596,571 0.4 (3,917,456) (4,215,415) (7.6)

TOTAL FINANCIAL 51,149,345 31,280,624 (38.8) (163,271,943) (193,214,090) (18.3)

STAFFING SUMMARY

There is no staff allocated to this division.

SUMMARY OF KEY ISSUES GENERAL FUND

Revenues The FY 06-07 recommended unallocated general fund revenues from all funding sources increased by $24.6 million, or 13.6%, over the FY 05-06 adopted budget. The primary revenue sources, which support the majority of discretionary spending in the county General Fund, are discussed below.

• Property Taxes (recorded in Prop 4) totaling $158.5 million are based on an estimated 7.5% growth in the secured property tax base and reflects the end of the state Proposition 1A transfer of $4.4 million in local property taxes to the state in the prior year. Additionally, based on current year collections, the combined total for supplemental and unsecured taxes is $10 million, an increase of $2.8 million from the current year.

• Sales Taxes (recorded in Prop 4) are expected to total $13.3 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 $9.2 million are based on a 4% annual average rate vs. the originally estimated 2% rate for FY 05-06.

• Documentary Transfer Tax (recorded in Prop 4) is budgeted at $4.5 million. Despite higher interest rates, the current real estate activity appears to be relatively stable, which has allowed us to adjust our estimates upwards by $800,000 over FY 05-06.

• 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 $9.1 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 06-07 include:

• $8,028,200 for the Road fund. This is comprised of baseline support of $7,318,200 and $710,000 in on-going and one-time National Pollution Discharge Elimination System (NPDES) program assistance.

• $3.9 million for general government capital projects. The contribution includes $720,000 for replacements and upgrades to the county’s radio communications network.

• $488,000 in appropriations for Board of Supervisors priorities per the Board’s budget policy direction, financed by General Fund interest earnings.

• $854,400 to the Community Development Commission for on-going operations costs at the Russell Avenue and Samuel B. Jones homeless shelters, and 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 $2,000,000 and the recommended budget also includes the county’s contribution to the Local Agency Formation Commission (LAFCO) at $102,700.

Other Expenditure Changes The major reason for the overall expenditure decreases is due to the use of $11.2 million in general fund reserve designations included in the beginning of the FY 05-06 year, which recorded the contribution of $1.5 million to the Technology Investment Fund and repaid the state’s $9.7 million VLF loan to general reserves. Other changes in General Fund expenses include:

• Discontinuance of the one-time $3 million contribution for Valley of the Moon Children’s Home Phase III and the $2 million transfer to the Hospital Closeout fund for hospital employees’ retirement costs.

• Employee Benefits expenditures increase primarily due to the transfer of costs for the county’s Department Employee Recognition Program and Service Award Program from the Human Resources budget and a small increase for medical examination and employee assistance services.

• Increases of $1 million interest expense for Tax Revenue Anticipation Notes (TRANS) consistent with higher interest rates. The $4 million interest expense amount is based on past TRANS notes activity at a projected interest rate of 4.5%. These costs are more than offset by investment earnings (in the Prop 4 Unallocated Revenue budget) on the proceeds from the TRANS notes that assist in financing county operations prior to receipt of property tax payments and state and federal subventions.

OTHER GENERAL FUND – GENERAL RESERVE

• The expenditure decrease in the reserve reflects the discontinuance of $4.4 million paid to the State under Prop 1A.

SPECIAL REVENUE FUNDS

• The Other General Government – Special Revenue budget reflects recommended expenditures for Courthouse and Criminal Justice Construction Funds. FY 06-07 includes $546,500 in debt service payments for Courts facilities and $2,050,000 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 $294,300 less than FY 05-06, which is based upon current year activity and includes a one-time return of unspent revenues in the prior year. The beginning fund balance for the Courthouse Construction and Criminal Justice Construction funds are expected to be $1.3 million and $3.2 million (respectively) as of July 1, 2006; and, based on the current budget, are estimated to be $1.2 and $2.7 million (respectively) as of June 30, 2007.

• Proposition 4 – Special Revenue includes the Advertising Fund transient occupancy tax (TOT) collections, which are projected at $4.8 million, showing an increase of $567,800 in collections based on the most recent information available and increased interest earnings.

COUNTY ADMINISTRATOR’S RECOMMENDATION’S SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount 1 Criminal justice departments’ (Public Defender, Probation, and District Attorney) annualized 863,329 request for ongoing costs for operating a second juvenile court at the Juvenile Justice Center on a part-time basis.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Employee Benefits Increase appropriations for negotiations and employee relations consultant 54,000 0 54,000 services agreement approved by the Board of Supervisors on 7/25/2006. Other General Government Increase consultant services for Southwest Santa Rosa annexation ($75,000), 605,500 20,000 585,500 Transportation and Public Works management review ($200,000), and ADA Transition Plan review and update ($150,000); rebudget Tribal Development review ($100,000) and California Tiger Salamander Conservation Strategy implementation assistance ($100,000); and adjust for LAFCO move and contributions to Community Development. Proposition 4 Adjustment to anticipated property tax revenue base on FY 06-07 0 4,369,902 (4,369,902) Assessment Roll report. ISD Changes Employee Benefits 45,000 0 45,000 Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Other Changes Recurring Criminal justice departments’ (Public Defender, Probation, and District $1,709,652 0 $1,709,652 Attorney) annualized request for ongoing costs for operating two new courtrooms. Any funds not spent or encumbered by fiscal year end to be deposited to the General Reserve.

AUDITOR-CONTROLLER

Department Head: Rodney A. Dole

DEPARTMENTAL DESCRIPTION

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 departmental accounting services and is responsible for the preparation of financial statements; receipt and disbursement of county funds; compilation of the county's budgets and payroll; apportionment/distribution of property tax revenue; and financial audits.

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 Payroll Division administers the program, and in conjunction with the Human Resources Department, works directly with a claims processing contractor to verify accuracy of unemployment reimbursements to the state.

FY 05-06 Accomplishments

• Successfully rolled out the new countywide payroll time and attendance (Timesaver) system to seven departments and agencies.

• Created a new web site that allows Internet availability of property tax information for real estate professionals and the general public.

• Improved the efficiency of preparing over 150 audit reports by using the county information systems network to electronically store, review, and distribute audit reports.

• Implemented improvements to the FAMIS accounting system to provide customized reporting of financial information for all departments and agencies.

• Received excellent ratings from 98% of clients during a recent customer service survey.

• Generated $12 million for endowment and future capital projects from the refinance of Tobacco Securitization bonds.

FY 06-07 Objectives • Successful consolidation of the functions of the Auditor-Controller and Treasurer-Tax Collector Offices. • Utilize two new requested limited-term project positions to assist with deployment of Timesaver system to 16 county departments and agencies. • Plan for the procurement and implementation of a new Human Resources/Payroll system. • Continue towards a goal of electronic reporting and paperless storage of accounting records, including expansion of financial reports provided on the Internet and electronic/CD storage of over 200,000 accounting documents. • Add new customers for the fiscal services and audit divisions and expand services to existing clients.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Auditor-Controller-Gen Fund 11,138,473 12,362,845 11.0 7,004,420 7,909,044 12.9 Unemployment Ins-ISF 608,000 608,000 0.0 313,000 278,000 (11.2)

TOTAL FINANCIAL 11,746,473 12,970,845 10.4 7,317,420 8,187,044 11.9

STAFFING SUMMARY FY 05-06 FY 06-07FTE % Staffing Adopted Recommended Change Change Permanent Positions 71.75 71.75 - -

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended

Tax Bill Assessments 561,541 633,419 646,087 Payroll Warrants 117,837 118,000 118,000 Accounting Transactions 206,290 210,000 214,200 Financial Statements/Reports 1,131 1,056 1,029 Audits 153 154 153

SUMMARY OF KEY ISSUES Auditor-Controller Division

• In accordance with the Board of Supervisor’s 1992 directive to evaluate reorganization possibilities for the most effective use of county resources through consolidations, the Auditor-Controller will consolidate its office with the Treasurer-Tax Collector’s office into one elected office upon the retirement of the incumbent Treasurer-Tax Collector. The consolidation is anticipated in FY 06-07, and will combine department administrative functions to free up resources, provide one-stop direct fiscal services to constituents, and enhance other Board of Supervisors priority programs/services.

• As mentioned in the County Administrator’s message at the beginning of this proposed budget, adjustments to Information Systems costs due to the loss of county users, most notably the Human Services Department, have an exaggerated effect on the remaining users, particularly the Auditor-Controller. The Auditor-Controller’s office relies heavily on the use of the mainframe system to carry out its various functions, and absorbs a large amount of the Information Systems fixed costs. Without the effects of the mainframe cost shift, the Auditor’s Controller’s budget increases by 3.9%.

• The Auditor-Controller provides audit and accounting services to a number of agencies. These services provide agencies with a cost-effective alternative to maintaining their own in-house accounting or auditing staff and allows agencies to focus on their core mission. In FY 06-07 the Auditor-Controller anticipates expanding their services to existing and new clients, potentially resulting in a significant increase in departmental revenue.

• The Auditor-Controller administers the county’s payroll function. For many years, the function remained a manual, personnel intensive, paper-driven process. The department sought emerging technology that would allow automation of this process to make it less resource intensive and to add functionality to it. The result is the Timesaver project, a new time and attendance system that introduces an electronic, paperless payroll system with added cost accounting functionality. The system was implemented in FY 05-06 on a pilot basis in several departments, with sixteen additional departments scheduled for implementation in FY 06-07. The Auditor-Controller has used internal resources for deployment and support of the system, but due to the adverse impact on departmental operations, the existing staff that has been working on this project will be returned to their core duties. The timely rollout of Timesaver, plus the eventual complementary Human Resources information system, depends on the addition of staff resources. Absent additional resources, implementation will be completed on a slower, longer-term basis. In order to achieve the desired implementation, two limited-term project positions are requested for consideration should funding become available.

SUMMARY OF REDUCTION OPTIONS A 10% reduction plan for the department totaling $467,799 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS The Auditor-Controller concurs with the recommended budget as proposed, with the following exceptions: Priority Description Net Cost Amount 1 1.0 FTE Payroll Project Manager for Timesaver and HR/Payroll Systems 86,028 effective October 1, 2006. Project position limited to five-year term. 2 1.0 FTE Payroll Technician-Confidential for Timesaver and HR/Payroll 67,526 System effective October 1, 2006. Project position limited to five-year term.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Rebudgeted computer improvements 60,268 0 60,268 Baseline adjustments for payroll & Timesaver 285,584 0 285,584

TREASURER - TAX COLLECTOR

Department Head: Tom Ford

DEPARTMENTAL DESCRIPTION The Treasurer-Tax Collector is responsible for the safekeeping and investment of funds for the county, school districts, and other local governments. The department collects all property taxes for school districts, special districts, cities, redevelopment agencies, and the county government. The Treasurer-Tax Collector performs billing and collection of 1915 Act special assessment district bond debt. Special assessment bonds are used to fund infrastructure improvements such as streets, water distribution systems, sewer lines, and other improvements. Each project is financed through a special fund that collects the assessment revenue, through an additional charge on the property tax bill above the standard property tax rate, and makes debt service payments to retire the bonds. The following projects have completed the infrastructure improvements and are currently in debt repayment status: Airport Business Center Street Lighting, Sunnyslope, Willowside, Airport Business Center, Larkfield Sewer, Vinecrest Road, and South Santa Rosa Avenue. The Canon Manor West and Monte Rio district improvements have yet to be constructed and have no outstanding debt at this time. Additionally, the department administers the collection of unincorporated area Transient Occupancy Taxes and the collection and disbursement of assessments for the Sonoma County Tourism Business Improvement Area. The department collects delinquent payments for other county departments, administers the county’s deferred compensation program, and collects parking fines for many governmental agencies.

FY 05-06 Accomplishments

• Completed a multi-year technology improvement program that placed into service an automated mail opening work station that opens, extracts, and scans tax payments and bill stubs. This provides for same-day deposits to maximize interest earnings and creates additional capacity to accommodate increases in future processing volume.

• Enabled same day tracking of financial transaction activity for Treasury by fully integrating online banking functionality.

• Implemented an accounting system for the collection and administration of the Sonoma County Tourism Business Improvement Area assessment.

FY 06-07 Departmental Objectives

• Complete department consolidation with Auditor-Controller in accordance with a Board approved integration plan.

• Continue on-going review of accounting processes within the department to improve oversight and integration of information.

• Research viable alternatives to replace the existing handheld parking ticket writing/database system used by field enforcement officers.

• Transfer the Probation department’s receivables collection activity into the Central Collections CUBS system.

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Treasurer-Tax Coll-Gen Fund 4,866,932 4,926,424 1.2 2,036,015 2,147,908 5.5 Debt Service-Spec Assessment 3,628,246 4,305,348 18.7 543,798 29,359 (94.6) TOTAL FINANCIAL 8,495,178 9,231,772 8.7 2,579,813 2,177,267 (15.6)

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Treasurer-Tax Collector 36.00 35.00 (1.00) (2.8)

TOTAL POSITIONS 36.00 35.00 (1.00) (2.8)

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Tax Collector Secured Tax Bills 171,232 171,204 175,000 Unsecured Tax Bills 22,392 21,610 22,000 Supplemental Bills 25,010 27,133 25,000 Parking Citation Billings 16,757 19,249 20,000

Treasurer Deposits/Warrants Processed 513,457 466,475 400,000 Bondholder Payments 915 832 900 Special Assessment Charges 5,350 5,350 5,365 Deferred Comp Accounts 7,302 7,500 7,650 Central Collections Collections Accounts Opened 9,456 9,596 10,000 Number of Bills Sent 51,625 52,654 75,000 Revenue-Estimated Cash Collections for Other Departments 3,162,508 3,207,448 4,000,000

SUMMARY OF KEY ISSUES

• In accordance with the Board’s 1992 directive to evaluate reorganization possibilities for the most effective use of county resources through consolidations, the Treasurer-Tax Collector will consolidate its office with the Auditor-Controller’s office into one elected office upon the retirement of the incumbent Treasurer-Tax Collector. The consolidation is anticipated in FY 06-07, and will combine department administrative functions to free up resources, provide one-stop direct fiscal services to constituents, and enhance other Board priority programs/services.

• The Central Collections division has evolved in recent years. In the mid 1990’s, the division had grown to 15 employees, with a large number of high-dollar accounts. In order to maintain service levels, Central Collections began placing a greater and ongoing emphasis on technology and automated collection practices. As the technology and automation has matured, the number of large accounts and workload has systematically declined, to where now 9 Collection employees are sufficient to maintain the current accounts. The emphasis on technology, combined with the decrease in workload, has substantially diminished the need for a Collections Manager position. The proposed budget eliminates this currently filled position in order to continue providing collection services within the available resources.

• The Special Assessment section serves in the capacity of annual financial administrator for county-owned and maintained districts. In the beginning of FY 06-07, the Special Assessment section will be facilitating the issuance of assessment bonds on behalf of the Canon Manor West Assessment District, thereby allowing the Transportation and Public Works Department to construct infrastructure improvements including sewer, water, storm drains, and roads. This explains, in part, the relatively large increase in special assessment activity. The balance is due to accounting relative to the tourism Business Improvement Area.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $192,624, is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS The Treasurer-Tax Collector concurs with the recommended budget as proposed, with the following exception: Net Cost Priority Description Amount

1 Restore 1.0 Collections Manager Position 101,698

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Rebudgeted computer improvements 34,249 0 34,249

COUNTY CLERK-RECORDER-ASSESSOR-PUBLIC ADMINISTRATOR

Department Head: Eeve T. Lewis

DEPARTMENTAL DESCRIPTION

The County Clerk-Recorder-Assessor-Public Administrator was established by the Board of Supervisors in 2001, as a result of consolidating the elected offices of the County Clerk/Public Administrator with the elected office of Recorder, and subsequently, consolidating with the elected office of the Assessor.

The following is a summary of the various functions of the department: The County Clerk is responsible for issuing marriage licenses, performing marriage ceremonies, filing and maintaining fictitious business name statements and notary bonds, processing passports, and environmental documents. This division is also responsible for filing Conflict of Interest Statements and issuing certificates of birth, death, and marriage. The Public Administrator is responsible for certain estate management/administration services when there is no apparent will or person able to distribute the involved property. Since July 1, 2004, by direction of the Board of Supervisors, these services, along with those of the offices of the Public Guardian/Conservator have been provided by the Human Services Department. The final separation of the office and duties of the Public Administrator from the office of the County Clerk/Recorder/Assessor/Public Administrator was approved by ordinance, effective on January 8, 2007. At that time, this office becomes County Clerk/Recorder/Assessor 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 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. The Assessment Appeals Board 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 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.

FY 05-06 Accomplishments

• Conducted Special Statewide Election with the highest voter turnout in the State of California.

• Implemented request for proposal process to meet Help America Vote Act (HAVA) requirements for visually impaired accessible voting equipment. It is anticipated that the first handicapped accessible systems to be used in Sonoma County will be deployed in the June 2006 primary election.

• Improved and expanded public resources by adding staff and implementing technological advances, which included digital files of official records dating back to 1850 for staff and Internet access, improved ADA compliant webpage for the Recorder, Internet service for Board of Supervisor constituent and issue tracking, application for the integration of the document management and property databases, E-File system for business property statements, and new in-house sales modeling program to enroll property transfers electronically.

• Through a joint effort with the Permit and Resource Management Department (PRMD), completed a cooperative Department of Conservation Audit of the Williamson Act Subvention Program. Over claims and under claims were discovered in the audit. The county and the State Dept of Conservation agreed to accumulate the differences, which resulted in an overall $30,000 reduction to the current year subvention total. Procedures have been put in place at PRMD and in the Assessor division to align departments’ tracking of contracts and the impacts due to land use changes.

• Absorbed the loss of Property Tax Administration Program (PTAP) revenues for FY 05-06 without a loss in service by drawing down on carefully accumulated fund balance in the Special Fund.

FY 06-07 Objectives

• Complete installation and training required for implementation of the accessibility provisions of HAVA.

• Continue to focus on the preservation of historical records and the implementation of technological improvements that will enhance customer services and improve system efficiencies, including electronic data integration with the Assessor’s property tax administration system and electronic transfer of Building Permit data.

• Continue to explore expansion of services to outlying offices, particularly Petaluma.

• Work with the State to develop replacement program of the suspended PTAP. In coordination with the County Administrator, develop alternatives and recommendations in the event that historical state revenues are not restored.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change County Clerk/General Fund 6,592,954 6,380,501 (3.2) 4,833,179 4,196,060 (13.2) Assessor/General Fund 7,700,974 9,529,636 23.7 6,888,825 7,988,295 16.0 Recorder/General Fund 1,654,338 1,701,515 2.9 (444,755) (456,494) (2.6) Sub-Total General Fund 15,948,266 17,611,652 10.4 11,277,249 11,727,861 4.0 Assessor/Special Funds 1,472,781 296,974 (79.8) 344,732 207,473 (39.8) Recorder/Special Funds 1,356,046 1,244,827 (8.2) 3,588 (279,499) (7,889.8) Sub-Total Special Funds 2,828,827 1,541,801 (45.5) 348,320 (72,026) (120.7)

TOTAL FINANCIAL 18,777,093 19,153,453 2.0 11,625,569 11,655,835 0.3

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Permanent Positions County Clerk 37.79 37.79 0.00 0.0 Administration/Assessor* 85.60 82.00 (3.60) (4.2) Recorder 17.00 17.00 0.00 0.0

Total Permanent Positions 140.39 136.79 (3.60) (2.6)

* 13.0 FTE State funded positions transferred to General Fund, due to funding suspension

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended County Clerk Vital Statistics Copies 20,601 20,550 20,500 Marriage Licenses 2,877 2,900 2,925 Fictitious Name Filings 5,280 5,100 5,125 Passports 1,600 1,350 1,350 Notary Bonds 1,128 875 900 Marriages Performed 716 730 750 Registrar of Voters

Registered Voters 248,997 241,026 250,000 Scheduled Elections 5 6 1 Ballot Types 140 390 130 Absentee Ballots Issued 200,464 265,244 143,000 Polling Places 452 575 350 Ballots Processed 950,000 1,000,000 1,100,000

Board of Supervisors Phone Calls Handled 76,022 77,986 78,000 Counter Contacts 19,257 19,525 19,600 Claims 499 325 350 Assessment Appeals Board Applications Filed 475 550 600 Appeals Heard 15 35 40 Hearing Days 28 10 15 Assessor Title Transfers Processed 40,467 39,500 36,000 New Lots/Parcels 1,603 1,700 1,700 Permits Processed 15,521 16,000 16,000 Total Secured Parcels 178,562 180,000 181,000 Unsecured Assessments 30,810 31,000 32,000 Recorder Recordings 221,442 203,000 214,000 Filmed Images 1,040,828 939,890 972,300 Vital Statistics Filings 12,235 12,900 12,900 Number of Pages Copied 79,023 65,700 67,000 City Transfer Tax Deeds 5,918 5,325 5,300

SUMMARY OF KEY ISSUES

Overall the total budget changes relatively little from last year, but individual divisions reflect the following:

• The Assessor’s Division has reduced 3.6 vacant FTE positions due to the elimination of the state funded PTAP. The General Fund has picked up 13 filled FTE positions previously allocated to the PTAP Special Revenue Fund, which accounts for the expenditure and net cost increase. The County Clerk Division includes one scheduled election in the proposed budget, as opposed to two scheduled elections and one countywide special election in FY 05-06. Fewer new technology improvement projects have been requested in the Recorder’s Special Funds. Recorder’s net cost marginal decrease results from a cautious estimate that current year revenue levels for recording fees will continue into the new year.

• Over a two-year cycle, there are six established election dates for which jurisdictions may schedule special elections. There are currently scheduled elections in Sonoma County on only three of those dates (June of the even numbered years and in November of each year). 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. The budget reflects one regularly scheduled election – the November 2006 Gubernatorial General Election. As a result of the cyclical election cycle, recommended expenditures decrease, while revenues increase over last year, which accounts for the large decrease in net cost over FY 05-06.

• The costs of implementing the handicapped voter equipment requirement of Federal HAVA are estimated at $3 million. The county has been approved for State Proposition 41 Election Bond funds (requiring a 25% local match) to carry out the HAVA mandate. A contract for HAVA Section 301 funds that may be used to fulfill the local match requirement has been approved. After the budget was adopted, $3.2 million in funding was appropriated in FY 05-06 to purchase a HAVA compliant system. Warehousing, transportation, equipment, and maintenance expenses incurred in FY 06-07 will be reimbursed from one-time amended HAVA Section 301 funds. Future years’ ongoing transportation and warehouse costs will need to be addressed.

• PTAP was suspended by the state legislature for FY 05-06 and 06-07. The California Assessor’s Association and the California State Association of Counties are working with the state legislature to create a replacement program for property tax administration that may be enacted by FY 07-08. In order to ensure the Assessor’s efforts to address property assessment backlogs are not held up, a one-time general fund backfill, up to $875,000, is included in the budget by transferring 13.0 of the 16.6 FTE previously budgeted in the PTAP fund (see Assessor/Special Funds) to the Assessor general fund. If state funding is not restored, department staff in coordination with the County Administrator will identify potential funding alternatives and/or recommend program changes. The balance of the positions will be eliminated.

• At this writing, the beginning fund balance for the PTAP special revenue funds is estimated at $522,300 and $254,000 is estimated to be needed to support next year’s operations. Should the estimated fund balance be realized, the department has requested information technology enhancements to achieve efficiencies to the Assessor’s property tax system. Enhancements would allow electronic interfaces for the transfer of building permit data and property characteristic data gathered directly on-site to the property tax system, as well as conversion of Assessor parcel maps from hardcopy to electronic media. These technological improvements are not included in the recommended budget pending further analysis and confirmation of beginning fund balance.

• The following table summarizes the recommended activity and estimated fund balances for each of the special revenue funds. The Special Funds’ large net cost reduction is the result of completed Information Systems projects in FY 05-06.

FY 06-07 SPECIAL FUND SUMMARY

Recorder Recorder Vital Records Property Property Tax Item Modernization Micrographics Improvement Characteristics Administration

Est. Beginning Balance 7/2006 5,542,295 814,506 284,004 309,008 522,346 Plus: Revenues/Reimbursements 1,206,422 230,339 49,124 80,563 8,938 Less: Expenditures (874,003) (275,771) (56,612) (42,974) (254,000) Estimated Ending Balance 6/2007 5,874,714 769,074 276,516 346,597 277,284 Surplus/(Deficit) for Fiscal Year 332,419 (45,432) (7,488) 37,589 (245,062)

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $951,110, is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS

The County Clerk/Recorder/Assessor/Public Administrator concurs with the budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Assessor Rebudget project funding to complete conversion of Assessor Parcel 47,250 0 47,250 maps to digital format. County Clerk Rebudget revenue and expenditure for ongoing Help America Vote Act 1,865,339 3,216,314 (1,350,975) (HAVA) implementation ($1.8 million), recognize state grant revenues associated with HAVA FY 05-06 contract balance ($1.4 million) for voting equipment, and adjust salaries and benefits per AB 1811 Chapter 48. Property Tax Administration Program Include adjustments for property software interface and improvement 88,984 0 88,984 projects. ISD Changes Assessor – Rebudgeted Computer Improvements 35,717 0 35,717 Recorder (baseline adjustment for HART system) 17,370 0 17,370 Clerk - Recorder Modernization 102,166 0 102,166 Clerk - Recorder VRIP 29,434 0 29,434

JUSTICE SERVICES

Gross Revenues/ Appropriations Reimbursements Net Cost Court Support & Grand Jury 11,410,964 3,778,418 7,632,546 Probation 40,492,305 12,612,930 27,879,375 District Attorney 18,297,797 7,320,097 10,977,700 Public Defender 8,162,803 296,822 7,865,981 Sheriff 125,775,169 57,611,411 68,163,758

Justice Health & Services Other County Capital Human 17% Services Projects Services 6% 4% 24%

Development Administrative Services Support & 33% Fiscal Services 16%

COURT SUPPORT SERVICES AND GRAND JURY

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

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 in 2005, and is estimated to be $7,601,653 in FY 06-07. 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: courtroom facilities lease costs, judicial benefits, and the Maintenance of Effort payment to the state. The Auditor- Controller manages this budget unit.

The Alternate Public Defense section was established in FY 04-05 to account for all costs associated with indigent defense, when conflicts arise with representation by the Public Defender. The expenditures include both contract conflict counsel and court appointed non-contract attorneys, and associated costs. County Counsel manages this budget unit.

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 purpose of the fee was to provide resources for services, as alternatives to court proceedings. The Alternate Dispute Resolution Special Revenue Fund is a depository for these fees, from which expenditures are made for Alternative Dispute Resolution services. 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.

FY 05-06 Accomplishments

• Developed and implemented a contract system to manage and control indigent defense and related ancillary costs.

• Successfully negotiated a revenue collection exhibit to the Court/County Memorandum of Understanding, which will provide better monitoring and reporting of collection activities.

FY 06-07 Objectives

• Continue to work with the court to enhance revenue collections and meet requirements of AB 940, which was enacted to set standards for collections, reporting, and discharge of delinquent court ordered fines, fees, and revenues.

• Monitor state initiatives and changes that will adjust, over time, the county’s responsibility to contribute to the undesignated revenue transfer.

• Evaluate the effectiveness of the Conflict Defense Contract and study alternative delivery of services, including evaluation of an alternative defense department.

• Monitor collection of revenues, and work collaboratively with the court to ensure that fines and fees owed to the county are effectively pursued in order to contain the county’s ongoing general fund contribution toward the MOE obligation. FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change General Fund Court Support Services 11,336,568 10,681,420 (5.8) 6,843,008 7,137,972 4.3 Grand Jury 88,687 92,186 3.9 88,687 92,186 3.9 Sub-Total General Fund 11,425,255 10,773,606 (5.7) 6,931,695 7,230,158 4.3 Special Funds Alternate Dispute Resolution 71,556 73,880 3.2 (15,821) (16,620) (5.1) Sub-Total Special Funds 71,556 73,880 3.2 (15,821) (16,620) (5.1) TOTAL FINANCIAL 11,496,811 10,847,486 (5.6) 6,915,874 7,213,538 4.3

STAFFING SUMMARY

No staff is allocated to this budget.

SUMMARY OF KEY ISSUES

COURT SUPPORT SERVICES DIVISION

Court Support Operations

• Total revenues decreased $950,000 in 06-07, resulting primarily from the enactment of AB139 of 2005, and AB233 of 2005. These two bills authorized the transfer of civil assessment revenue and a portion of the county’s civil fee revenue to the state, in exchange for a reduction to the state MOE payment. AB139 and AB233 resulted in an estimated $877,800 reduction to the state MOE payment; however, the revenue transfer amounts were based on FY 03-04 actual experience and, therefore, will not address any revenue growth the county experienced in the last two years. The change from revenue to MOE reduction is the primary cause for the changes in total expenditures and net cost for the budget.

• The budget assumes the continuation of undesignated revenue 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. AB139 requires that counties contribute toward stepped-down obligations between FY 05-06 and FY 08-09. The statewide obligation is $15 million in FY 06-07, $10 million in FY 07-08, and $5 million in FY 08-09. The county’s share for FY 06-07 is $123,000, a reduction of $200,000 from the FY 05-06 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.

• The Trial Court Facilities Act of 2002 proposes transfer of ownership and/or equivalent responsibility for courthouses from the county to the state. The transfer will be done in a manner that is "revenue neutral" to the state and counties. However, the county would not be compensated for the value of the facilities transferred to the state. To accomplish this, an agreement will be negotiated between the county and the Judicial Council of California by June 30, 2007. Counties shall provide funding for facilities operation and maintenance costs, based on historic funding patterns, through a county facilities payment to the state.

Alternate Public Defense

• Total expenditures for the Alternate Public Defense budget are projected to increase $373,127 (20.4%) in FY 06-07, due to conflict counsel costs for private attorney appointments to cases prior to October 2005. A new contract was negotiated and executed in October 2005 to better contain costs. However, prior to executing the contract, a significant number of attorneys had been appointed by the courts to cases outside of any negotiated contracts. For those ongoing cases, attorneys appointed are legally obligated to continue to represent defendants until those cases are concluded. At the time of this writing, a significant number of such cases continue to be represented, many of which will not be concluded and billed prior to July 1. • The new conflict counsel contract will cover the assignment of all conflict cases going forward, which should dramatically reduce the need to appoint private counsel outside of the contract. Associated costs for representing indigent defendants including transcripts, medical exams, expert witness, and investigators, are included under the contract. Costs that fall outside the contract (in addition to previously appointed attorney costs) include per diem costs for trial work that extends beyond five days. At the time of this writing, negotiations are underway with the Conflict Counsel contractor for services in FY 06-07. It is unknown what impact the negotiations will have on this budget. However, if adjustments to the budget are required, they will be addressed through the technical adjustment process.

• 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.

Alternative Dispute Resolution

• In FY 05-06, the Board approved a $3 fee increase (to the maximum of $8) for first paper filing, to enhance support of the alternative dispute resolution program. The increased revenue will provide funding for additional dispute resolution clients without relying on fund balance for providing contract funding.

Alternative Dispute Resolution (ADR) Fund FY 04-05FY 05-06 FY 06-07 Item Actual Estimated Recommended Beginning Balance 34,030 14,583 30,084 Plus Revenue 38,494 92,422 90,500 Less: Expenses (57,941) (76,921) (73,880) Ending Fund Balance 14,583 30,084 46,704 Gain or Loss for Fiscal Year (19,447) 15,501 16,620

SUMMARY OF REDUCTION OPTIONS

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.

DEPARTMENTAL APPEAL ITEMS

None.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Increase appropriations for Conflict Counsel Contract ($419,008) 563,478 144,470 419,008 and Courtroom Lease with reimbursement ($144,470).

PROBATION

Department Head: Robert M. Ochs

DEPARTMENTAL DESCRIPTION

The Probation Department is an integral part of the Sonoma County justice system. Serving both the county and the Superior Court of California, the department is charged with the responsibility of community protection and offender rehabilitation. This is accomplished through mandated services to the court, specifically investigative reports and recommendations, and departmental efforts to guide offenders granted probation through specialized caseloads, intensive supervision, and referral to appropriate therapeutic services. Probation is a privilege that includes conditions that require serving time in jail or a juvenile institution, mandatory participation in treatment, restitution to crime victims, abstention from alcohol and drugs, fines, and 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 five budget sections: Administration, Adult and Juvenile Probation Divisions, Jail Services, and Juvenile Camp. Probation Funding Program (JCPF, formerly known as TANF) supports the goal of reducing juvenile crime and promoting juvenile accountability through the use of community based resources dedicated to strengthening families.

The Institution Division includes the three juvenile detention/commitment facilities: Juvenile Hall, Sierra Youth Center, and Probation Camp; additionally, the Institution Division includes the Supervised Adult Crew Program (SAC).

Three special revenue funds exist: Juvenile Justice Crime Prevention Act (JJCPA) 05/06, JJCPA 06/07 (in compliance with legislative requirements), and Camp/SAC Programs.

FY 05-06 Accomplishments

• Completed multi-year planning process, trained all Juvenile Corrections Counselor (JCC) staff, and occupied new Juvenile Hall and Juvenile Justice Center.

• Implemented Proposition 69 of 2004, which involves the DNA testing and transmission to the state for certain adults and juveniles under the supervision of Probation.

• Enhanced Probation Camp programming with: increased field coverage, addition of 12-step gang program, after-care drug counseling group, Parent Education and Support Group.

• Supervised Adult Crews assisted Department of Emergency Services and Sheriff’s Office in response to winter floods by performing almost 5,000 hours of work which included assisting residents, clearing creeks and debris, transporting appliances, and assisting with beach hazmat cleanup.

• Commended by the Corrections Standards Authority biennial oversight inspection report, on the quality of department programs, with an emphasis on current and relevant policies, and management.

• Installed fully operational versions of Adult and Juvenile Case Management Systems, for improved management and supervision of probationers.

• Provided ongoing support to schools, despite reduced JJCPA funding, by reorganizing Probation Officer assignments based on school locations, allowing for additional support at all targeted schools.

FY 06-07 Objectives

• Complete Sierra Youth Center’s transition to an all girls program, including staff training, gender specific programming, and development of advisory committee.

• Continue to enhance gang and substance abuse programming by: redirecting JJCPA funds to create new referral and treatment programs, adding a new juvenile Gang Officer to work directly with Community Based Organizations (CBOs), active collaboration with other departments and organizations such as the Mayor’s Gang Prevention Task Force, Muti Agency Gang Enforcement Team (MAGNET) supported by Measure O funding, and the Anti-Drug Abuse Task Force.

• Implement validated adult risk classification tool, to more effectively assess clients and their needs.

• Identify and implement new accounting software for improved monitoring of Camp/Sac inventory and project costs.

• Transfer responsibility for the collection of fines, fees, and victim restitution payments to the Central Collection division of the Treasurer-Tax Collector, to improve oversight, collection experience, and timely collections and disbursements. • Complete enhancements of Adult and Juvenile Case Management systems, for improved management and supervision of probationers.

• Successfully manage growing Juvenile Hall population and placement requirements, including analysis of detention alternative programs.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change

Probation Services-Gen Fund 16,866,812 17,374,867 3.0 11,113,717 13,098,166 17.9 Institutions-Gen Fund 17,893,945 18,834,957 5.3 15,059,269 14,101,191 (6.4) Sub-total General Fund 34,760,757 36,209,824 4.2 26,172,986 27,199,357 3.9

JJCPA 05/06 - 06/07 1,356,344 1,332,164 (1.8) 0 0 0.0 Camp/SAC 1,121,873 2,074,600 84.9 0 0 0.0 Sub-Total Special Funds 2,478,217 3,406,764 37.5 0 0 0.0 TOTAL FINANCIAL 37,238,974 39,616,588 6.4 26,172,986 27,199,357 3.9

Note: The primary reason for the net cost increase in Probation Services Division and decrease in Institutions Division is the result of an accounting change. State funding previously recorded in a single budget unit under the Probation Services division is now reflected in the appropriate budget units primarily in the Institutions Division.

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Probation Services 143.60 143.10 (0.50) (0.00) Institutions 138.75 136.75 (2.00) (0.01) TOTAL POSITIONS 282.35 279.85 (2.50) (0.01)

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Probation Services Investigations 11,461 11,462 12,150 Supervision 6,540 6,626 6,390

Institutions Juvenile Hall Average Daily Population 75 86 92 Average Length of Stay (Days) 17 22 24

Camp & Sierra Youth Center Average Daily Population 38 40 36 Average Length of Stay (Days) 207 222 224

Supervised Adult Crews Days Worked 17,057 16,570 17,000 Jail Days Saved 8,028 8,294 8,050

SUMMARY OF KEY ISSUES

Staffing

• Restoration of a Department Analyst is recommended. One Department Analyst position was eliminated in FY 05-06 to assist the department in meeting budget goals. The restoration of this position will regain the department’s ability to maintain grant- reporting requirements and allow for timely response to budgeting and other reporting deadlines. The position is funded with other savings and is within budget target limits.

• Two Janitorial positions (added in FY 05-06 to provide janitorial work at the new Juvenile Hall) are eliminated. An assessment of the cost and benefits of contracting for janitorial services indicated that services provided under a contract would be more cost effective than adding sufficient staff and required equipment to maintain this facility.

• One Probation Officer position and one .5 FTE Legal Processor position will be eliminated. This is due to the reduction in Substance Abuse Crime Prevention Act of 2000 (SACPA) state funding via Health Services. The positions provided client supervision within the SACPA program. Loss of positions reduces the number of SACPA cases that can be effectively supervised.

• Retirements, and the aging of the work force continue to drain experience, knowledge, and capacity from the department. In response, the department has maintained its emphasis on training, despite the withdrawal of Standards and Training for Corrections (STC) funds. Additionally, in conjunction with Human Resources, recruitment efforts have increased, including the initiation of continuous recruitments for Juvenile Correction Counselors and Probation Officers, and a systematic approach to background checks.

Operations

• The department occupied the new Juvenile Hall and Juvenile Justice Center in December of 2005. This new state of the art facility will enhance safety and security for staff and youth, and will allow for improved programming, for decades to come – but it also requires significant changes in operational management. The new Juvenile Hall has also experienced a sudden increase in population. The department is analyzing whether the population increase may be a short-term spike, or if it indicates a new trend. If so, this will require analysis of long-term impacts on the Hall staffing plan. Substance abuse, and gangs continue to impact the department’s operations on many levels. These lead to increasing concerns over probation officer and juvenile correctional counselor safety, increased population and violence at the Juvenile Hall, and greater resistance to rehabilitative efforts in clients. The department is developing programs and trainings to respond to these concerns, and continues partnerships with other agencies, such as the Multi Agency Gang Enforcement Team (MAGNET), and the Narcotics Task Force, as well as participating with the City of Santa Rosa on the Mayor’s Gang Prevention Task Force, and collaborations on use of Measure O funds. Additionally, the department intends to redistribute several hundred thousand dollars of JJCPA funds to community-based programs that directly address these issues.

• In FY 05-06 the Supervised Electronic Confinement Unit (SEC) experienced a decrease in the average number of SEC clients. This decline is expected to continue into FY 06-07, and is attributed to change in the demographics of the jail population. More SEC applicants are being rejected because they represent an unacceptable community risk, due to extensive criminal histories, serious drug involvement, and /or gang activities.

• The budget will fund several new software applications that will enhance the department’s operational efficiency and effectiveness. The investments cover a broad range of needs (assessment tools, increased functionality with Probation case management, records management, accounting, management reporting), and will better position the department to evaluate the cost and effectiveness of its operational programs. Costs of the improvements are financed within the department’s budget target.

• To improve collections of Probation fines, fees, and restitution, the department has been meeting with the Treasurer to facilitate the transfer of collection responsibility to Central Collections. This transfer will allow the county to leverage the expertise and professional practices of Central Collections, provide a more systematic and effective approach to collections, and better comply with the state’s enhanced collections program.

• The Camp/SAC Special Revenue Fund is used for the purchase of materials and supplies for large projects for Camp and Supervised Adult Crew (SAC) programs. Fund balance is maintained as a replacement fund for equipment, as well as equipment maintenance and repair. Going into FY 06-07, the department does not anticipate any large projects, as in prior years. This is reflected in the decline in revenue and material expenses.

• Several years of cutting service and supplies budgets in Supervised Adult Crews (SAC) has led to aging equipment, and some revenue losses. If the program continues as a viable source of contract labor and alternatives for inmate detention, additional resources will be required for maintenance and acquisition of critical equipment over the long term.

SPECIAL FUND SUMMARY FY 04-05 FY 05-06 FY 06-07 Item Actual Estimated Recommended Probation Camp/SAC Beginning Balance 428,530 448,855 448,855 Plus: Revenue 2,123,162 2,854,259 1,604,837 Less: Expenses (2,102,837) (2,854,259) (1,604,837) Ending Fund Balance 448,855 448,855 448,855

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the Probation Department, totaling $2.2 million, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Chief Probation Officer concurs with the recommended budget with the following exceptions:

Net Cost Priority Description Amount

A Add 7 FTE JCC to cover the increased Juvenile Hall population, relief needs, and to address safety and 478,340 security issues.

B Restore funds for 1.0 FTE Probation Officer III and .5 FTE Legal Processor II, to replace funding lost by 146,211 Prop 36 SACPA, effective July 1, 2006 ($133,800 Salary & Benefits).

C Restore funds for $50,000 for potential California Youth Authority (CYA) commitments. 50,000

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 Add 7 FTE JCC to cover the increased Juvenile Hall population, relief needs, and to address safety and 478,340 security issues. 2 Restore funds for $50,000 for potential CYA commitments. 50,000

BOARD OF SUPERVISORS’ ACTION Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost

Services STC training appropriations and revenue ($100,000) reflect State budget 83,848 100,000 (16,152) actions. Decrease in contract for Electronic Monitoring ($16,152) Institutions Decrease appropriations for contract Electronic Monitoring in Juvenile 16,152 0 16,152 Hall and Camp ($25,848). Increase of Health Services Contract ($42,000) for medical care of Juveniles. JJCPA Reimbursement of $36,715 for vehicles transferred to Juvenile Probation. 36,715 36,715 0 Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost

Increase of $58,984 due to unanticipated FY 05-06 interest revenue. 58,984 58,984 0 ISD Changes Rebudgeted Computer Improvements Adult Probation 29,856 0 29,856 Juvenile Probation 9,400 0 9,400 Probation Administration 159,445 0 159,445 Probation Administration (baseline adjustment) 2,977 0 2,977 Other Changes Recurring Add 7 FTE JCC to cover the increased Juvenile Hall population, relief 478,340 0 478,340 needs, and to address safety and security issues.

DISTRICT ATTORNEY

Department Head: Stephan R. Passalacqua

DEPARTMENTAL DESCRIPTION

The District Attorney is the public prosecutor. The Office of the District Attorney conducts all prosecutions for public offenses in Sonoma County, and institutes proceedings for the arrest of persons charged with public offenses. This includes prosecution of felony and misdemeanor cases and appellate hearings, presentation of felony preliminary hearings, daily court calendar proceedings, charging of juvenile petitions and presentation of evidence in delinquency hearings in Juvenile Court, and investigation of criminal activities related to prosecution of felony trials. The District Attorney also prosecutes county ordinances, represents the Sheriff in weapon forfeiture cases under the Welfare and Institutions Code, files petitions under §6500 of the Welfare and Institutions Code to hospitalize developmentally disabled persons, and investigates Brown Act allegations. To facilitate accomplishment of these responsibilities, the District Attorney has created specialized teams in the following areas: child abuse and sexual assault, domestic violence, child stealing, homicide, gang related activities, major narcotic vendors, vehicle theft, environmental and consumer law, welfare fraud, statutory rape, career criminal prosecution, as well as workers’ compensation, and auto insurance fraud.

The District Attorney also operates a Victim/Witness Assistance Program which provides victims with court support services, assistance in filing violent crime claims, refers individuals to appropriate public or private social services agencies, acts as informational resource on the processes/procedures of the criminal justice system, and supports individuals as they go through the court process. The program also assists with interviews of victims/witnesses of crime, provides assessment of victim’s reaction to the crime and their emotional state, abilities, and family dynamics; and keeps 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 accounts for court ordered penalties to be used in the District Attorney's office for restitution and the enforcement of consumer protection laws. The SCATT fund is established beginning this fiscal year, to deposit funds received pursuant to Vehicle Code section 9250.14 into a separate account. The funds continue to be utilized for programs that enhance the capacity of local police and prosecutors to deter, investigate, and prosecute vehicle theft crimes.

FY 05-06 Accomplishments

• Successfully prosecuted a complex, five-defendant/first-degree murder case, which resulted in four first-degree murder convictions, and one conviction as an accessory.

• Established the Special Victim Unit, responsible for the prosecution of defendants in adult sexual assault, child abuse and elder abuse cases. This allows a core group of attorneys, with specialized knowledge, to focus on a unique area of the law. The result is more successful prosecutions.

• Recognized National Crime Victim’s Rights Week event with a community luncheon to honor crime victims, and a vigil to promote a greater awareness of victims’ rights and support services.

• Co-hosted the Sonoma County Elder Abuse Summit to raise public awareness of the financial exploitation of the elderly.

FY 06-07 Objectives

• Pursue non General Fund financing, including endowments, grants, and partners, to create a Family Justice Center in Sonoma County, to better address the needs of victims. If established, this will be a multi-agency public/private partnership.

• Work with other agencies to explore the feasibility of a Neighborhood Prosecution Program in Roseland to focus on the prevention of youth crime, violence, gang involvement, graffiti, and truancy, as well as on traffic and school safety.

• Develop and evaluate alternatives to existing departmental staffing and structure to better address the needs of the community. FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change District Attorney 16,686,362 17,294,265 3.6 9,810,830 10,621,218 8.3 Auto Insurance Fraud 10,000 10,000 0.0 6,500 5,500 (15.4) Consumer Protection 53,000 79,025 49.1 27,250 53,275 95.5 SCATT 0 480,000 100.0 0 0 0.0 Supp Law Enforcement 136,800 136,800 0.0 0 0 0.0 Sub-Total Other Funds 199,800 705,825 253.3 33,750 58,775 74.1

TOTAL FINANCIAL 16,886,162 18,000,090 6.6 9,844,580 10,679,993 8.5

STAFFING SUMMARY FY 05-06FY 06-07 FTE % Staffing AdoptedRecommended Change Change Permanent Positions 118.75 116.75 (2.00) (1.7)

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Adult Criminal Activity Court Filings Felony Complaints 2,799 2,926 3,050 Misdemeanor Complaints 16,978 20,140 22,000 Subpoenas Issued 32,195 31,964 32,000

Court Activity Preliminary Hearings Held 521 672 750 Jury Trials Held 45 64 70 Court Trials Held 28 24 25 Court Appearances 133,999 149,264 155,000 Juvenile Activity Law Violation Reports Rec'd 2,194 2,168 2,200 Original Charges -Petitions 1,373 1,391 1,420 Violation of Prob. Petitions 564 565 566 Court Hearings 13,462 16,799 19,000 Subpoenas Issued 1,311 1,544 1,806 Victim/Assistance Program Total Clients 1,061 1,500 1,725 Total Claims 654 900 1,035 Awards Paid to Victims $382,346 $526,000 $605,000

SUMMARY OF KEY ISSUES

DEPARTMENT OVERVIEW

• Revenue projections are decreased for FY 06-07.

• Civil fines resulting from Consumer Fraud cases have been reduced $100,000 reflecting actual FY 05-06 experience.

• SCATT revenue was transferred from the General Fund budget to a special revenue fund to better track year-end fund balances.

• The department was informed that grant funding from the State Office of Emergency Services for the Violence Against Women Act would not be renewed for FY 06-07. Sonoma County is one of 18 counties statewide to lose this funding due to a restructure of state funding methodology.

• Grant funds that provide for various prosecution programs and the Victim Witness Assistance Program remain flat, however, the inflationary cost of these programs continues to increase.

• Proposition 172 revenues continue to increase at a slower pace than the cost of doing business.

• As a result of previously mentioned expenditure and revenue changes, and in order to meet budget target goals, 2.0 FTE Deputy District Attorney positions are eliminated and extra help law clerk hours are reduced (1.66 FTE), effective October 1, 2006. These are recommended on the County Administrator’s add back list. Reductions in Deputy District Attorney positions seriously impact the day-to-day operations of the felony and misdemeanor trial departments. With this reduction in staff, the remaining deputies assigned to the trial departments will be required to spend more time in court and less time preparing for courtroom appearances the following day. As such, they may not be as knowledgeable of the details of the case, the nature of the defendants’ prior crimes; and will have limited time available to spend with the victims of violent crimes to support, guide, and counsel them through the prosecution process. Cases of a less serious nature may be more likely to settle, in order to address the more serious felonies. Reduction in extra help law clerk hours will impact the department's ability to prosecute cases, as the attorneys currently rely heavily on the law clerks to provide research and prepare motions. In the absence of funding for law clerks, the attorneys will do this work at a higher cost.

• The Superior Court notified the county that beginning July 1, 2006, an additional misdemeanor courtroom would begin operations (bringing the total to four). In order to staff the new courtroom, three positions were added in May 2006 at a cost of $411,600.

• The Superior Court has also proposed utilizing the second courtroom at the Juvenile Justice Center (JJC) on a part time basis. It remains unclear at the time of this writing, what specific use will be proposed and when, or if, operations will begin this fiscal year. If a second juvenile courtroom were to commence operations in FY 06-07, the addition of at least one Deputy District Attorney IV would be required to provide adequate staffing at an estimated cost of $146,000. If the Superior Court provides the county with notice of their intent to begin hearing juvenile cases in the second courtroom prior to the budget hearings, new staffing and appropriate funding is recommended and will be added to the budget by way of a technical adjustment.

• The District Attorney has initiated an effort to develop a Family Justice Center in Sonoma County, to offer comprehensive services to victims of domestic violence in a single location. The Victim Assistance Program Coordinator continues to take a key role in meeting with other agencies, educating the participants on the vision and mission of the project, and seeking outside, non General Fund financing for this undertaking.

Consumer Protection Fund

• California voters passed Proposition 64 in November 2004. 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 is unclear at this time if this change will significantly impact cases, or fines, and penalties. The budget assumes no significant cases or settlements. Expenditures from this fund in FY 06-07 $26,025 for extra-help paralegal assistance and $53,000 in other supplies. The FY 06-07 year end fund balance is projected at $165,870.

CONSUMER PROTECTION FUND FY 04-05 FY 05-06 FY 06-07 Item Actual Estimated Recommended

Beginning Balance 49,922 226,945 219,145 Plus: Revenue 181,625 5,000 25,750 Less: Expenses (4,602) (12,800) (79,025) Ending Fund Balance 226,945 219,145 165,870

Gain or Loss for Fiscal Year 177,023 (7,800) (53,275)

Sonoma County Auto Theft Taskforce (SCATT) Special Revenue Fund

• This fund is to be established in FY 06-07 to better manage and track expenditures and year-end balances. The SCATT Fund is comprised of monies collected from the DMV (pursuant to Vehicle Code section 9250.14) to fund programs that enhance the capacity of local police and prosecutors to deter, investigate, and prosecute vehicle theft crimes. A Memorandum of Understanding between the City of Santa Rosa, the City of Petaluma, and the California Highway Patrol is negotiated annually. Each agency provides task force members and retains certain responsibilities. Santa Rosa and Petaluma have received partial reimbursement, as negotiated each year, for staff assigned to the task force. Revenues and expenditures are projected at $480,000 for FY 06-07. No beginning or ending fund balance is assumed.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $926,810 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The District Attorney concurs with the recommended budget with the following exceptions: Priority Description Net Cost Amount A Restore 2.0 FTE Deputy District Attorney, effective October 1, 2006. 203,784

B Restore 1.66 FTE extra help law clerk hours. 79,655

C Add 2.0 Deputy District Attorney IV, 1.0 DA Investigator, and 1.0 Legal Secretary to enhance 497,080 Special Homicide Unit staffing.

D Add 2.0 Deputy District Attorney IV, 1.0 DA Investigator, and 1.0 Legal Secretary to enhance Gang 497,080 Unit staffing.

E Add 2.0 Deputy District Attorney IV, 1.0 DA Investigator, and 2.0 Victim Witness Advocate to 568,398 enhance Special Victims Unit staffing.

F Add 1.0 Administrative Aide, Confidential to enhance Administrative staffing. 74,089

G 146,044 Add 1.0 Deputy District Attorney IV to focus on the prevention of youth crime, violence, gang involvement, graffiti, truancy, and traffic and school safety in the Roseland neighborhood.

COUNTY ADMINISTRATOR RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 Restore 2.0 FTE Deputy District Attorney, effective October 1, 2006. 203,784

2 Restore 1.66 FTE extra help law clerk hours. 79,655

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Rebudgeted computer improvements 14,268 0 14,268 Other Changes Recurring Restore 2.0 FTE Deputy District Attorney, effective October 1, 203,784 0 203,784 2006. Restore 1.66 FTE extra-help law clerk hours. 79,655 0 79,655

PUBLIC DEFENDER

Department Head: John R. Abrahams

DEPARTMENTAL DESCRIPTION

The Public Defender’s Office provides mandated, legal representation to indigent defendants and juveniles in all court proceedings. 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’s Office also represents persons who are charged with a crime and alleged to be mentally ill, developmentally disabled or in need of conservatorship, and cannot afford an attorney. Every activity engaged in is mandated by the state or federal constitution, or by statute.

FY 05-06 Accomplishments

• Successfully transitioned to new departmental leadership following the retirement of the outgoing department head.

• Collaborated with other county departments to develop a plan to address the impact of an increased number of mentally ill individuals entering the criminal justice system, at a time when limited state and local resources are available for mental health related programs.

• Worked with affected departments to downsize the Substance Abuse Crime Prevention Act of 2000 (SACPA) participation in response to reduced state budget funding.

• Consulted on the formulation, structure, and analysis of a proposed new contract for representation of criminal defendants when the Public Defender is unavailable due to a conflict of interest.

• Worked with Human Resources to reorganize the management structure of the Public Defender’s Office so that there is more accountability and a clear chain of command.

FY 06-07 Objectives

• Collaborate with other county departments to facilitate the re-establishment of a Mental Health Court and Treatment Program, funded through the Mental Health Services Act.

• Participate in the criminal justice system analysis, which will make recommendations on alternative programs to incarceration in the Sonoma County Jail.

• 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.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balnce

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Public Defender - General Fund 7,408,840 8,077,055 9.0 7,187,690 7,780,233 8.2

TOTAL FINANCIAL 7,408,840 8,077,055 9.0 7,187,690 7,780,233 8.2

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change

Permanent Positions 49.00 49.00 0.00 0.0

WORKLOAD SUMMARY FY 04-05FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Felony New Cases Opened 4,211 3,900 3,900 Court Appearances 26,900 28,000 28,500 Jury Trials 12 35 40 Court Trials 51 40 50 Preliminary Hearings 884 900 900 Death Penalty Cases 0 0 0 Cases Closed 4,164 3,500 3,500 Misdemeanor New Cases Opened 11,234 11,500 11,500 Court Appearances - Total 53,740 62,500 62,000 Domestic Violence Court Appearances 7,598 7,600 7,500 Drug Court 5,783 5,100 5,250 Jury Trials 5 15 15 Court Trials 1 4 10 Cases Closed 11,914 13,000 12,000 Juvenile Court New Cases Opened 2,432 2,500 2,500 Court Appearances 8,850 9,450 9,500 Contested Hearings 28 14 18 Cases Closed 676 630 600

SUMMARY OF KEY ISSUES

• Despite increasing workloads, the number of attorneys allocated to the Public Defender’s Office has essentially remained the same for the past ten years. 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 will likely impact the number of new case appointments the Public Defender can accept. If caseload exceeds the department staffing capacity, the Public Defender will declare unavailability resulting in the appointment of private attorneys to represent indigent clients.

• The increase in total expenditures and net cost of 9.7% and 8.6%, respectively, reflect two new positions added (approved in May of 2006) to staff the new, fourth misdemeanor courtroom. The new misdemeanor court is expected to begin operating on July 1, 2006.

• The Superior Court has proposed utilizing the second courtroom at the Juvenile Justice Center (JJC) on a part time basis. At the time of this writing it remains unclear what specific use will be proposed and when operations will begin. If a second juvenile courtroom were to commence operations in FY 06-07, the addition of one Deputy Public Defender would be required to provide adequate staffing. The two attorneys who staff the single courtroom at the JJC manage a significant and increasing workload. If the Superior Court provides the county with notice of their intent to begin hearing juvenile cases in the second courtroom prior to the budget hearings, a new position and appropriate funding is recommended and will be added to the budget by way of a technical adjustment.

• Over the last several years there has been a number of serious, multi-defendant cases. These cases are time consuming due to the complexities associated with the numbers of attorneys, experts, and juries required and place a greater demand on criminal justice resources.

• 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 06-07. If a need for additional funding should arise, the Public Defender’s Office will return to the Board of Supervisors to address funding related issues at that time. SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $683,093, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Public Defender concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount

A Restore extra help law clerk hours and miscellaneous services and supplies reduced to meet budget 83,267 target.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 Restore extra help law clerk hours, and miscellaneous services and supplies reduced to meet budget 83,267 target.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Public Defender (baseline adjustment) 2,481 2,481 Other Changes Recurring Restore extra-help law clerk hours, and miscellaneous services and $83,267 0 $83,267 supplies reduced to meet budget target.

SHERIFF Department Head: Bill Cogbill DEPARTMENTAL DESCRIPTION

The Sheriff, under state law, is responsible for the delivery of law enforcement and related emergency services to the unincorporated areas of the County of Sonoma. In addition, the Town of Windsor and the City of Sonoma contract with the Sheriff’s department for law enforcement services. Law Enforcement services include Patrol, Investigations, Crime Prevention, Central Information Bureau, Marine, Helicopter, Search and Rescue, Dispatch, and Civil Bureau. 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, the Special Weapons And Tactical (SWAT) Team, the Bomb Squad, the Canine Unit, and the 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.

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 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 843 and the capacity at NCDF is 561, for a total capacity of 1,404 inmate beds.

FY 05-06 Accomplishments

• Implemented a DNA sample collection process (Proposition 69), through a collaborative effort with the Superior Court, Public Defender, District Attorney, County Counsel, and Probation.

• Fully complied with Correctional Standards Authority bi-annual inspection and received special recognition for quality of internal audits for such activities including; use of force procedures, inmate out of cell time, and inmate sentence tracking.

• Implemented the first phase of the new fingerprint identification system, which allows for quick identification of suspects, detainees, and victims. This is the first step toward developing a local searchable database and in-field, portable finger printing capability.

• The department significantly reduced its workers compensation incidents in both Law Enforcement and Detention Divisions. This was accomplished through better education, corrective action, and continual review and evaluation of safety procedures.

• Negotiated an agreement with Sutter Medical Center to reduce the county’s payment obligation for catastrophic inmate medical services.

• Reduced at-fault vehicle accidents in Patrol by 50%, through extensive training.

• Reduced inmate transportation costs through participation in Transportation of Prisoners in California (TOPIC), a cooperative statewide prisoner transportation system.

• Created a Public Information Officer (PIO) function to handle and coordinate media relations.

FY 06-07 Objectives

• 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.

• Continue to reduce work related injuries for staff by emphasizing department-wide safety programs.

• Implement an effective recruitment and hiring strategy to address current and expected staff vacancies, provide for a smooth transition of staff in new management positions, and reduce the amount of mandatory overtime required of correctional officers.

• Improve the regional communication and reporting system known as 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 law enforcement 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 law enforcement agencies.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 %FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Sheriff - General Fund 64,922,877 67,441,739 3.9 13,229,371 14,694,619 11.1 Detention Division - Gen Fund 50,402,840 52,664,060 4.5 47,806,773 50,173,107 4.9 Sub-Total General Fund 115,325,717 120,105,799 4.1 61,036,144 64,867,726 6.3

Other Law Enforcement 781,497 754,052 (3.5) 691,272 750,052 8.5 Sheriff-Special Fund 1,595,972 1,413,921 (11.4) 913,532 589,824 (35.4) Detention Division - Spec Fund 243,325 287,784 18.3 (3,475) 35,984 1,135.5 Sub-Total Special Fund 2,620,794 2,455,757 (6.3) 1,601,329 1,375,860 (14.1)

TOTAL FINANCIAL 117,946,511 122,561,556 3.9 62,637,473 66,243,586 5.8

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Law Enforcement 371.24 371.24 0.00 0.0 Detention 323.00 323.00 0.00 0.0 TOTAL POSITIONS 694.24 694.24 0.00 0.0

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Law Enforcement Dispatch Law Enforcement 105,111 106,688 108,000 City of Windsor 14,779 15,000 15,000 City of Sonoma 15,095 15,532 15,000 Helicopter Details 767 823 949 EMS Transports 60 60 60 Hours Flown 507.8 514 500 Civil Cases Civil Actions 4,655 5,066 4,797 Marine Unit Hours of Water Patrol 2,086 2,200 3,000 a Accident Investigations 19 15 10 Searches 12 10 20 Verbal Warnings 1,603 1,800 2,000 Patrol Calls for Service 54,327 53,814 55,428 Officer Initiated 50,784 49,742 51,234 Arrests/Citations 6,868 7,604 7,832 Reports Written 15,139 15,578 16,045 Response Time (Minutes) 9.88 9.75 9.82 Sworn Officers to 1,000 Population 0.85 0.86 0.86 Investigations Death Investigations 25 24 29 Crimes Assigned to Investigations 1,821 1,839 1,776 Coroner Autopsies 384 362 380 Detention NCDF Average Daily Population (ADP) 499 500 515 Bookings 1,580 1,588 1,604 MADF Average Daily Population (ADP) 626 665 675 Bookings 16,715 18,060 19,513 Sentenced ADP 507 640 655 Unsentenced ADP 618 525 535 Female ADP 154 162 168 Gang Population ADP 283 b 325 330 Total Mental Health Population ADP 200 b 205 210 Prescription Meds Administered 537,796 b 540,000 545,000 Number of Sick Calls 18,016 b 18,200 18,400 Hospital In-Patient Days 189 b 190 195 Inmates Receiving GED certificates 44 b 45 50 (a) Reflects full staffing; (b) Reflects calendar year 2005 statistics

SUMMARY OF KEY ISSUES

Staffing Transition

• The Law Enforcement and Detention divisions are both facing significant staff turnover. In the Law Enforcement Division, there are approximately 50 employees eligible to retire above and beyond the average of 15 separations annually. The loss of organizational knowledge and experience and difficulty in recruiting qualified candidates presents a significant challenge. The department is addressing this by placing special emphasis on recruitments and training.

• 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 complete 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 twenty four 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 such, overtime funding has been increased in both law enforcement and detention divisions to accommodate the anticipated increase in the number of positions vacated, and the increased length of time needed to fill positions to accommodate training requirements. An increase in requested extra help and overtime of $1.7 million reflect anticipated cost to cover vacant positions. In the near term, salary savings from vacant positions offset these costs. In the long term, this overtime figure will be reduced as positions are filled. The department is closely examining the current staffing structure to determine if alternative scheduling proposals or other methods of staffing the institutions will reduce the amount of mandatory overtime that is now required of correctional officers.

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 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. The installation of an additional 41 beds is included in the Capital Project budget and the department has requested additional Correctional Officers to address anticipated supervision requirements, should these additional beds be filled.

• Jail expansion planning is ongoing, 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 will evaluate jail operations and efficiencies, to provide baseline information for jail expansion and planning.

• The Substance Abuse Crime Prevention Act program, initiated in 2001, has resulted in alternative treatment for certain offenders. This program is contingent on state funds, and adoption of the Governor’s proposed budget would result in a 25% program reduction in FY 06-07. This is primarily due to the fact that we have been subsidizing annual budgets by one-time savings carried forward from the program’s inception. These carryover funds are now exhausted. The specific impact this reduction will have on overall jail population is unknown. Yet, at this time, we do not see this change adding sizable costs to the jail.

• Inmate health care and psychiatric health service costs are also the subject of two projects initiated in FY 05-06. 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. Acute psychiatric health services provided to inmates through Sutter at the Norton Center continue to impact the county both in the Sheriff’s budget and Health Services Budget. Because of the escalation of costs over the past few years, the Health Department initiated a study to identify a more cost effective delivery system, while recognizing that the Sutter agreement for the provision of mental health inpatient services will expire in 2008. The proposed alternative will significantly reduce these costs by providing expanded services in the jail. The plan will be presented to the Board of Supervisors for approval in late FY 05-06. If approved, implementation will begin in early FY 06-07.

Regional Law Enforcement Communications

• The Sheriff’s Department is a major participant in the CAD/RMS/MDC project, in cooperation with a consortium of Sonoma County cities. Modifications to the system are still in process and final project costs are not yet determined. A Department of Justice audit will determine if any grant funds will need to be returned as a result of the City of Healdsburg’s withdrawal from the consortium.

Revenue

• Booking fees are increased $70,200 over the prior year’s budget; however, the Governor's FY 06-07 proposed budget includes $40 million to offset most of the fees that cities and special districts must pay to counties when they book suspects into county jails. If approved as is, the proposal would result in a loss of revenue (as the formula favors counties that did not charge for, or charged substantially less than, the cost of bookings in the past, while penalizing counties who collected fees that approximated their costs); and eliminate the ability to recover cost of living increases. Additionally, the proposal would not deter questionable bookings into our already over-crowded jail.

• Revenues from the law enforcement contracts with the Town of Windsor and City of Sonoma for indirect overhead services have increased in FY 06-07. This overhead revenue reimburses the department for indirect services provided to the Town and City including departmental administration, dispatch services, crime analysis, records services, and booking services.

Budget Reductions

• In order to meet the budget target, approximately $2.2 million is reduced from the department’s budget request. The following describes the items recommended for reduction at this stage of the budget process and associated potential impacts: $316,900 The Law Enforcement division radios were replaced five years ago. Initially, a 7-year life cycle was anticipated. However, radios are beginning to fail and need repair. $281,900 A reduction is recommended for new hire training costs. If vacancies are filled at a higher rate than budgeted, there may be insufficient funds within the training unit budget to respond to the increased need. $247,000 A reduction is recommended for Law Enforcement training, travel, and related overtime. This will reduce the number of training opportunities made available for skills and knowledge in specialized areas. $208,800 Recommended funding reduction is recommended for SWAT unit activities, Community Oriented Policing (COPS) service and supplies, detention overtime and training, detention radio replacement, overtime for the peer support program and various service and supply items. $200,000 A reduction in Patrol overtime is recommended. Non-essential overtime will be eliminated. If the need for overtime surpasses the budget, the department may need to request additional funding at that time. $532,700 A reduction is recommended for various salary and benefit related costs. The estimated vacancies for FY 06-07 are significantly higher than past experience, resulting in higher salary cost savings. If the anticipated turnover does not materialize, or if vacant positions are filled at a faster pace than anticipated, recruitment and appointment activities may be limited to essential positions only. $368,800 Restoration of certain prior year budget reductions is not recommended at this time. These items include various salary and benefit costs and service and supply items. $80,900 Funding for miscellaneous MADF/NCDF facility projects is not recommended in the proposed budget. These items are provided in more detail within the “Departmental Appeal Items” later in this section.

Specific 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, which will materially impact ending fund balance.

SHERIFF'S DEPARTMENT SPECIAL REVENUE FUNDS Beginning Ending Balance Balance Law Enforcement Radio Replacement 194,660 198,660 Revenue Tracking Fund 754,082 30 Civil Division Writs - AB 1109 Fees 192,762 223,747 Civil Division - AB 709 Fees 74,447 85,902 Federal Forfeiture - DOJ 142,821 45,821 Federal Forfeiture - U.S. Treasury 3,789 3,789 DMV ID Fee 532,128 0 Asset Forfeiture Fund 298,963 298,963 Supplemental Law Enforcement Service Funds 3,136 0 Detention Jail Indnustries 306,399 270,904 Supplemental Law Enforcement Service Funds 489 0 Inmate Welfare Trust 64,108 83,848 Total 2,567,784 1,211,664

Sheriff’s Special 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 at the end of FY 06-07. 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 06-07. 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 06-07 are estimated at $500,500. Expenditures of $1,032,600 include fingerprint archive system equipment, 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 06-07.

EARLY AUTHORIZATIONS

CAD/RMS/MDC Project 599,594 Fingerprint Identification Equipment- DMV ID fund 1,032,636

SUMMARY OF REDUCTION OPTIONS

The Sheriff’s Department has submitted a 10% reduction plan, totaling $5,657,073.

DEPARTMENTAL APPEAL ITEMS

The Sheriff concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount

A Add one time funding for the replacement of 149 law enforcement radios, $386,876 less 316,876 replacement fund financing ($70,000). B Add one time funding for the replacement of the current jail computer system with the purchase 450,000 and installation of a comprehensive jail management system. C Add back 1.0 Gang Detective position eliminated in FY 03-04. If approved the positions would be 156,137 effective October 1, 2006. D Add 7.0 Correctional Officer (CO) positions and related service and supply expenses, effective 359,249 January 1, 2007. Department has installed additional bunks at the Main Adult Detention Facility to accommodate population increases within specific inmate categories. As additional bunks are filled, additional CO shift coverage will be required to provide adequate supervision of these inmates. E Restore Patrol travel, training, and related overtime. 247,047 F Restore SWAT unit activities and response reduction of 20%. 71,383 G Restore Detention radio replacement contribution. 55,000 H Restore Detention overtime and training ($25,000), and overtime for the peer support program 35,421 ($10,421). I Restore e-mail services for extra help employees ($11,513), COPS service and supplies ($12,000), 46,964 and inmate meal contract expenses ($23,451). J Restore funding for “new hire” training costs for 4 Deputy positions resulting from anticipated 281,916 higher than normal retirements. K Restore funding for Patrol overtime. 199,988 L Restore funding for Detention Salary Savings. 532,713 M Add-back funding for various uniform replacements ($17,906), Patrol shift pay ($18,627), inmate 81,841 drug tests ($1,000), Specialized Emergency Response Team (SERT) program tools ($7,030), workstations ($20,400), and required vacation buy back/double-time ($16,878) eliminated from the budget for FY 04-05 N Add back bomb squad equipment ($9,771) and Patrol uniform replacement ($18,000) eliminated 27,771 from the budget for FY 04-05. O Add back Deputy overtime eliminated from the budget for FY 04-05. 28,831

P Add back MADF Specialized Emergency Response Team (SERT) supplies ($7,000), OSHA 50,400 contract expenses ($5,000), Chaplaincy contract ($7,500), and Advertising for recruitments ($30,900) eliminated from the budget for FY 04-05. Q Add one time funding for various NCDF facility projects. 80,897 R Add 10.0 Correctional Officer I/II positions effective October 1, 2006, and related service and 530,070 supply costs to provide absentee relief coverage for both the MADF and NCDF facilities, in order to reduce mandatory overtime requirements for line Correctional Officers . S Add 2.0 Deputy Sheriff positions effective October 1, 2006, and related service and supply costs in 386,225 order to create a permanent, stand-alone, gang unit that would focus on gang enforcement in the Sheriff’s Department jurisdiction. T Add 2.0 Detention Assistant positions effective October 1, 2006, and related service and supply 19,549 costs to handle increased workload demands in jail stores and clothing areas at the MADF and NCDF facilities. The cost is reduced by the elimination of overtime. U Add 3.0 Legal Processor positions effective October 1, 2006, at the Main Adult Detention Facility 46,986 Records and Booking areas because of the increased workload. Costs would be partially offset by Net Cost Priority Description Amount

overtime reductions. V Add 4.0 Deputy Sheriff positions effective October 1, 2006, and related service and supply costs 660,925 for the Guerneville (2 positions) and Sonoma Valley (2 positions) Substations. W Add 1.0 Sheriff Sergeant position effective October 1, 2006, and related service and supply costs 121,202 for the Transportation Unit. X Add 1.0 Department Information Specialist position effective October 1, 2006, and related service 94,365 and supply costs to provide a dedicated information technology staff person to the detention division. Y Add 1.0 Risk Management Analyst II effective October 1, 2006, and related service and supply 91,082 costs. Z Add 1.0 Community Services Officer position effective October 1, 2006, and related service and 56,066 supply costs.

AA Add 2.0 Deputy Sheriff positions effective October 1, 2006, and related service and supply costs to 353,584 perform as School Resource Officers. School district funding is available to help offset a portion of the General Fund costs. BB Add 1.0 additional Deputy position effective October 1, 2006, and related service and supply costs 110,816 for inmate transports within the Transportation Unit. CC Add 1.0 Lieutenant position effective October 1, 2006, and related service and supply costs to the 222,748 Patrol Unit for the eastern region of Sonoma County (Sonoma Valley area).

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Priority Description Net Cost Amount

1 Add one time funding for the replacement of 149 law enforcement radios, $386,876 less 316,876 replacement fund financing ($70,000). 2 Add one time funding for the reprogramming of existing Unix system, which will provide for 100,000 enhanced inmate classification. Sheriff’s Department will work with Information Systems Department to develop scope, price estimate, and time line for the purchase and installation of a comprehensive jail management system. 3 Add back 1.0 Gang Detective position, eliminated in FY 03-04. If approved, the position would be 156,137 effective October 1, 2006. 4 Add 7.0 Correctional Officer (CO) positions and related service and supply expenses effective 359,249 January 1, 2007. Department has installed additional bunks at the Main Adult Detention Facility to accommodate population increases within specific inmate categories. As additional bunks are filled, additional CO shift coverage will be required to provide adequate supervision of these inmates. 5 Restore Patrol travel, training, and related overtime. 247,047 6 Restore SWAT unit reduction of 20%. 71,383 7 Restore Detention radio replacement contribution. 55,000 8 Restore Detention overtime and training ($25,000) and overtime for the peer support program 35,421 ($10,421). 9 Restore e-mail services for extra help employees ($11,513), COPS service and supplies ($12,000), 46,964 and inmate meal contract expenses ($23,451). 10 Restore funding for “new hire” training costs for 4 Deputy positions resulting from anticipated 140,958 Priority Description Net Cost Amount

higher than normal retirements. 11 Restore funding for Patrol overtime. 99,988 12 Restore funding for Detention Salary Savings. 200,000 13 Add-back funding for various uniform replacements ($17,906), Patrol shift differential ($18,627), 81,841 inmate drug tests ($1,000), Specialized Emergency Response Team (SERT), small tools ($7,030), workstations ($20,400), and required vacation buy back/double-time ($16,878) eliminated from the budget for FY 04-05 14 Add back bomb squad equipment ($9,771) and Patrol uniform replacement ($18,000) eliminated 27,771 from the budget for FY 04-05. 15 Add back Deputy overtime eliminated from the budget for FY 04-05. 28,831 16 Add back MADF SERT supplies ($7,000), OSHA contract expenses ($5,000), Chaplaincy contract 50,400 ($7,500), and Advertising for recruitments ($30,900) eliminated from the budget for FY 04-05. 17 Add one time funding for various NCDF facility projects. 80,897 18 Restore funding for “new hire” training costs for 4 Deputy positions resulting from anticipated 140,958 higher than normal retirements. 19 Restore funding for Patrol overtime. 100,000 20 Restore funding for Detention Salary Savings. 332,713

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Law Enforcement Add 2.0 FTE Deputy Sheriff positions ($271,568 and new 772,222 791,549 (19,327) hire/training ($140,400) for Court Security and 1.0 Deputy Sheriff for Sonoma ($93,177), reduction in State ADA and MSP ($147,910) grants, increases in Federal Drug Enforcement and State Dept of Boating and Waterways grants ($270,673), additional patrol services for Water Agency ($81,404), and the rebudget of various items including JAG grant, MAGNET, State COPS ($169,886) and union funded gym equipment ($19,951). Detention Increase funding for FY 05-06 catastrophic medical services 141,851 123,016 18,835 ($354,000)(one time), inmate mental health services ($155,083), reduce funding for IPU services at Norton ($381,000), increase State revenue for corrections training (STC)($100,000) and booking of State prisoners ($5,000), include rebudgets for interest earnings for State COPS funds ($4,248) and union funded gym equipment ($13,768). Special Funds Provide rebudget adjustment to the revenue tracking fund ($1,836), 61,786 7,000 54,786 additional asset forfeiture funding to the Sonoma Valley Substation CIP project for electric gate and card readers ($42,000) and rebudget SLESF (State COPS grant) interest ($7,000) to assist in funding salary costs for Patrol and MADF ($21,622).

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Other Changes Recurring Add back 1.0 Gang Detective position eliminated in FY 03-04. If 156,137 0 56,137 approved, the position would be effective October 1, 2006. Add 7.0 Correctional Officer (CO) positions ($325,866) and related 359,249 0 359,249 service and supply expenses effective January 1, 2007. Department has installed additional bunks at the Main Adult Detention Facility to accommodate population increases within specific inmate categories ($33,383) Add 3.0 Legal Processor positions ($168,261) and related service and supply costs ($13,342) effective October 1, 2006. Positions are funded through a combination of a decrease in Legal Processor overtime ($94,468) plus a reduction in the inmate food service contract costs ($87,135). Restore Patrol travel, training, and related overtime. 247,047 0 247,047 Restore SWAT unit reduction of 20%. 71,383 0 71,383 Restore Detention radio replacement contribution. 55,000 0 55,000 Restore Detention OT & training ($25,000) and OT for the peer 35,421 0 35,421 support program ($10,421). Restore e-mail services for extra-help employees ($11,513), COPS 46,964 0 46,964 service and supplies ($12,000), and inmate meal contract expenses ($23,451). Restore funding for Patrol overtime. 99,988 0 99,988 Non-Recurring Add one-time funding for the replacement of 149 law enforcement 316,876 0 316,876 radios, $386,876 less replacement fund financing ($70,000). Add one-time funding for the reprogramming of existing Unix 100,000 0 100,000 system, which will provide for enhanced inmate classification. Sheriff’s Department will work with Information Systems Department to develop scope, price estimate, and time line for the purchase and installation of a comprehensive jail management system. Restore funding for “new hire” training costs for 4 Deputy 140,958 0 140,958 positions resulting from anticipated higher than normal retirements. Add one-time funding for various NCDF facility projects 80,897 0 80,897 ($11,190), MADF security electronics ($25,807), NCDF security electronics ($19,900), MADF ergonomic workstations ($10,000), and NCDF ergonomic workstations ($14,000). Restore funding for “new hire” training costs for 4 Deputy 140,958 0 140,958 positions resulting from anticipated higher than normal retirements.

HEALTH & HUMAN SERVICES

Gross Revenues/ Appropriations Reimbursements Net Cost Health Services-General Fund 34,480,821 25,702,900 8,777,921 Health Services 209,420,441 201,712,328 7,708,113 Human Services 156,523,936 141,752,573 14,771,363 IHSS Public Authority 1,351,337 1,351,337 0 Child Support Services 16,063,876 15,701,657 362,219 Hospital Enterprise Closeout 1,237,848 931,500 306,348

Health & Human Capital Projects Other County Services 4% Services 24% Justice Services 6% 17%

Administrative Development Support & Services Fiscal Services 33% 16%

GENERAL FUND HEALTH FINANCING

Department Head: Rita Scardaci

DESCRIPTION

The General Fund Health 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 Realignment Vehicle License Fee (VLF) revenues and, as statutorily required, passes the funds through to the Mental Health Realignment and Health Realignment Special Revenue Fund.

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 discretionary county General Fund contributions to the Department of Health Services - Alcohol and Other Drugs Division, as well as funding local priorities.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Section Adopted Recommended ChangeAdopted Recommended Change VLF Realignment pass-thru 24,651,931 25,702,900 4.3 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 6,551,756 7,060,487 7.8 6,551,756 7,060,487 7.8

TOTAL FINANCIAL 32,921,121 34,480,821 4.7 8,269,190 8,777,921 6.2

STAFFING SUMMARY There is no staff allocated to this division.

summary of KEY ISSUES

VLF REALIGNMENT PASS-THRU

• The FY 06-07 increased VLF Realignment results from actual VLF growth allocation revenues in FY 05-06 and projecting growth revenue for FY 06-07. 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 $7,060,487 include:

• $6.3 million for General Fund support of the Alcohol and Other Drugs Services Division of the Department of Health Services, an increase of $443,130. This increase is consistent with the percent increase (4.75%) allocated to other General Fund budgets to partially defray inflationary costs.

• $498,892 for county overhead (A-87) costs that are not allowable under Health Realignment legislation, and unallowable depreciation expense for capital projects, because they were paid for by Health or Mental Health Realignment. The Health Services Special Revenue Fund reimburses the County of Sonoma Other General Government budget for all other A-87 costs. This is an increase of $49,907 per the county cost plan.

• $145,730 for the Jail Population Control - Mental Health Discharge Planner (“Mental Health Option”) added in FY 04-05, on the recommendation of the jail oversight committee, as 2-year pilot project recommended by the County Administrator’s Office. This includes an increase of $23,332 to reflect higher program costs.

• $24,120 for the Environmental Health Milk and Dairy Inspection Program, a reduction of $7,638.

• $54,470 for the Sexual Assault Response Team (SART), reflecting an increase of 4.75%.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the General Fund portion not related to MOE, totaling $586,758 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.

DEPARTMENTAL APPEAL ITEMS

The Director of Health Services concurs with the recommended budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION None

DEPARTMENT OF HEALTH SERVICES

Department Head: Rita Scardaci

DEPARTMENTAL DESCRIPTION

The County of Sonoma, through the Department of Health Services (DHS), is the local government agency charged with protecting the health of the public. The DHS provides services and leadership to encourage values, behaviors, and environments to foster optimum health and wellness for the people of Sonoma County.

The Department of Health Services administers state and federal programs, as well as local priorities funded through Realignment revenues received from sales tax and Vehicle License Fee (VLF) receipts. Additionally, the department receives support from a variety of other sources, including state and federal allocations, grants, fees, and the General Fund. A description of the detailed General Fund contribution can be found in the General Fund Health Financing Budget, located just prior to this budget narrative.

The Department of Health Services accomplishes its mission through seven divisions: Administration, Prevention and Planning, Environmental Health, Public Health, Mental Health, Alcohol and Other Drug Services, and Other Special Revenues.

Administration provides an array of supportive services to the programmatic divisions. Prevention and Planning administers a variety of community-based primary prevention and health education programs. For example, First 5 Sonoma County, also known as the Children and Families Commission, allocates funds for state and locally determined activities to improve the health and school readiness of children 0-5 years old.

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, disease risk reduction, and injury prevention to advance good health. The Public Health Division administers the County Medical Services Program (CMSP), which provides medical and dental services for the medically indigent i.e., those residents who are uninsured, and otherwise ineligible for medical treatment under Medi-Cal or Medicare. This division is the interim administrator for the Healthy Kids/Children’s Health Initiative.

Mental Health promotes recovery and wellness through the provision of specialty mental health services, advocacy and education. The division provides a broad range of community mental health services, including 24-hour psychiatric emergency services, adult rehabilitation services, youth and family treatment and support services for high-risk youth, and forensic and special program services. In addition, pursuant to a management agreement between the County of Sonoma and Sutter Medical Center of Santa Rosa, the division operates an inpatient facility for adults with acute psychiatric conditions.

Alcohol and Other Drug Services provides treatment and recovery services that promote psychological and physical health. Services are provided through a range of programs and community partnerships.

Special Revenues contains a variety of special revenue funds. Revenues are deposited to these accounts, then transferred to the Health Services Special Revenue Fund as reimbursement for services provided. The Special Revenue Funds are principally used as a source of financing for expenditures 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.

FY 05-06 Accomplishments

• Successfully implemented a youth and young-adult binge-drinking prevention program in southern Sonoma County to prevent alcohol-related problems.

• Implemented the Sonoma Web Infrastructure for Treatment Services (SWITS), which provides a common database to Alcohol and Other Drug Services contracted providers for improved billing, charting, reporting, and outcome measurements.

• Successfully upgraded the Public Health Laboratory to function as a regional lab in the Centers for Disease Control Laboratory Response Network. The Lab provides services to Sonoma, Mendocino, and Lake Counties.

• Enrolled over 1,700 previously uninsured children in the role of interim administrator for the community-sponsored Sonoma Healthy Kids project.

• Developed and implemented a program for permitting and inspecting tattoo, body piercing, and permanent cosmetic practitioners resulting in improved safety and decreased spread of disease.

• Completed a Farm and Ranch Solid Waste Clean-up Grant, in coordination with the Transportation and Public Works and Probation Departments, that resulted in proper disposal of over 500 waste tires and 100 tons of refuse.

• Developed, in concert with community stakeholders, the first of several plans for implementing the Mental Health Services Act (MHSA). This Community Services and Support Plan will increase community-based access to individuals with serious mental illness.

FY 06-07 Objectives

• Develop a plan to make the Driving Under the Influence Program (DUI) financially self-sustaining.

• Continue to pilot a recently initiated Family and Dependency Drug Treatment Court.

• Implement the Pandemic Flu Plan, in collaboration with local partners.

• Complete a community-wide planning process to explore options for the expansion of Managed Medi-Cal to Sonoma County.

• Implement a planning process with community partners to address HIV transmission among methamphetamine-using individuals.

• Initiate implementation of the Mental Health Redesign Model, within available financial resources, to better meet the needs of clients, and promote recovery and wellness through a continuum of services.

• Bring recommendations to the Board of Supervisors regarding the future use of health realignment funds.

FINANCIAL SUMMARY Total Expenditures* Net Cost/Use of Fund Balance FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change H S - Administration 8,566,958 9,086,818 6.1% 99,445 0 (100.0%) Prevention & Planning 10,052,215 7,962,443 (20.8%) 2,467,970 780,243 (68.4%) Environmental Health 4,426,173 4,579,753 3.5% (4,707) 0 (100.0%) Public Health 35,634,282 49,330,185 38.4% (402,465) 0 (100.0%) Mental Health 47,657,095 54,384,685 14.1% (531,619) 0 (100.0%) Alcohol & Other Drugs Svcs 17,871,818 18,215,375 1.9% 643,527 0 (100.0%) CMSP** 14,565,307 - (100.0%) 0 0 0.0% Sub-total Operating Fund 138,773,848 143,559,259 3.4% 2,272,151 780,243 (65.7%) Special Revenue Financing Funds Health Realignment 31,617,657 28,954,390 (8.4%) 3,326,011 (205,616) (106.2%) Mental Health Realignment 22,217,360 20,335,051 (8.5%) 5,472,905 4,651,178 (15.0%) All Others 4,951,848 8,064,365 62.9% (1,092,925) (1,961,846) 79.5% Sub-total Sp Rev Fin Fund 58,786,865 57,353,806 (2.4%) 7,705,991 2,483,716 (67.8%) TOTAL FINANCIAL 197,560,713 200,913,065 1.7% 9,978,142 3,263,959 (67.3%) *Reflects gross appropriations, as described more fully in the Special Revenues discussion. **As of FY 06-07, appropriations are included in the Public Health Division.

HEALTH SERVICES FINANCING description

The Department of Health Services receives funding from a variety of sources, as illustrated in the chart below. Most funds are tied to specific programs, such as grants from the federal or state government to support a particular service. The category of “other financing sources” includes discretionary General Fund money as described in the General Fund Health Financing Budget, located just prior to this budget narrative. It also includes the transfer of Vehicle License Fee realignment revenue. “Charges for services” refers to revenues from services delivered by the department. The department also receives funding from fees for permits and licenses, and through agreements with other county departments.

The category of “reimbursements” includes, primarily, funding from state Realignment. These are funds dedicated to health programs from portions of state sales tax and Vehicle License Fee receipts and other state and federal funds received as reimbursements. Realignment funds are a key source of revenue for the department, in part because they make up a substantial portion (70% of reimbursements) of the department’s budget. They can also be used as matching funds to bring additional state and federal funds to local programs. In addition, unlike most other sources of revenue from the state and federal government, the county has significant discretion in how to allocate these funds, within guidelines prescribed by state law.

FUNDING SOURCES

Charges for Services 6.27% Misc. Revenue 0.25% Licenses/Permits 1.31%

Other Financing Federal & State Sources Revenues 18.87% 34.09%

Use of Money & Property 0.89%

Fines/Penalties 0.32%

Reimbursements 37.99%

REALIGNMENT

Health Realignment Health realignment funds may be used for programs included in the former AB 8 County Health Services Program, the majority of the County Medical Services Program (CMSP) for the medically indigent, and a portion of the California Children’s Services (CCS) administrative costs. These funds support programs in the Environmental Health, Public Health, Prevention and Planning, and Administration Divisions. The unrestricted Operating Fund Balance is intended to maintain baseline services in years with reduced revenues. Consistent with the county’s financial policy regarding the establishment of reserves adopted in February of 2006, this budget recommends a contingency reserve of $5 million in the Operating Fund for catastrophic California Children’s Services cases or other public health necessity such as Pandemic Flu. The remaining fund balance is not allocated. The Managed Care Reserve was created in FY 00-01 with the county share of state savings from the Managed Medi-Cal contracted services. Funds have supported a variety of priorities. However, the program that led to the savings ended in 2003. Remaining funds will be used to support the Access to Care Program through FY 07-08. The program works with a variety of partners to improve access to primary and specialty health services for those needing public health services. In collaboration with community partners, additional funding resources are being developed to continue support for this program beyond the next fiscal year.

HEALTH REALIGNMENT FUNDS FY 06-07 FY 07-08 FY 08-09 Budget Projected Projected Health Realignment Operating Fund Est Beginning Balance $7,165,732 $2,563,526 $2,535,381 Revenue 29,160,006 29,888,059 30,765,414 Expenditures (28,262,212) (29,916,204) (31,079,190) Transfer To Mental Health (500,000) 0 0 Sub-total Fund Balance $7,563,526 $2,535,381 $2,221,605 Contigency Reserve* $5,000,000 0 0 Unrestricted Fund Balance $2,563,526 $2,535,381 $2,221,605 * Reserve established in FY 06-07; amount to be re-evaluated over time. Health Realignment Managed Care Reserve Est Beginning Balance $365,607 $173,429 $0 Revenue 0 0 0 Expenditures (192,178) (173,429) 0 Retained Balances $173,429 $0 $0

Mental Health Realignment As shown in the table below, there are four components in the Mental Health Realignment Fund. Based on current projections, the Operating Fund Balance will be depleted at the end of FY 06-07. The FY 06-07 budget includes a transfer of $500,000 from the Health Realignment Operating Fund. It also includes using the balance of the Economic Uncertainty Reserves, created in the mid- 1990s, to stabilize the funding for mental health programs as these funds tend to decrease when the demand for services increase (i.e. in an adverse economy). The Audit Reserve has a projected FY 06-07 ending balance of $27,868. This amount may be available to transfer to the Mental Health Operating Fund in FY 07-08, if there are no audits pending within the five-year statute of limitations on prior years. In addition, FY 07-08 assumes the use of the entire Mandated Cost Reserve ($672,000). 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 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 AB3632. The Governor has proposed re- paying these funds as part of a 15-year payback of costs imposed on counties by unfunded mandates; the specifics have yet to be determined.

The projections in the table below assume flat sales tax revenue for this fund, and that the redesign of the Mental Health service delivery system will allow the Mental Health Division to provide services within the available funding stream. This topic is discussed further in the Key Issues section.

MENTAL HEALTH REALIGNMENT FUNDS FY 06-07 FY 07-08 FY 08-09 Budget Projected Projected Mental Health Realignment Operating Fund Est Beginning Balance $4,161,845 $541,446 $0 Revenue 15,183,873 13,710,161 14,088,694 Expenditures (19,304,272) (14,251,607) (14,088,694) Transfer from Health Realignment 500,000 0 0 Retained Balances $541,446 $0 $0 Mental Health Realignment Economic Uncertainty Reserve Est Beginning Balance $976,657 $0 $0 Revenue 0 0 0 Expenditures* (976,657) 0 0 Retained Balances $0 $0 $0 Mental Health Realignment Audit Reserve Est Beginning Balance $81,990 $27,868 $0 Revenue 0 0 0 Expenditures* (54,122) (27,868) 0 Retained Balances $27,868 $0 $0 Mental Health Realignment Mandated Costs Reserve Est Beginning Balance $672,000 $672,000 $0 Revenue 0 0 0 Expenditures* 0 (672,000) 0 Retained Balances $672,000 $0 $0 * Anticipated transfers to Operating Fund.

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Permanent Positions Adopted* Recommended Change Change H S - Administration 56.44 56.75 0.31 0.55% Prevention & Planning 17.85 17.35 (0.50) (2.80%) Environmental Health 31.33 31.45 0.12 0.38% Public Health 227.33 227.38 0.05 0.02% Mental Health 205.99 197.52 (8.47) (4.11%) Alcohol & Other Drug Services 80.06 77.16 (2.90) (3.62%) TOTAL PERMANENT POSITIONS 619.00 607.61 (11.39) (1.84%) *The FY 05-06 adopted budget includes a net of 4.45 positions added by the Board before April 30, 2006.

The budget recommends a number of position changes. The table below outlines these changes, and identifies changes made after April 30 in FY 05-06 (marked with an *). Both sets of changes are largely in the Mental Health Division and are related to a new model for services that focuses on increasing treatment in community settings, and reducing treatment in inpatient facilities. This issue is discussed in the Summary of Key Issues section.

The table also includes reductions in the Alcohol and Other Drug Services Division, primarily in the state-funded Substance Abuse and Crime Prevention Act (SACPA) program. While in FY 05-06 the program spent funds that had not been expended in prior years, these “roll-over” funds will no longer be available in FY 06-07 and thus SACPA must be reduced to reflect the anticipated level of state funding.

FY 06-07 PERMANENT POSITION ALLOCATION CHANGES Prev & Env Public Mental Permanent Positions Admin Plan Health Health Health AODS Total Reductions Accountant I (0.10) (0.10) Health Information Specialist II (0.50) (0.50) Supv Nurse Practitioner (0.80)* (0.80) Public Health Assistant (1.00) (1.00) Program Planning Analyst (1.00) * (1.00) Computer Support Technician (0.30) (0.30) Senior Office Assistant (0.10) (0.10) Lic Clin S W (0.25) (1.00) * (1.25) Admissions Worker (0.02) (0.02) Psych Nurse (8.40) * (8.40) Psych Nurse (2.66) (2.66) Patient Care Analyst (1.00) * (1.00) Office Assistant II (1.00) (1.00) Client Support Assistant (1.00) (1.00) Health Program Manager (1.00) (1.00) Medical Unit Clerk (0.50) * (0.50) Nursing Assistant (0.70) * (0.70) Psych Tech (2.40) * (2.40) Legal Processor (1.00) (1.00) AOD Serv Intake Interviewer (1.00) * (1.00) AOD Serv Counselor (0.90) * (0.90) Subtotal - Reductions (0.10) (0.50) 0.00 (2.45) (19.68) (3.90) (26.63) Additions Accountant II 0.41 0.41 Environmental Health Spec II 0.12 0.12 Account Clerk III 0.50 0.50 Office Assistant II 1.00 1.00 2.00 Program Planning Analyst 1.00 1.00 Lic Clin S W 4.55 4.55 Marriage Family Therapist 0.61 0.61 Psychiatric Technician 0.05 0.05 Receptionist 1.00 1.00 Senior Client Specialist 1.00 1.00 Client Care Manager 1.00 1.00 Senior Office Assistant 1.50 1.50 Eligibility Worker 0.50 0.50 Health Program Manager 1.00 1.00 Subtotal - Additions 0.41 0.00 0.12 2.50 11.21 1.00 15.24 TOTAL NET CHANGE 0.31 (0.50) 0.12 0.05 (8.47) (2.90) (11.39) * Approved after 4/30/06 to take effect 6/30/06; included for reference only.

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Environmental Health 1 Permits & Service Units 8,087 8,577 9,707 Community Health Services Teen Parent Caseload 674 650 650 Home Visits to First Time Parents 3,542 3,750 3,800 WIC Program (Clients Served) 92,835 95,892 96,300 AIDS HIV & HCV Antibody Testing (Clients) 4,477 4,500 4,500 Mental Health Adult Services Unique Clients 1,295 1,300 1,300 Units of Service (Hours) 45,128 45,500 45,500 Youth & Family Services Unique Clients 846 850 875 Units of Service (Hours) 26,789 27,200 28,000 Forensic & Special Services Unique Clients 432 350 375 Units of Service (Hours) 12,560 10,500 11,250 Psychiatric Emergency Services (PES) Admits/Espisodes Unique Clients 3,811 4,015 4,380 Average Admits per Day 1,612 1,600 1,760 2 Sutter Inpatient Unit (IPU) Inpatient Services (Bed Days) 10,143 7,665 6,023 Alcohol and Other Drugs Alcohol Services Counseling Contacts 8,732 8,592 9,000 3Treatment Accountability for Safer Communities (TASC) 546 511 600 4Drug Court 93 93 125 NCDF/MADF 832 552 550 Starting Point (Counseling Contacts) 35,632 47,736 48,000 Starting Point (Clients) 245 350 350 5Adolescent Treatment Program (ATP) 288 300 350 Methadone Units 121,061 122,000 125,000 Methadone Clients 336 339 347 Driving Under the Influence DUI 1st Offenders 1,365 1,405 1,335 DUI Multiple Offenders 482 480 456

1 Permits & Service Units - Increase due to new services provided and integration of existing services into the data collection system. Revenue projections have been increased accordingly. 2 Sutter IPU - Decrease due to a projected reduction in the number of Sutter IPU Beds from 30 to 18. 3 TASC - Increase due to higher demand of AOD services projected, and increased Juvenile Hall population. 4 Drug Court - Increase in clients projeccted due to service reductions in the SACPA Program. 5 ATP - Increase in clients projected due to service reductions in the SACP Program.

SUMMARY OF KEY ISSUES

• Nutrition and Physical Education Among Low-Income Populations

• The department will administer a new 5-year Healthy Eating Active Living (HEAL) project, funded in FY 05-06 by Kaiser Permanente ($1.5 million). The project’s goal is to promote positive changes in neighborhoods, schools, worksites and the healthcare delivery system. The project targets the two low-income communities of Southwest Santa Rosa and South Park, both of which have rates of obesity exceeding statewide averages.

• In addition, Prevention and Planning will continue to administer two ongoing projects reaching low-income children at risk for obesity: • The state-funded 5-A-Day Power Play campaign targets low-income middle school-aged children to promote increased consumption of fresh fruits and vegetables and increased physical activity. The local campaign is countywide and most visible in low-income schools. Staff works with local schools, after-school programs and local retailers. • The state-funded Local Incentive Awards program provides resources to low-income K-12 schools to implement nutrition education and other programming to promote healthy nutrition and physical activity among students. Staff provides technical assistance and guidance to participating schools.

Public Notification of Health Hazards

• Arsenic is the second leading cause of groundwater contamination notifications in Sonoma County. Arsenic is a naturally occurring substance and is commonly found in groundwater and drinking water sources throughout the United States, and particularly in California due to geologic conditions present in our valleys. Ingestion of arsenic can create a number of health effects, including cancer. In January of 2006, enforcement of a new State Maximum Contaminant Level (MCL) began for public water systems, lowering the previous standard of 50 parts per billion (ppb) to 10 ppb. The lowered MCL value will increase the number of groundwater contamination notices provided to property owners.

Implementation of the Pandemic Flu Plan

• Pandemic Flu planning has become a major focus of Public Health Preparedness in FY 06-07, and requires coordinating the local plan with state and federal plans. Avian flu continues its spread from Asia to the Middle East, Africa, and Europe. If the avian flu virus gains the ability for efficient and sustained transmission among humans, an influenza pandemic could result with potentially high rates of illness (15%-35% of the population) and death.

• To mitigate local impact of Pandemic Flu, Public Health is working with county, state and community partners on the revision of the Operational Area Pandemic Flu Plan. The high morbidity and mortality associated with Pandemic Flu would pose challenges for our local health care system.

Mental Health System Redesign

• The current mental health system lacks alternatives to the high cost, restrictive levels of care like psychiatric acute inpatient and facility based long-term care. The passage of Proposition 63, the Mental Health Services Act (MHSA), and the national trend toward community-based care, presents an opportunity to redesign the department’s current delivery system into a model of care that better meets the needs of clients, while addressing significant financial pressures, as the growth in mental health realignment funds lags behind expenses. The new model will focus on treating clients in the least restrictive setting, providing them with community-based outpatient services, and empowering them to become fully participatory in their local communities. In March 2006 the department met with the state regarding approval of the first of several plans for implementing the Mental Health Services Act and the Community Services and Support Three Year Plan (MHSA Plan). The plan will provide for new programs such as a Wellness Center, Community Intervention Teams, and decentralized Regional Teams. Concurrent with the opportunities created by the MHSA, the Mental Health Division is facing costs that are increasing faster than revenue. The budget recommends the use of nearly $4.7 million in reserves from Mental Health and Health Realignment funds in FY 06-07, and projects the use of all remaining Mental Health realignment reserves in FY 07-08. The division will use these reserves to help support the transition from the current, high-cost service model focused on care in restrictive facilities, to a more balanced model with a range of alternatives for care that can be offered at a lower cost Clients and their families have made their desire clear for community-based services that support recovery. The redesigned model of care will complement the programs established under the MHSA; improve the quality of services provided to our clients; and successfully join two funding streams—Realignment and the Mental Health Service Act—to form a more financially sustainable public mental health system.

AB 3632, the State Special Education Pupils Program

• This program mandates that county mental health services be provided to special education pupils referred by school districts. Sonoma County is owed $3.7 million for un-reimbursed claims submitted to the state through the SB 90 claiming process, established to pay counties for the costs of unfunded mandates. The Governor has proposed to pay for these claims over 15 years, although the specifics of this proposal are as yet unclear. Starting in FY 04-05, Federal Individuals with Disabilities Education Act (IDEA) funding was made available to pay for mandated mental health service. Over the last year, the department has had fewer referrals from schools for these services due, in part, to declining school enrollments and changes in the program requiring schools to provide additional educational support to children prior to a referral for mental health services. Thus, for FY 06-07, state funds are expected to fully cover the county's costs. Should this situation change, the department will return to the Board of Supervisors for further guidance. In addition, bolstered by a recent Sacramento Superior Court decision placing the responsibility for these annual costs on the schools, some counties have moved forward to establish MOUs with their local office of education to guarantee payment. The department is working with the Sonoma County Office of Education on ways to best address this locally.

Early Intervention Alcohol and Drug Services

• The Sonoma County Dependency Drug Treatment Court (DDTC) will continue a pilot project to provide the earliest possible intervention for parents whose children have been removed from their care as a result of child abuse or neglect stemming, in part, from parental alcohol and other drug abuse. The goal is to reduce the time required for the safe and timely reunification, or permanent placement of abused or neglected children. At least 50% of cases in the child protective services system involve alcohol and/or other drug abuse as significant factors. As part of the pilot project, a program has been developed for families with alcohol and other drug problems. The DDTC is a collaborative effort among Superior Court and staff, County Counsel, Human Services Department (HSD), minor’s and parent’s counsel, court appointed special advocate, and DHS. Participants are served by DDTC on a voluntary basis and subject to the discretion of the DDTC Judge. Participants are under the jurisdiction of the court, and receive AOD treatment and intensive case management. The DDTC program staff provides assessment, weekly court appearances and supervision, case coordination, access to treatment, and follow-up family assessments.

Audit Program for Contractors

• The department will develop and implement an audit program that will conduct pre-contract assessment and ongoing oversight of contracted providers. The goal is to improve the quality and accessibility of client services by monitoring the financial stability, administrative capacity, and organizational compliance of contracted providers.

EARLY AUTHORIZATIONS Early authorization is recommended, effective July 1, 2006, for the following positions: Convert Extra Help hours to .41 FTE Accountant II to prepare budgets and grant reimbursement claims, financial reports for improved fiscal control. Add Add .5 FTE Account Clerk III to provide increased analysis of claim denials, assist with posting of payments, resolve backlogs and increase revenue collections. Add 1.0 FTE Program Planning Analyst to coordinate Healthcare Resources & Services Administration (HRSA) and Center for Disease Control (CDC) grant requirements and to plan for the utilization of these funds. Add .05 FTE Psychiatric Technician for Crisis Stabilization as part of the Mental Health Redesign Plan.

SUMMARY OF REDUCTION OPTIONS A 10% reduction plan for the department, totaling $586,758 is on file with the County Administrator’s Office. This reduction plan also provides General Fund savings in the General Fund Health Financing Division.

DEPARTMENTAL APPEAL ITEMS The Director of Health Services concurs with the recommended budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost

Tobacco Tax - Physicians/non-County Hospital Carry forward unspent FY 05-06 Emergency Medical Services Act 60,354 0 60,354 (EMSA) funds. Tobacco Tax Health Education Carry forward unspent FY 05-06 Tobacco Health Education funds. 61,633 11,232 50401 Children and Families Fund Carry forward unspent FY 05-06 Children and Families Commission 1,742,374 0 1,742,374 funds. Emergency Medical Services Fund Carry forward unspent FY 05-06 EMS funds. 1,031 0 1,031 AODS Memorial Fund Carry forward of unspent FY 05- 06 funds 7,744 0 7,744 Interim Fund Reduce appropriations based on available fund balance. (6,400) 0 (6,400) MHSA Planning Carry forward unspent FY 05-06 Mental Health Services Act 10,939 965 9,974 planning funds and appropriate interest earnings. AODS SACPA Carry forward unspent FY 05-06 SACPA funds 101,847 0 101,847 AB 2034-Adult Homeless Carry forward of unspent FY 05-06 AB 2034 funds and appropriate 169,327 6,802 162,525 interest earnings. Public Health Bioterrorism Carry forward unspent FY 05-06 Bioterrorism (BT) Preparedness 12,466 0 12,466 Funds. Health Realignment SRF Increase in reimbursement from Health Realignment for 124,899 0 124,899 Administration Division ($27,895), Prevention & Planning ($14,435), and Public Health ($82,569) prior year encumbrances. Add appropriations to cover a net increase salary costs for position 12,202 0 12,202 adds and deletes in the Administration Division Payroll Section. Add appropriations to cover a net increase salary costs for position 63,797 0 63,797 adds and deletes in the Administration Division for Administrative support. Add appropriations to cover carry forward, interest, and extra help 527,635 0 527,635 costs in the Administration, Prevention and Planning, Environmental Health, and Public Health Divisions.

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost

Carry forward unspent FY 05-06 Bio Lab Project capital project 89,636 0 89,636 funds through 8/30/06. Mental Health Realignment SRF Carry forward unspent FY 05-06 Capital Projects funding. 184,746 0 184,746 Increase in reimbursement from Mental Health Realignment for 648 0 648 prior year encumbrances. Decrease appropriations based on available fund balance, and (659,953) 0 (659,953) increase appropriations to cover interest costs in FY 06-07 in Mental Health Realignment. Mental Health Services Act Carry forward unspent FY 05-06 Mental Health Services Act 2,055,278 161,181 1,894,097 Community Support Services (CSS) funds and appropriate interest earnings. Carry forward unspent FY 05-06 Mental Health Services Act 214,439 31,668 182,771 planning funds and appropriate interest earnings. Health Services - Special Revenue Administration Add 1.0 FTE Admin Aide Confidential and 1.0 FTE Payroll Clerk 12,202 12,202 0 Confidential; delete 2.0 FTE Account Clerk III Confidential. Add 1.0 FTE ASO II, Delete 1.0 FTE AC II for Administrative 63,797 63,797 0 support. Add appropriations to cover carry forward, and extra help costs in 166,148 224,381 (58,388) the Administration Division. Increase in reimbursement from Health Realignment for 0 124,899 (124,899) Administration Division ($27,895), Prevention & Planning ($14,435), and Public Health (82,569) prior year encumbrances. Prevention and Planning Carry forward unspent FY 05-06 Prevention & Planning grant funds. 195,958 195,958 0 Carry forward unspent FY 05-06 Local Incentive Prevention & 78,465 78,465 0 Planning and Public Health Divisions grant funds. Environmental Health Carry forward FY 05-06 DataEase Technology Upgrade Project 110,000 110,000 0 funding, and appropriate Farm & Ranch Clean-up and Abatement Grant approved by the Board on 3/28/06 BR 06-0251 for the Environmental Health Division. Public Health Carry forward unspent FY 05-06 Public Health Access to Care grant 10,000 10,000 0 funds. Reduce appropriations for FY 06-07 Immunization Assistance (12,722) (12,722) 0 Grant. Carry forward unspent FY 05-06 Public Health Maternal Child 284,524 284,524 0 Health (MCH) grant funds. 58,643 58,643 0 Carry forward unspent FY 05-06 Public Health Women Infants and Children (WIC) grant funds.

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost

Carry forward unspent FY 05-06 Public Health HIV grant funds. 59,455 59,455 0

Delete vacant 0.75 LVN and .16 FNP; and add 0.75 Staff Nurse II in 0 0 0 Public Health Clinical Services. Add 0.4 MFT in Public Health Juvenile Probation per agreement 41,470 41,470 0 with Probation Department. Carry forward unspent FY 05-06 Public Health EMS grant funds. 175,787 175,787 0

Carry forward unspent FY 05-06 Public Health Preparedness grant 139,489 139,489 0 funds. Carry forward unspent FY 05-06 Bio Lab Project capital project 89,636 89,636 0 funds through 8/30/06. Mental Health Add 1.4 FTE Sr. Client Support Specialist; delete 1.95 FTE LCSW; 1,938,773 1,938,773 0 carry forward Mental Health Services Act funding and AB 2034 Homeless funding; increase SonomaWORKS; increase Humans Services Conservator costs; increase contracts and prior year encumbrance costs; increase jail services costs per agreement with the Sheriff's Department. Increase appropriations from Mental Health Realignment to cover 0 648 (648) prior year encumbrances. Alcohol and Other Drug Services Carry forward unspent FY 05-06 AODS grant funds; appropriate 284,349 255,969 28,380 additional SonomaWORKS funding; rebudget relocation costs. ISD Changes Rebudgeted computer projects 42,466 0 42,466 Baseline Adjustment (5,706) 0 (5,706)

HUMAN SERVICES

Department Head: Dianne Edwards

DEPARTMENTAL DESCRIPTION

The mission of the Human Services Department (HSD) is to protect, strengthen, and secure maximum independence for individuals and families. The department is comprised of four program divisions that determine eligibility for, and deliver services to, the citizens of Sonoma County in accordance with state and federal regulations and as an agent of the state. The activities of these divisions are supported by the department’s Administration Division, and are described below. The overall goals of the department 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 work to ensure the safety and well being of children. Staff provide services that protect and support children, in the belief that they and their families deserve stable, nurturing homes and a sense of personal hope and empowerment. Staff respond to allegations of child abuse and neglect 24 hours per day, seven days per week. Staff recruits and trains new foster parents and operates a 24-hours emergency shelter for children removed from their homes (because of abuse or neglect), until a suitable foster home or other appropriate placement is arranged. Staff provides a child-friendly environment where child victims of sexual abuse can be interviewed by a team of professionals. Additionally, children ages 16 to 21, who are aging out of 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 assist 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 (CalWORKs in California), Temporary Assistance to Needy Families (TANF at the federal level), Food Stamps, Medi-Cal, County Medical Services Program, and General Assistance. Employment and Training Division: Staff in this division help clients acquire and retain employment through counseling, childcare, transportation, legal assistance, job training, time management, and work skills. Staff determines on-going eligibility for CalWORKs, certain Food Stamp programs, and Medi-Cal programs. Division staff also provides employment services (open to all Sonoma County residents, through the Sonoma County Job Link One Stop, and intensive employment and training services to laid- off workers and at-risk youth. Adult and Aging Division: Staff in the Adult and Aging Division ensure the safety and well being of vulnerable adults. They provide 24-hours, seven days per week, emergency response to reports of abuse, neglect, and exploitation. Staff coordinate 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 provide 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. Funding Sources: Seventy six percent of the Human Services Department’s revenue is from federal and state funds allocated to specific programs. State realignment revenues from a dedicated portion of sales taxes and vehicle license fees provide 11% of the department’s revenue. The county’s General Fund Budget provides an additional 11%. Much of the 11% is required by statute as a local share of programs’ costs, and the General Fund also provides a significant amount of discretionary funding to maintain a basic level of services and fund some optional programs. The remaining 2% is provided through other revenue, including donations and interest. The Human Services Department’s budget is divided into the following three budgetary divisions: The Welfare Programs 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 TANF. In addition, the Welfare Programs Division funds certain case service costs associated with Child Welfare Services. The benefits for other program, including Food Stamps and Medi-Cal, are funded by state and federal revenue. The county covers the full cost of General Assistance payments. The Administration and Services 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 Special Revenue 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. The Special Revenue Fund Division also receives funds through the Human Services Commission from the Children’s Fund (established to transfer funds received from birth certificate fees and donations/reimbursements to various programs), and the Dependent Children Special Revenue Account (established to transfer funds from various trusts related to Child Welfare Services).

FY 05-06 Accomplishments

• Operated the new Valley of the Moon Children’s Home for a complete year. Took over operation of meal preparation for the Children’s Home from Probation.

• Successfully implemented CalWIN, an automation system that determines eligibility for Economic Assistance and supports Employment and Training Programs, in September 2005. As one of several such systems in the state, CalWIN helps to ensure that benefits are calculated correctly.

• Successfully implemented the Child Welfare Services Program Improvement Plan, exceeding state and federal standards for reducing repeat maltreatment of children. Increased the timeliness of 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.

• Implemented the In-Home Supportive Services Quality Assurance Project. This project includes quality assurance/case reviews, new time for task guidelines, and additional fraud prevention measures, improving consistency in assessments for IHSS across the state.

FY 06-07 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 rate of adults receiving CalWORKs cash aid who participate in “welfare to work” activities through the SonomaWORKs employment program for low-income clients. The rate is approximately 20%, and recent reauthorization of the federal Temporary Assistance for Needy Families (TANF) program requires states to have at least 50% of these adults involved in federally recognized work activities for at least 32 hours per week. Failure to meet the new rate could result in financial penalties in future years.

• Improve staff’s familiarity with CalWIN and reduce the learning curve that has led to backlogs in processing new applications and annual renewals of economic assistance. Continue the development of revised training programs to accommodate business process changes due to CalWIN.

• Examine the potential for amending administrative procedures to more fully use and bring in additional state and federal allocations.

• Develop a strategic plan to address the needs of the growing proportion of adults over 60 years of age in Sonoma County.

• Relocate the Adult and Aging Division when current lease expires on February 28, 2007.

• Convert the department budget to a Special Revenue Fund to more clearly illustrate General Fund support for Human Services’ programs.

• Complete an analysis of the Department’s overall financial situation, including the ability to fulfill its mission given trends in limited Federal and state funding. FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Welfare Programs-Gen Fund 53,406,185 56,377,018 5.6 4,620,279 5,288,492 14.5 Admin & Srvcs Div-Gen Fund 80,880,072 81,754,942 1.1 8,946,528 9,157,871 2.4 Sub-Total General Fund 134,286,257 138,131,960 2.9 13,566,807 14,446,363 6.5 Human Svcs-Spec Rev Fund 15,579,184 17,442,052 12.0 0 0 0.0

TOTAL FINANCIAL 149,865,441 155,574,012 3.8 13,566,807 14,446,363 6.5

STAFFING SUMMARY FY 05-06FY 06-07 FTE % Permanent Positions AdoptedRecommended Change Change Permanent Positions 608.15 * 605.15 (3.00) (0.5)

*The Adopted Budget with amendments as listed below:

Beginning Adopted Budget Permanent Positions 604.15 Reinstated SonomaWORKS positions—11/1/05 2.00 Added positions for Medi-Cal—11/01/05 2.00 TOTAL for FY 2005-06 608.15 Positions deleted in FY 2006-07 Budget -3.00 TOTAL Recommended for FY 2006-07 605.15

Recommended Staffing Changes

• The recommended budget reflects the Governor’s Budget proposal that, for the fifth consecutive year, the state will not fund staffing and other administrative cost increases in most mandated Human Services programs. At the same time, the Department’s budget is required to meet county net cost targets. As a result, the 2006-07 budget recommends reducing 3 positions (1 vacant), even with substantial General Fund support. The positions recommended for deletion are detailed in the following table. The department has held one position identified for deletion vacant to minimize the potential for layoffs. Once the state budget is adopted, the department will return to the Board to recommend amendments as required.

Division Admin Employment Human Subtotal & Training Services FTE's Comm

E&T Counselor (1.0) (1.0) Account Clerk III (1.0) (1.0) Program Specialist (1.0) (1.0) Subtotal - FTE's (1.0) (1.0) (1.0) (3.0)

Impacts of Recommended Staffing Reductions

• Employment and Training Counselor: Eliminating this position will reduce the ability to meet federally mandated work participation rates in SonomaWORKs.

• One Account Clerk III/ Human Services Commission: Eliminating this position will require other staff in the HSD to absorb additional responsibilities. The funding for this position will be shifted to retain a position in the Family, Youth and Children’s Services Division – a higher priority for the department and this office.

• One Program Specialist: Eliminating this position will reduce support at the CalWIN project representing Sonoma County, and increase travel related costs for staff working on these projects. The consortium of CalWIN counties has provided funding for this position for the past three years, and may do so again for 2006-07.

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Welfare Programs (Casemonths) Refugees 0 12 12 Foster Care & Severely Emotionally Disturbed 5,701 5,317 5,683 General Assistance 1,272 1,304 1,336 TANF 31,883 34,378 36,097 Administration Welfare Fraud Referrals Accepted (Annual) 1,764 1,852 1,852 Adult and Aging Division In-Home Support Services (Casemonths) 39,972 43,929 48,322 AAA - Information & Assist. (Contacts) 44,062 38,640 38,640 AAA - Home Delivered Meals (Meals) 198,685 193,753 193,753 Veterans Services - Client Interviews/Month 200 200 200 Economic Assistance (average monthly cases) County Medical Services Program (CMSP) 4,673 4,696 4,720 Medi-Cal 22,106 22,405 22,703 Non Assistance Food Stamps (NAFS) 4,216 4,322 4,427 Employment and Training SonomaWORKs Total (Casemonths) 36,711 37,776 38,909 WIA - Core Services (Clients) 5694 6000 7000 Family, Youth and Children Licenses (Approved Foster Family Homes) 168 149 167 Child Welfare Services (Casemonths) 15,203 14,232 15,350 Children's Home (Average Daily Population) 26 27 32

SUMMARY OF KEY ISSUES

Welfare Programs Cost Increases

• The Welfare Programs budget includes a significant increase in expenditures, particularly for payments to Foster Care parents and wages and benefits for In-Home Supportive Services (IHSS) caregivers. For Foster Care, the department projects a 7% growth in the number of cases, plus a 3% increase in the payments per case. The county pays 47% of these costs. For IHSS, the Department projects a 9.5% growth in the number of cases, and pays 17.5% of the costs of wages and benefits.

The state and federal governments have provided funds to cover some of these cost increases. However, state realignment revenues were intended to cover the county’s share of these costs. While realignment revenues have grown in recent years, over time they have not kept up with the growth in caseloads.

Federal and State Funding Not Reflecting Costs of Providing Services

• The proposed staff reductions for FY 06-07 continue a trend that started when the department reduced its workforce 14%, between FY 01-02 and FY 03-04. Staffing has declined slightly since FY 02-03 despite increasing General Fund support that exceeds requirements and allows the department to comply with most federal and state program standards, particularly in child welfare. General Fund support also allows the department to offer optional services including Veteran’s Services, a variety of community-based services funded by the Human Services Commission, and other services. Staff from the Human Services Department, the County Administrator’s Office, and the Auditor’s Office are developing a report to the Board that analyzes the impact of multiple years of flat funding and increasing expenses on the department’s ability to fulfill its mission; and how a continuation of that cycle could affect future costs and services delivered from discretionary General Fund support for HSD’s programs.

CalWIN

• The implementation of CalWIN has significantly changed how the department provides services to Economic Assistance and Employment and Training clients, and will continue to demand attention and resources in 2006-07. While providing valuable information for managing the programs and consistency in eligibility determinations, the system has created a more time- consuming application process, resulting in delays in determining initial and ongoing eligibility for benefits and contributing to a backlog in processing applications. In addition, it is continually under development to improve case management, creating an environment in which staff is adjusting to frequent changes. All counties converting to the new automated systems are experiencing a learning curve that is longer and more intense than first anticipated.

TANF Reauthorization

• New requirements imposed with the Federal reauthorization of TANF increased the difficulty of California counties to achieve mandated work participation rates under the CalWORKs program. Currently the statewide participation rate in CalWORKs is approximately 23%, and Sonoma County’s rate is approximately 20%. The reauthorized TANF program increases the ratio of participants who must be engaged in work-related activities for a certain number of hours to 50%. Failure to meet these rates could result in financial penalties to counties. Additional specifics of new requirements will be issued in federal regulations this fall. While improving the county’s rates by 30% seems daunting, the department has begun a comprehensive assessment of business processes that may lead to significant improvement. Sonoma County is not alone in facing challenges to meeting the new participation rates. Most states are not meeting the current requirements. As a result, the National Association of Counties, the National Governors’ Association, and the American Public Human Services Association are pursuing relief from the new requirements. The Department of Human Services will participate in these efforts through the County Welfare Director’s Association (CWDA).

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 and significant staff turnover. While the Division has generally been able to meet federal and state performance standards, in part due to General Fund support, these challenges are expected to continue in FY 06-07. For example, the number of complex cases continues to grow, with most related to parental drug and alcohol use and, increasingly, the use of methamphetamines. 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 HSD competed successfully for grants to support preventive services, and will continue to apply for them.

Changes in Department Leadership

• Department leadership in three major areas will change due to retirements of the Department Head, the Economic Assistance Division Director, and the Family, Youth and Children’s Division Director. In filling these vacancies, opportunities for planning the future organizational structure will be examined.

Human Services Commission

• In January 2006 the Board approved changing the Human Services Commission's funding cycle from annual to every three years for the majority of funds. This was part of an effort to reduce the Commission’s administrative costs, and to improve the funding process for the organizations funded by the Commission. The Human Services Commission is implementing this change, and has submitted funding recommendations for the first three-year cycle, 2006 through 2009.

EARLY AUTHORIZATION REQUESTS

None SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the Human Services Department’s Administration and Services Division is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Human Services Director concurs with the recommended budget as proposed, with the following exceptions:

Administration and Services Division

Net Cost Priority Description Amount

A Employment & Training: Restore 1.0 Employment and Training Counselor, effective October 1, 94,720 2006. The total annual cost is $94,720, which reflects no federal or state share. The county net cost for October 1, 2006 through June 30,2007 is $94,720.

Human Services Commission Full Year Net Cost Priority Description Amount

A Human Services Commission: Restore $325,000 funding for contracts with Community Based 325,000 Organizations (CBOs).

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Administration and Services Division

None

Human Services Commission Full Year Net Cost Priority Description Amount

1 Human Services Commission: Restore $325,000 funding for contracts with Community Based 325,000 Organizations (CBOs).

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes:

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Add appropriations for additional WIA funding ($452,000) and 624,924 624,924 0 additional grant funding ($172,924).

Other Changes Non-Recurring Human Services Commission: Restore $325,000 funding for $325,000 0 $325,000 contracts with Community Based Organizations (CBOs).

IN-HOME SUPPORTIVE SERVICES (IHSS) PUBLIC AUTHORITY

Manager: Michael Humphrey

DEPARTMENTAL DESCRIPTION

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 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 Public Authority is legally independent from the county, and the Public Authority 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 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 the interagency agreement.

Funding Sources: Funding for the Public Authority’s administrative budget includes a mix of state, federal, and county funds. The county share of the administrative costs is approximately 26%. 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.

FY 05-06 Accomplishments

• Conducted Department of Justice criminal history investigations on 190 Public Authority Registry applicants who wish to provide In-Home Supportive Services.

• Matched approximately 750 client requests for services with Registry caregivers previously screened for criminal histories.

• Provided 14 training classes for IHSS caregivers and trained 260 caregivers in a variety of health, safety, and consumer care topics.

FY 06-07 Objectives

• Screen 200 Public Authority registry applicants through the California Department of Justice Criminal History Investigation Program.

• Achieve a minimum of 55 client-registry caregiver matches each month.

• Provide a minimum of 12 training sessions for IHSS caregivers and train approximately 260 caregivers in a variety of health, safety, and consumer care topics.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change IHSS Public Authority - Special Fund 1,276,108 1,351,337 5.9 0 0 0.0

TOTAL FINANCIAL 1,276,108 1,351,337 5.9 0 0 0.0

STAFFING SUMMARY

FY 05-06FY 06-07 FTE % Staffing AdoptedRecommended Change Change

Permanent Positions 3.00 3.00 0.00 0.0

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimate Recommended

Caregiver Orientations 225 220 220 Caregiver Trainings 340 260 276 Consumer/Caregiver Matches 761 750 750 Criminal History Investigations 237 190 200 Urgent Substitute Caregivers 139 200 180

SUMMARY OF KEY ISSUES

• The current local labor agreement (MOU) for IHSS caregiver wages and benefits expires on September 30, 2006. 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 $11.10 per hour. The Public Authority will negotiate a new MOU to become effective after September 30.

• State law carries a “trigger” requiring state financial participation in salaries 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. The estimated revenue growth for FY 06-07 is below this threshold, and thus the state is not expected to participate in IHSS wage increases.

• The number of caregiver hours in FY 06-07 is anticipated to be 4.6 million, an increase of 9.5% over estimated FY 05-06 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.

• The use of urgent substitute caregivers, who fill in for regular caregivers on short notice, increased substantially in FY 05-06. This is likely due to in part to greater client awareness of the service as well as the overall increase in the number of IHSS clients and providers.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $24,806, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS None

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None DEPARTMENT OF CHILD SUPPORT SERVICES

Department Head: Cynthia Moore

DEPARTMENTAL DESCRIPTION

The Department of Child Support Services (DCSS) is responsible for the county Child Support Enforcement program, which is part of a nationwide federal and state program that collects child support from parents, in order to reduce public assistance costs. DCSS seeks and enforces court orders for both assistance and non-assistance cases. 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. Non-assistance collections are paid directly to the families 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.

FY 05-06 Accomplishments

• 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.

• Implemented the CalWIN system in September 2005, (jointly with the Sonoma County Human Services Department), substantially changing the data interface and business process used by the departments to coordinate HSD case referrals to DCSS, and recoup public assistance payments.

• Implemented a performance improvement plan to expedite enforcement and collect delinquent accounts.

• Successfully transitioned (in March 2006) receipt of child support payments to the state distribution unit operated by state DCSS, as part of the Version One requirements for certification of the California Child Support Automation System (CCSAS).

FY 06-07 Objectives

• Maintain current performance standings and compliance with federal and state mandated performance standards, despite holding positions vacant to operate within state allocation limits.

• Complete implementation (in August 2006) of Version One of the California Child Support Automation System (CCSAS). Prepare a work plan for training and business practice, re-engineering for full conversion to CCSAS Version Two, and implement a new business model in February 2007.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change

Child Support Svcs - Spec Rev Fund 15,624,839 15,701,657 0.5 0 0 0.0 DCSS - Special Incentive Fund 306,805 362,219 18.1 306,805 362,219 18.1 Sub-Total Special Revenue Fund 15,931,644 16,063,876 0.8 306,805 362,219 18.1

TOTAL FINANCIAL 15,931,644 16,063,876 0.8 306,805 362,219 18.1

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Collections $31,549,146 $31,675,529 $31,738,529 Cases Opened 4,975 4,500 5,000 Cases Closed 5,890 4,800 5,300 Paternity Established 1,780 1,600 1,600 Support Orders 4,765 5,200 5,200 Earnings Assigned 7,525 7,850 7,900 Medically Needy Only Cases 1,065 800 800

SUMMARY OF KEY ISSUES FY 06-07 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 12 positions vacant until the state allocation letter is received and the staffing requirements for CCSAS are made available. Issuance of the final allocation letter, including funding enhancements for CCSAS, is expected by October 2006.

• 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.

Cumulative Impact of Flat Funding

• If the Governor’s Budget for DCSS is approved, this will be the fifth 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 (over 20%) in five years. Through its Quality Assurance program and resulting efficiencies, DCSS has retained collections at essentially the same level, rather than reducing them as positions have been cut in prior years. DCSS has also used its QA program to close a substantial number of cases, particularly those that are inactive or that are active in other counties. This has allowed the department to focus resources on cases requiring significant levels of service.

Future Funding

• Congress recently amended the funding allocation formulas for state child support programs. The full impact on county allocations is still unknown. The state could lose at least $90 million annually, beginning in FY 07-08, and Sonoma County could lose $1.8 million annually.

• 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 5% increase to the FY 06- 07 local assistance budget. Legislation is pending in congress to reverse the Budget Reconciliation Act provisions that limit child support program funding in FY 07-08.

Workload

• Some caseload growth is anticipated in FY 06-07 due to the implementation of CCSAS, and some new private/non-assistance cases may be referred to DCSS for services through the newly created state disbursement unit’s outreach efforts.

• Medically Needy Only cases have decreased because the Human Services Department no longer automatically refers cases to DCSS when custodial parents are applying for Medi-Cal.

Statewide Automated Child Support System (CCSAS)

• CCSAS Version One implementation must be completed in all California counties by August 2006, to relieve the state of annual federal penalties of over $270 million. The Governor’s Budget includes full funding of penalties by the state in any event. Sonoma DCSS implemented Version One in February 2006, and is scheduled to implement Version Two of CCSAS in February 2007, requiring a complete conversion of its data system to the statewide application managed by state DCSS. The recommended budget includes 2.0 positions (fully funded to assist with the CCSAS project) continuing to work for the state under a contract with DCSS.

Special Incentive Fund

• 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 06-07. If this request is denied, the unexpended balance of health incentive funds will revert to the state General Fund on June 30, 2006, leaving only the remaining $300,000 in performance incentive funds available for FY 06- 07.

• The department intends to appeal to the state for a federal match on incentive funds expended in FY 06-07. If approved, DCSS would be eligible for $2.00 for every $1.00 of incentives expended on the program. This could potentially increase one-time program funding by as much as $600,000 for the next fiscal year, which will be spent to support CCSAS implementation. Beginning in FY 07-08, federal law will no longer allow a federal match for incentives carried over from prior years.

SUMMARY OF REDUCTION OPTIONS None

DEPARTMENTAL APPEAL ITEMS Department of Child Support Services (DCSS) concurs with the recommended budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION None COMMUNITY HOSPITAL ENTERPRISE CLOSEOUT FUNDS

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

On March 25, 1996, the Board of Supervisors and Sutter Health Systems (Sutter Sonoma Medical Center) concluded an affiliation agreement and lease transfer of Community Hospital to Sutter Sonoma Medical Center, a not-for-profit corporation. The affiliation included the transfer of the hospital license and the long-term lease of the hospital (including the Family Practice Center), interlocked with a Health Care Access Agreement. These agreements ensure continued access to the hospital by all county residents, including Sonoma County-responsible indigents, Medi-Cal, Medicare, and various other government program participants. The lease and Health Care Access Agreement (acute care) expires in 2016. By a related separate agreement, Sutter contracts with the county to manage and operate the hospital’s Mental Health Inpatient Unit. Sutter’s obligations, regarding the provision of Mental Health Inpatient Services, expire in 2008. The Board of Supervisors has assigned responsibility for administration of all agreements between the county and Sutter Health System to the county’s Director of Health Services. Three closeout budgets were established in FY 96-97 to track expenditures related to the closing 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). Sutter Health System intends to re-locate most services to a new location by the third quarter of 2009, and to vacate the existing hospital lease (except for the Family Practice Clinics) at that time. Sutter also intends to terminate Mental Health Inpatient Unit Services, effective December 31, 2008.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY06-07 % Budget Division/Fund Estimated RecommendedChange Estimated Recommended Change

Hosp Enterprise Closeout Funds Hospital Closeout: Services 38,652 45,000 16% 17,152 26,000 52% Hosp Closeout: Retirement Bonds 763,160 800,148 5% (1,570,373) * 610,148 -139% Hosp Closeout: Retiree Med Ins 330,000 392,700 19% 265,000 332,700 26%

TOTAL CLOSEOUT FUNDS 1,131,812 1,237,848 9% (1,288,221) 968,848 -175%

* See Summary of Key Issues below for discussion of Retirement Bond FY 05-06 transfer and fund balance.

SUMMARY OF KEY ISSUES

Hospital Closeout-Retirement Bonds This 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. Based on the most recent projections of interest rates, it appears there may be a $662,000 shortfall when the last pension obligation bond payment is 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 AB3632 (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; the specifics have yet to be determined. These funds may be used to cover the $662,000 shortfall depending on the payment schedule from the state and policy direction from the Board. The County Administrator will bring this issue to the Board for consideration when the state’s re-payment plans are clear.

Hospital Closeout-Retiree Medical Insurance The fund was established with $3,050,000 in proceeds from the Affiliation Agreement, including 20 years of pre-paid rent by Sutter, in the amount of $1,925,621. The prepaid lease deposit is “earned” over the 20-year life of the lease. If Sutter terminates the lease agreement by mutual agreement with the county on September 30, 2009, as implied from its business plan, Sutter would be eligible for a refund of prepaid rent in the amount of $322,159 to be paid from this fund. The projected cash balance of this fund at the end of FY 06-07 is $1,420,331. At the current rate of spending, and assuming that the county refunds the pre-paid rent with Sutter’s anticipated move, it is anticipated that this fund will be exhausted near the end of FY 09-10. The county will retain responsibility for any remaining retiree medical insurance costs.

CASH BASIS SUMMARY OF HOSPITAL CLOSEOUT FUNDS* Hospital Hospital Hospital Enterprise Closeout Closeout Total All Closeout Svcs Retirement Bonds Retiree Med. Ins. Closeout Funds FY 05-06: Actual Beg. Cash Balance 406,809 3,354,270 2,018,031 5,779,110 Est. Revenue 21,500 2,333,553 65,000 2,420,053 Est. Expenses (38,652) (763,160) (330,000) (1,131,812) Est. Ending Cash Balance 389,657 4,924,663 1,753,031 ** 7,067,351 **

FY 06-07: Est. Beg. Cash Balance 389,657 4,924,663 1,753,031 7,067,351 Est. Revenue 19,000 190,000 60,000 269,000 Est. Expenses (45,000) (800,148) (392,700) (1,237,848) Est. Ending Cash Balance 363,657 4,314,515 1,420,331 ** 6,098,503 **

* 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: $569,537 in FY 05-06 and $488,307 in FY 06-07.

DEPARTMENTAL APPEAL ITEMS None

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION None

DEVELOPMENT SERVICES

Gross Revenues/ Appropriations Reimbursements Net Cost Permit & Resource Mgmt 27,083,650 21,952,524 5,131,126

Community Development Commission 49,802,716 45,836,982 3,965,734 Emergency Services 8,103,814 7,582,605 521,209 Transportation & Public Works 156,849,090 148,349,499 8,499,591 Water Agency 195,514,711 150,818,259 44,696,452 Economic Development Board 3,007,961 450,950 2,557,011 Regional Parks 17,727,796 11,515,842 6,211,954

Capital Projects Other County Justice Services 4% Health & Human Services 17% Services 6% 24%

Administrative Support & Fiscal Development Services Services 16% 33%

PERMIT AND RESOURCE MANAGEMENT DEPARTMENT

Department Head: Pete Parkinson

DEPARTMENTAL DESCRIPTION

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 the 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 unsewered 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.

FY 05-06 Accomplishments

• Expanded on-line services to include permit history, department policies and interactive forms, and implemented records scanning project.

• Streamlined review of septic system requirements for minor building permits, resulting in more over-the-counter issuance.

• Completed code adoption process for a comprehensive affordable housing program including expanded opportunities for mixed- use and live/work development.

• In response to the 05-06 winter storms, PRMD staff completed over 2,000 Rapid Evaluation Safety Assessments and issued building permits from a remote location for the first time (storm damage repair permits issued at the Guerneville Veterans Hall.

• Completed permit processing for the first quarry expansion permit issued since adoption of the 1994 Aggregate Resources Management (ARM) Plan.

FY 06-07 Objectives

• Complete the adoption process for General Plan Update in spring 2007.

• Reduce customer-waiting times through technology upgrades and remodel of the front office lobby and customer service areas.

• Reduce processing times for planning applications by increasing use of contract services and support from other planning divisions.

• Continue to implement technology improvements to increase the number of permit types available on-line; provide access to geographic information systems (GIS) for land use information; and automate well and septic inspection requests and inquiry services.

• Evaluate the existing deferred revenue program to ensure all permitting obligations are funded appropriately. FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Permit and Resource Mgmt 24,543,196 25,065,449 2.1 4,764,348 4,878,950 2.4 ARM Mitigation Fund - - 0.0 (2,500) (2,500) 0.0 Survey Monument Preservation 115,000 38,000 (67.0) 98,000 19,545 (80.1) Sub-Total General & Spec Fund 24,658,196 25,103,449 1.8 4,859,848 4,895,995 0.7 CSA 41 - Sea Ranch Zone 2 250,483 267,620 6.8 45,898 14,246 (69.0) Sub-Total Other Funds 250,483 267,620 6.8 45,898 14,246 (69.0)

TOTAL FINANCIAL 24,908,679 25,371,069 1.9 4,905,746 4,910,241 0.1

FY 06-07 PRMD Financing Sources* - $25,065,449

$161,800

$4,878,950

Intergov. Revenues Misc. & Documents Sales Building Permits $947,900 $11,473,900 Fines & Penalties Abatement Liens Planning/Engineering

Reimbursments & $6,332,200 Operating Tranfers General Fund $1,270,700

* Excludes Sea Ranch CSA 41 Zone 2

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Permanent Positions Adopted Recommended Change Change Permit & Resource Mgmt 164.00 168.00 4.00 2.4 CSA 41 - Sea Ranch Zone 2 0.00 0.00 0.00 0.0

TOTAL POSITIONS 164.00 168.00 4.00 2.4

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Code Enforcement Cases 1,330 1,505 1,510 Plancheck/Engineering/Inspection Permits 31,854 32,913 33,100 Project Review Permits 6,258 6,533 6,591 Land Development (Public Counter) 2,342 2,438 2,450 Customers Served (Public Counter) 42,642 41,123 41,000 Total Inspections 54,097 53,650 54,000 Well & Septic Permits 6,508 5,702 8,409

SUMMARY OF KEY ISSUES

Customer Service Improvements

• The budget includes four new positions to improve customer service and address workload issues in Well & Septic, National Pollutant Discharge Elimination System (NPDES), Customer Service, and Project Review. New positions include a Supervising Environmental Health Specialist for the Well and Septic Division, an Engineering Technician III to implement the stormwater management program, a Permit Technician II to coordinate preapplication review, and a Planner III for the Project Review Division. In addition, the budget also includes two position allocation changes (effective July 1, 2006): 1) deletion of a vacant Engineering Technician II position and addition of an Engineering Technician IV in the Engineering Division, and 2) deletion of a vacant Administrative Aide position and addition of an Account Clerk II in the Administration Division. An existing vacant Pre- application Project Coordinator position will be converted to a Department Analyst position for the Administrative Division to coordinate safety and training. Costs for the new positions and position allocation changes are funded within the recommended budget, with no additional net cost to the County General Fund.

• PRMD’s customer service cubicle area is staffed with professionals from each division in the department, providing customers with an opportunity to obtain comprehensive information during their visit. Customers applying for permits may also be able to obtain clearances from various PRMD divisions; in some cases, minor permits can be issued on the same day. Although customers find this service valuable, waiting times can be several hours when the office is busy. Also, current physical space limitations inhibit the ability to “ramp up” staffing when high-demand cubicles (e.g., Zoning and Well & Septic) are congested. In FY 05-06, PRMD conducted a study of the front office customer service area and determined that many of the issues could be addressed by remodeling existing spaces along with equipment and technology enhancements. Planned improvements include three new workspaces for staff during peak periods, a new customer waiting area with LED (electronic) routing of customers to cubicles, and additional self-help workstations for customers accessing services via the web. Appropriations for this project are contained in both FY 05-06 and FY 06-07 budgets.

• Expansion of on-line services will continue through FY 06-07 with the implementation of Active Map, which will provide customer access to PRMD’s geographic information systems (GIS) maps without having to come into the office. In addition, PRMD will automate well and septic inspection scheduling and interactive voice inquiry requests (similar to the processes used for building inspections). Automation of encroachment and sanitation inspections is also planned. One of the challenges with on- line permitting is that the majority of fees are not suitable for Internet issuance due to their complexity. A building fee work group was formed in FY 05-06 to address the fee complexity issue and recommendations for change are expected in fall 2006.

• Work on the electronic zoning maps is nearly complete. While electronic mapping of most zoning designations was straightforward, zoning that does not follow property lines (like biotic resource zones along meandering streams) has been very challenging. The mapping and quality control work will be completed and brought to the Planning Commission and Board of Supervisors for adoption as the official Sonoma County zoning maps. Having these maps available electronically will reduce the need to come to the office for this basic information.

Other Projects

• The Draft General Plan and Draft Environmental Impact Report have been completed and public hearings on the General Plan began at the Planning Commission in March 2006. The department anticipates that Planning Commission hearings will last through most of 2006, with Board of Supervisors hearings for Plan adoption starting in early 2007. Major variables in this process include the extent and nature of public comment on the plan and any changes that may be recommended by the Planning Commission. • In cooperation with the Department of Emergency Services and several other county departments, PRMD has been the lead in preparing the county’s Local Hazard Mitigation Program (LHMP). This plan is required by the federal Disaster Mitigation Act of 2000 and must be adopted in order for the county to be eligible for post-disaster mitigation funds. The Draft LHMP has been prepared under a FEMA grant and will be released in spring 2006, with adoption anticipated later this year.

• PRMD continues to secure the necessary funding for the construction phase of the Monte Rio Sewer Project. An updated engineer’s estimate placed the project cost at $14.7 million. In March 2006, the Board of Supervisors authorized a commitment letter to USDA for a $1 million grant and a $2.78 million loan. The Monte Rio project was ranked third (of 180 projects in the North Coast region) for a potential $6.4 million Proposition 50 grant; formal application will be made in June 2006. When funding is received, the department will return to the Board of Supervisors for the necessary appropriations. Construction is expected to begin in spring 2007.

Financial

• The Board of Supervisors established three deferred revenue accounts to reserve revenues collected in the current and previous fiscal years for services to be rendered in subsequent fiscal years. At the end of each fiscal year, the amount of work to be performed in future years is compared to the deferred revenue account balances, and deposits or withdrawals are made to the accounts accordingly. PRMD is evaluating its deferred revenue calculation methodology to insure that fund balances accurately reflect pre-paid services, and will be establishing a deferred revenue fund for planning permits. Deferred revenue account balances as of June 30, 2006 are projected as follows: structural permits $2,198,960; survey $133,970, and well and septic $460,500. Total deferred revenue is projected at $2,793,430.

• Total expenditures for Permit and Resource Management increase as a result of costs for salary and benefits including four new positions, partially offset by expenditures decreasing due to the completion of the grant-funded Local Hazard Mitigation Program, the Standard Urban Storm Water Mitigation Plan (SUSMP) guidance documents, and the Citrix desktop migration project. Most budgeted expenditures are financed by fees for permits and services. On April 18, 2006, the Board of Supervisors approved an ordinance adopting fees for FY 06-07 reflecting an average cost-of-living (COLA) increase of 3%, and new fees necessary to recover staff hourly costs for services and operations. No new fees and no increases above COLA were proposed for the NPDES program.

• Also 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 expenditures are increasing due to district operational costs by The Sea Ranch Association (the entity responsible for daily operations) and depreciation of fixed assets. Revenues are expected to increase due to tax rate increases and interest on pooled cash. Fund balance for the CSA #41 Sea Ranch-Zone 2 is estimated to be $135,566 by June 30, 2007.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $414,627 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Director of the Permit and Resource Management Department concurs with the recommended budget.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Rebudget EIR consultant services financed by project applicants 1,491,696 1,491,696 0 ($1,486,696) and EPA Grant ($5,000). Adjust position allocation add- deletes effective dates for Permit Tech. II, Department Analyst and Pre- Application Coordinator to 12/01/06. ISD Changes Rebudgeted Computer Improvements 217,164 0 217,164 PRMD (baseline adjustment) 3,721 0 3,721

COMMUNITY DEVELOPMENT COMMISSION

Department Head: Kathleen H. Kane

DEPARTMENTAL DESCRIPTION

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 enables a community to have the option of operating its redevelopment agency and its housing authority under a single governing board. The Board of Supervisors is designated as the Board of Commissioners of the CDC, and as 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 (CD) 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, and Supportive Housing Programs. A portion of CD 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, Aftercare, Shelter Plus Care, and Family Self-Sufficiency programs. The Housing Authority is funded primarily through formula grants from 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 the annual property tax increment revenues generated from each respective project area. The Redevelopment Agency funds are in special trust accounts. The budget information for the redevelopment project areas is included to meet the requirements of California Redevelopment Law.

FY 05-06 Accomplishments

• Provided funding to local nonprofit agencies in support of their efforts to operate homeless shelters and transitional housing facilities, and to provide supportive services to homeless households.

• Implemented the second phase of the Homeless Management Information System (HMIS) to facilitate expanded collection of data pertaining to the county’s homeless population.

• Assisted 2,869 very low-income households with monthly subsidies through four rental assistance programs.

• Provided loans from County Fund for Housing, CDBG, HOME, and redevelopment funds to assist in the development and preservation of 254 units of affordable rental housing.

• Provided 38 loans from CDBG, redevelopment, and other funds to assist low-income households to purchase their first homes.

• Completed elevation of 205 flood-prone residential structures (cumulatively since 1997) in the lower Russian River area, and received FEMA approval to extend the program to elevate additional structures over the next 18 months.

• 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 Objectives

• Begin generating aggregate statistics regarding the incidence of homelessness in the county using the HMIS, and complete the bi- annual homeless count required by HUD to remain eligible for McKinney-Vento Homelessness Assistance Act funding.

• Assist 2,930 very low-income households with monthly subsidies through four rental assistance programs.

• Implement new policies established in FY05-06, and continue requests for Santa Rosa Housing Authority to use their Section 8 funds to assist residents moving to the City from the County's service area, to enable the County Housing Authority to assist 2,930 very low-income households in the County's service area with monthly subsidies through four rental assistance programs. • Make loans from the County Fund for Housing, CDBG, HOME, and redevelopment programs to assist development and preservation of a minimum of 58 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 22 low-income households for purchase of their first homes.

• Complete elevation of 14 flood-prone residential structures in the lower Russian River area and seek new FEMA funding to complete additional elevations.

• Expand the financial resources and production of the Housing Rehabilitation Program, making below-market rate loans to owners of 70 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.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Comm Development Fund 39,140,656 40,694,497 4.0 434,959 0 (100.0) Redevel Agency Fund 8,134,090 9,100,719 11.9 3,500,000 3,958,234 13.1

TOTAL FINANCIAL 47,274,746 49,795,216 5.3 3,934,959 3,958,234 0.6

STAFFING SUMMARY FY 05-06*FY 06-07 FTE % Staffing AdoptedRecommended Change Change Permanent full-time positions 41.00 41.00 0.00 0.0 Part-time positions 0.00 0.00 0.00 0.0 * Reflects the net reduction of 5 positions approved by the Board of Supervisors mid-year.

SUMMARY OF KEY ISSUES General Administration

• In the interest of remaining viable and effective, the Commission completed a major re-organization during FY 05-06. The approved re-organization eliminated 9 positions, reclassified 14 positions, and added 4 positions, creating an organizational structure that is better able to respond to changes from both external and internal influences, and allowing the agency to continue ongoing delivery of critical community development, housing and redevelopment services, while implementing budget reductions in response to recent funding changes. The CDC’s FY 05-06 budget projected a shortfall of over $360,000 that was covered by holding several positions vacant and use of fund balance. If the reorganization were not completed, the CDC would continue to face shortfalls that would deplete fund balances. The re-organization has enabled the agency to prepare a balanced budget for FY 06-07. Projected fund balance at the end of FY 06-07 is approximately $970,000. Homeless Assistance and Planning

• Enhanced 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. With this tool, the CDC and partnering agencies will be able to develop a strategic plan, and to make informed decisions regarding funding and service development/delivery. The HMIS is required by HUD to enable the county and community-based organizations to continue receiving more than $2 million in federal McKinney-Vento Homeless Assistance Act funding. A grant from HUD will provide $150,200 towards the costs of system operation. Partner non-profit homeless service agencies will share the required 20% match. Rental Assistance

• The Housing Authority will begin a collaborative effort with the County Health Services Department/Mental Health Division using HUD Shelter Plus Care funds to provide monthly rental subsidies to chronically homeless adults with mental disabilities, in conjunction with Mental Health supportive services. The total 5-year subsidy is $220,000 that will subsidize 4 people for those 5 years. • The Housing Authority will continue to assist 2,722 households with Section 8 funding during FY 06-07 despite a 4% decrease in funding by HUD over the past 2 years. The decrease has been mandated through changes in the program’s payment and occupancy standards, which have resulted in reducing average monthly per unit subsidy from $648 to $627 for these 2,722 households over the past 24 months. This has resulted in some residents moving to smaller or less expensive units or paying a larger share of the rent.

• The Housing Authority recently implemented Section 8 Rental Assistance Program policy changes to better serve residents of the county's service area including the unincorporated areas of the county and all cities except Santa Rosa. While clients of the program are free to move to other areas without loss of benefits, unless the receiving jurisdiction agrees to take the clients into their own program using their allocation of funding from HUD, the Sonoma County Housing Authority continues to pay for the clients' monthly rental subsidy in their new area. The County Housing Authority is currently using approximately $3.3 million of its own HUD funds to assist over 400 clients within the City of Santa Rosa. This significantly reduces the ability of the county to use HUD funds to assist clients in the county's service area. By opening the program waiting list (closed for more than 3 years), providing preference for residents of the county service area, and by requiring an initial 12 month residency period in the county service area, we anticipate increasing the share of the county's Section 8 funds going to assist low and very low income residents of the county's service area. Affordable Housing Preservation and Development

• FEMA’s approval of an extension for Phase 3 of the Flood Elevation Program will enable the CDC to use $720,000 to assist the elevation of approximately 14 homes during FY 06-07.

• 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.

• The county and CDC will continue to support legislative changes to the requirements of the State Local Housing Trust Fund program, which regulates the use of state and local matching funds in the County Fund for Housing (CFH). Changes to the program regulations will facilitate the ability of the CDC to lend the CFH funds to developers of affordable housing in the unincorporated areas of the county.

• It is anticipated that up to $1.5 million in funding from inclusionary and workforce housing in lieu fees collected through Permit and Resource Management Department will be deposited to the CFH during FY 06-07, which will increase the number of affordable rental and ownership housing units that can be assisted through the fund. Community Development / Redevelopment

• 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 has decreased by 17.5% of the past three annual funding cycles.

• Development of Strategic Plans for the Sonoma Valley and Russian River Redevelopment Projects will enable the CDC, the Sonoma Valley Redevelopment Advisory Committee 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 areas. SUMMARY OF REDUCTION OPTIONS A 10% reduction plan for the department, totaling $52,053 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS The Community Development Director concurs with the budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Increase appropriations for the Jones Hall Homeless Center. 7,500 0 7,500

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 06-07 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 06-07, 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 REPORT ON PRIOR YEAR (FY 05-06) Goals • Identify and support economic development projects of opportunity in the project area. • Identify and support affordable housing preservation and development opportunities. • Revitalize the Sebastopol Road commercial corridor to capture market share of retail, office, and other commercial and light industrial activities generated by the greater Roseland community and Southwest Santa Rosa area. • Increase opportunities for the preservation and development of housing affordable to low and very low-income households.

Achievements • Agency staff continued to work with the owners of the Roseland Shopping Center to define a redevelopment plan for the site. • In cooperation with City of Santa Rosa, staff completed an Urban Visioning Plan for the Sebastopol Road corridor. • Completed improvements to West Avenue from Sebastopol Road to Hearn Avenue.

PROPOSED WORK GOALS, TASKS AND PROJECT ACTIVITIES FOR FY 06-07 Goals • Expand outreach to Project Area small businesses and homeowners to encourage creative thinking and new project proposals. • Continue to pursue the redevelopment of the Roseland Shopping Center. • Continue to support economic development projects of opportunity as they are identified. • Continue to support the preservation and creation of affordable housing in the project area.

Work Tasks and Project Activities • Expand understanding of redevelopment goals and resources by neighborhood and business organizations. Encourage project proposals, emphasizing projects that will create local employment opportunities and increase property values and tax revenues. • Work with stakeholders to complete a redevelopment project design that balances the need for continued commercial support to the community with other objectives, including the development of affordable housing. • Affordable housing priorities will focus on existing housing stock preservation through housing rehabilitation programs. • Economic development priority will focus on Roseland Shopping Center and smaller commercial and mixed-use in-fill projects.

Roseland Roseland Roseland Redevelopment Housing Fund Totals Fund Balance as of July 1, 2006 2,402,716 708,804 3,111,520 Revenues: Tax Increment 786,732 212,768 999,500 Interest Earned 50,265 14,075 64,340 Total Revenues 836,997 226,843 1,063,840 Expenditures: Admin 127,950 64,883 192,833 Projects* 499,801 595,263 1,095,064 Debt Service 194,770 0 194,770 Total Expenditures 822,521 660,146 1,482,667

Fund Balance as of June 30, 2007 2,417,192 275,501 2,692,693

*Total Project activities (expenditures of $1,095,064) include financial assistance to commercial development infrastructure improvement and other economic development programs ($499,801) and financial assistance for housing, affordable to low and moderate-income households, including, but not limited to site acquisition, predevelopment, and housing rehabilitation ($595,263). SONOMA VALLEY WORK PROGRAM

REPORT ON PRIOR YEAR (FY 05-06) Goals • Complete Caltrans approval process precedent to implementing Highway 12 Phase 1B and Phase 2 improvement projects. • Continue to support economic development projects of opportunity as they are identified. • Continue to support the preservation and creation of affordable housing in the project area. • Support development of a strategic plan for project area redevelopment over the remaining life of the redevelopment project. • Implement a viable and efficient housing rehabilitation program. • Coordinated a voluntary neighborhood cleanup program called “Springs Cleaning.”

Achievements • Approved rehabilitation loan to establish a new Hispanic-owned business in a building that had been vacant for nearly two years. • Completed Bonfini owner-occupied and Springs Village multi-family housing projects, resulting in 85 new affordable units. • Secured consultant support for development of a strategic plan that should be available for implementation beginning FY 06-07. • Slow progress on Highway 12 improvement projects. This remains dependent upon interaction with Caltrans. • Adopted new, comprehensive rehabilitation program and appropriated more than $250,000 for its initial implementation. • Conducted the 2005 Sonoma Valley Redevelopment Advisory Committee (SVRAC) election.

PROPOSED WORK GOALS, TASKS, AND PROJECT ACTIVITIES FOR FY 06-07 Goals • Continue to support DTPW and Caltrans to obtain encroachment permits for Highway 12 improvement projects (Phases 1B & 2) and, upon issuance, support Department of Transportation and Public Works to complete competitive procurement processes for contractors to implement the projects.

Work Tasks and Project Activities • Support SVRAC initiatives for implementation of the newly developed Strategic Plan. • Complete and implement a disposition plan for the old Sheriff substation site on Highway 12 working with local affordable housing and farm worker services organizations. • Complete a review and update of the five-year implementation plan. • Continue to respond to economic development and affordable housing opportunities as they are presented. • Affordable housing priorities will focus initially on preservation of existing housing stock through housing rehabilitation programs. • As the Highway 12 improvement projects are completed, economic development priority will focus on the redevelopment of the Boyes Boulevard/Highway 12 area and smaller commercial and mixed-use in-fill projects. Sonoma Valley Sonoma Valley Sonoma Valley Redevelopment Housing Fund Totals Fund Balance as of July 1, 2006 6,496,654 2,495,836 8,992,490 Revenues: Tax Increment 1,254,106 450,894 1,705,000 Interest Earned 99,160 30,310 129,470 Other Revenue 0 300,000 300,000 Total Revenues 1,353,266 781,204 2,134,470

Expenditures: Admin 206,326 85,505 291,831 Projects* 4,292,940 675,860 4,968,800 Debt Service 184,810 0 184,810 Total Expenditures 4,684,076 761,3655,445,441

Fund Balance as of June 30, 2007 3,165,844 2,515,675 5,681,519 *Total Project activities (expenditures of $4,968,800) include: design and construction of Phase 1B improvements from Verano Avenue to Agua Caliente Creek ($790,000), design and construction of frontage improvements from Agua Caliente Creek to Agua Caliente Road ($2,775,000), other public improvements ($100,000), financial assistance to commercial and rehabilitation development and other economic development programs ($627,940), and financial assistance for housing, affordable to low- and moderate-income households, including, but not limited to site acquisition, predevelopment, and housing rehabilitation ($675,860). An additional $3,725,000 spending is planned on the project for frontage improvements up to Agua Caliente Road in FY 07-08. RUSSIAN RIVER WORK PROGRAM

REPORT ON PRIOR YEAR (FY 05-06) Goals • Continue to support the operation of the Russian River Redevelopment Oversight Committee (RRROC) in their chartered task of developing Design Guidelines for the project area. • Continue to support the RRROC development of viable housing and non-housing program guidelines

Achievements • Implemented a comprehensive affordable housing rehab program for single-family owner-occupied and multi-family units. • Supported the launch of EcoRing Corporation, a local non-profit established to promote eco-tourism in the Russian River area. • Conducted a spring-cleaning event that supported individual and group garage sales, recycling, and removal of significant quantities of discarded items. • Conducted a two-month abandoned, non-standard vehicle roundup that removed dozens of dangerous abandoned vehicles including recreational vehicles and mobile homes. • Continued development of Project Area Design Guidelines. • Completed study of affordable housing alternatives and completed rehabilitation of the Rio Nido fire station. • Supported the completion of new master plans for the Monte Rio and Russian River Recreation and Parks Districts.

PROPOSED WORK GOALS, TASKS AND PROJECT ACTIVITIES FOR FY 06-07 Goals • Continue to support the operation of the RRROC in their chartered task of developing Project Area Design Guidelines. • Continue to support the RRROC’s development of viable housing and non-housing program guidelines.

Work Tasks and Project Activities • Support the RRROC, its Strategic Planning Subcommittee, and the Russian River Project Area community in their development of a strategic plan for the remaining twenty-five year life of the redevelopment project. • Complete the design and construction of at least one new public restroom facility in the Guerneville area. • Support continued implementation of the non-standard vehicle abatement program with at least one “amnesty rodeo” event. • Support continued implementation of EcoRing Corporation’s eco-tourism economic development concept. • Support Russian River Keepers’ completion of the first phase improvements to their Guerneville riverfront property. • Support the Sonoma County Regional Parks Department’s construction of the Guerneville River Park. • Complete project area design guidelines and completion of the rehabilitation of the Koret Club in Monte Rio. • Affordable housing priorities will focus on preservation of existing housing stock through housing rehabilitation programs. • With completion of the design guidelines and the strategic plan, non-housing projects and programs will be developed to continue to improve the local infrastructure, increase local recreational opportunities, and support economic development opportunities.

Russian River Russian River Russian River Redevelopment Housing Fund Totals Fund Balance as of July 1, 2006 3,027,465 1,234,545 4,262,010 Revenues: Tax Increment 1,397,165 482,835 1,880,000 Interest Earned 47,445 16,730 64,175 Total Revenues 1,444,610 499,565 1,944,175

Expenditures: Admin 201,561 89,950 291,511 Projects* 1,118,500 762,600 1,881,100 Total Expenditures 1,320,061 852,550 2,172,611

Fund Balance as of June 30, 2007 3,152,014 881,560 4,033,574

*Total Project activities (expenditures of $1,881,100) include: affordable housing programs and projects ($762,600), cooperative projects with special districts ($266,315) and other non-housing projects ($852,185). EMERGENCY SERVICES

Department Head: Vernon A. Losh II

DEPARTMENTAL DESCRIPTION

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 14 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.

FY 05-06 Accomplishments

• Coordinated three (3) Homeland Security Grant programs totaling $1.1 million providing needed equipment for emergency responders throughout the county.

• All fire inspectors assigned to the Hazardous Materials function successfully completed International Code Council (ICC) testing to become State-certified Underground Storage Tank (UST) inspectors.

• Four new businesses, including three wineries, were recognized as fully complying with the environmental and conservation regulations of the Sonoma Green Program which honors voluntary adoption of best management practices to limit use of and risks associated with hazardous materials.

• Presented required wildland fire safety courses for all volunteer firefighters.

• Considerable progress was made in bringing the hazardous materials inspection program into alignment with State-mandated inspection frequencies - over 85% of Certified Unified Program Agency (CUPA) sites and 96% of UST sites are now meeting these requirements.

• Under direction from the County Administrator, coordinated the response to the 2006 New Years floods and facilitated the process to apply for two presidential disaster declarations.

FY 06-07 Objectives

• Develop short and long-range plans that will address the future needs for fire protection in CSA 40.

• Coordinate administration of the Homeland Security Grants for county and city law enforcement, ambulance providers, and fire agencies to improve emergency response capability and planning.

• Implement countywide criteria and training to meet requirements for the National Incident Management System (NIMS) no later than September 2006 to ensure the county’s ability to qualify for disaster relief funding.

• Complete Phase II of the Emergency Operations Center (EOC) remodel.

• Make non-confidential information in hazardous material database available to public through county’s website.

• Continue to work cooperatively with city and district fire representatives to prepare for adoption of the upcoming International Fire Code in 2008.

• Complete the development of a comprehensive Information Technology Plan for the EOC.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Emergency Svcs- Gen Fund 2,413,806 1,976,590 (18.1) (259,959) 721,652 377.6 CSA #40 - Spec Fund 5,062,958 4,939,247 (2.4) 16,754 202,711 1,109.9 CFD #4 -Wilmar-Spec Fund 85,000 85,000 0.0 0 0 0.0 CFD #5 -Dry Creek-Spec Fund 105,000 105,000 0.0 0 0 0.0 CFD #7 - Mayacamas- Spec Fund 22,800 22,800 0.0 0 0 0.0 Sub-Total Special Funds 5,275,758 5,152,047 (2.3) 16,754 202,711 1,109.9 TOTAL FINANCIAL 7,689,564 7,128,637 (7.3) (243,205) 924,363 480.1

STAFFING SUMMARY

FY 05-06 * FY 06-07 FTE % Permanent Positions Adopted Recommended Change Change Emergency Serv-Gen Fund 9.00 9.00 0.00 0.0 Fire Serv-Spec Fund 13.50 13.50 0.00 0.0

TOTAL POSITIONS 22.50 22.50 0.00 0.0 *Note: the Board added one position November 2005.

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Emergency Management Revise Emergency Operation Plans 32 9 12 Table-top & Functional Exercises 22 20 15 Public Education and Outreach (hours) 1,290 800 950 Operational Area Coordination / Training (hours) 5,160 4,867 5,869 Disaster Response / Recovery / Mitigation (hours) 750 1,200 750 Hazardous Materials Certified Unified Program Agency (CUPA) Sites 1,345 1,379 1,379 Hazardous Mat. Business Plan Sites 1,013 1,052 1,052 Underground Storage Tank Sites 102 99 99 Hazardous Waste Generator Sites 805 831 831 Above Ground Storage Tank Sites 211 215 215 California Accidental Release Program Sites 8 10 10 Uniform Fire Code Sites 301 301 301 CUPA New Businesses 64 86 85 CUPA Inspections 543 424 500 Reinspections 163 141 165 UST Inspections 204 174 180 Enforcement Actions 57 218 220 Stormwater Inspections 376 325 325 Emergency Response Incidents 46 48 48 Emergency Response Hours 184 192 192 Emergency Response Training Hours 555 550 550 Complaint Investigations 24 21 20 Complaint Investigation Hours 48 42 40 Fire Services Plan Reviews 1,778 1,958 1,900 Planning Referrals 210 200 200 Fire Code Inspections-New Construction 1,778 1,958 1,900 Fire Code Inspections-Annual 340 400 450 Fire Investigations-Hours 150 175 150 Training Hours Volunteer Fire Companies 780 696 800 Contract Fire Training 80 80 80

SUMMARY OF KEY ISSUES

• To improve its ability to carry out investigations and meet State-mandated inspection frequencies, the Hazardous Materials Division is completing development of a field-based version of the hazardous material database to permit automatic updating of records rather than by manual re-entry of information.

• Workload responsibilities for the Emergency Management Division are expected to increase dramatically as a result of several program changes that may influence current staff capacity to perform trainings and public outreach. Compliance with the new federal National Incident Management System (NIMS) program is required no later than September 2006 and includes development of criteria, curriculum and training for the Emergency Operations Center (EOC) and response personnel, as well as updating the County Emergency Operations Plan and the County Code. Response to the recent winter and spring storms, increased demand for emergency preparedness information and outreach and changes within the Homeland Security Grant Program will also increase responsibilities on division staff. In addition, the county is now a member of the San Francisco Bay Area Urban Area Security Initiative (UASI) and Bay Area Regional Planning that requires participation and meetings to coordinate planning for terrorist attacks and other natural disasters for the ten Bay Area counties.

• The recommended budget includes $45,000 for the preparation of an EOC Technology Feasibility Plan. Emergency Management Division will be working with the Information Systems Department to prepare the plan to analyze and make specific recommendations for leading edge technology improvements for the EOC to better coordinate resources and information during a disaster.

• The recommended budget continues to provide $160,000 for volunteer fire companies to defray equipment costs. New requirements for volunteer training and safety and significant increases in workers compensation and liability insurance costs place significant pressures on volunteer companies. The department will continue to monitor these demands for fiscal and operational impacts and the ability of CSA #40 to provide funding.

• The division is working closely with Volunteer Fire Company Chiefs to develop goals and objectives for the delivery of emergency response services in CSA #40. This includes establishing a baseline of current service levels and looking at what service levels are needed in the future.

• Continued use of reserves in the Sea Ranch zone of benefit is primarily the result of contract increases (salaries and benefits) with the California Department of Forestry and the fourth year of a ten year lease purchase payment on a fire truck. The department will continue to work with The Sea Ranch for long-term strategies and options. 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:

CSA #40 CSA #40 CSA #40 CSA #40 CSA #40 CFD#7 CSA #40 Fund Balance Changes: Primary Dry Creek Sea Ranch WilmarFitch Mtn. Mayacamas Total

FY 06-07 Est Begin Balance 770,996 83,125 589,676 128,445 199,528 13,165 1,784,935 Estimated Revenues 3,920,344 106,000 618,692 87,000 4,500 22,800 4,759,336 Recommended Expenditures (3,920,344) (106,000) (813,903) (87,000) (12,000) (22,800) (4,962,047) FY 06-07 Est Ending Balance 770,996 83,125 394,465 128,445 192,028 13,165 1,582,224

FY 06-07 Change in Balance 0 0 (195,211) 0 (7,500) 0 (202,711)

EARLY AUTHORIZATIONS None

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department totaling $53,347 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Director of Fire Services concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount A Restoration of services and supplies for EOC equipment, and materials for emergency preparedness 18,243 training and outreach.

B Add 1.0 Deputy Emergency Services Coordinator Position ($96,314) and associated costs 111,476 ($15,162).

C Increase .5 FTE Administrative Aide to full time ($39,533) and associated costs ($1,150). 40,683

COUNTY ADMINISTRATOR’S RECOMMENDATION SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount 1 Restoration of services and supplies for EOC equipment, and materials for emergency preparedness 18,243 training and outreach.

2 Increase .5 FTE Administrative Aide to full time ($39,533) and associated costs ($1,150). 40,683

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Hazmat Decrease appropriations for Extra Help ($5,049). Rebudget Small Tools 14,844 (5,049) 19,893 and Information Systems New Projects funded by FY 05-06 hazmat restitution revenue ($19,893). Emergency Management Rebudget BZPP Grant (-$29,039) and Homeland Security Grants for 631,225 1,210,699 (579,474) 2004 (-$222,219) and 2005 (-$328,216). CSA #40- Fire Services Rebudget San Antonio FEMA grant ($1,411), SAFER grant ($64,598), 184,681 172,681 12,000 Communications Grant ($119,134), Wildland Safety Boot Grant ($23,198), increase appropriations for audit ($12,000), and reductions for Infineon contract ($35,660). CSA#40- Sea Ranch Increase appropriations for CDF Contract. 118,548 0 118,548 ISD Changes Rebudgeted Computer Improvements Emergency Services - Haz Mat 4,780 0 4,780 Emergency Management 2,856 0 2,856 Other Changes Recurring Restoration of services and supplies for EOC equipment and materials $18,243 0 $18,243 for emergency preparedness training and outreach.

TRANSPORTATION AND PUBLIC WORKS

Department Head: David D. Knight

DEPARTMENTAL DESCRIPTION

The Transportation and Public Works Department provides road construction and maintenance services and directly provides or administers contracts for the provision of various public utility services. The 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. For budgetary purposes, the Transportation and Public Works Department has been grouped into 11 divisions.

Roads The 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 1,387 miles of roadway and over 300 bridges within the county.

Integrated Waste (Refuse) The Integrated Waste Division is an enterprise fund which finances integrated waste management activities throughout the county, including operation of a methane gas recovery-electrical generating facility; six transfer stations; post-closure monitoring and maintenance of seven 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 The Transit Division oversees 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 1seasonal serving the Sonoma Coast

Airport The 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, 454 based aircraft, covered storage for 367 aircraft, and uncovered tie-down spaces for 120 aircraft.

Northern Sonoma County Air Pollution Control District (NSCAPCD) The NSCAPCD was established to prevent the emission of air pollution from "stationary sources” through enforcement of rules and regulations enacted by its Board of Directors, the Board of Supervisors. The Directors appoint the Air Pollution Control Officer and members of the District’s Hearing Board. Major activities include issuing authorities to construct and permits to operate for enterprises that produce and release pollutants into the atmosphere, issuing burn authorizations, monitoring ambient air quality, inspection and source testing, and administration of state and regional programs for air pollution monitoring and reduction.

Special Projects The 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, such as the post landslide stabilization projects as a result of the 1998 flood emergency.

Heavy Equipment This Internal Service Fund 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) The GHAD, 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 The 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 The 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) The Road Maintenance 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.

FY 05-06 Accomplishments

• Secured commercial passenger air service with Horizon Air for the Charles M. Schulz - Sonoma County Airport.

• Completed the construction of a new airport passenger screening/waiting area, runway safety area improvements, and security improvements.

• Concluded the Northern Sonoma County Air Pollution Control District’s first Woodstove Change-Out Program in collaboration with the Russian River Redevelopment Agency, resulting in 73 high polluting stoves and fireplaces being replaced.

• Completed construction of Phase I of the Windsor Intermodal Facility, a transportation hub that can be used by bus, taxi, and rail.

• Converted 100% of the heavy-duty bus fleet to run on clean, compressed natural gas.

• Improved and expanded ADA paratransit service hours by 15% that resulted in a “no-denial” level of service.

• Completed construction of the pipeline to transmit leachate collected at the Central Landfill to the Santa Rosa water treatment plant, which will ultimately result in reduced leachate disposal costs.

• Obtained federal funding and used Proposition 42 as matching funds to award over $9 million in an overlay contract for various roads within the county.

FY 06-07 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.

• Increase transit system ridership by 4%.

• Evaluate the entire organization structure of the Refuse Enterprise from a landfill-based business model to an out-haul business model and pursue all feasible operational and cost-efficiency measures to reduce the ongoing cost of the existing regional disposal system.

• Work with cities and the Sonoma County Waste Management Agency to amend the Countywide Integrated Waste Management Plan to reflect long-term out-haul disposal and to establish agreements for city participation in the regional out-haul solution.

• Work with cities to address the unfunded amounts for closure of county landfills.

FINANCIAL SUMMARY *

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Special Projects - General Fund 364,325 359,395 (1.4) 173,325 331,195 91.1 Roads - Special Fund 68,097,468 68,894,567 1.2 2,166,992 6,070,330 180.1 Integrated Waste - Special Fund 45,841,684 45,349,705 (1.1) 11,439,595 5,756,127 (49.7) Transit - Special Fund 27,333,527 24,585,736 (10.1) 217,230 2,175,000 901.2 Airport - Special Fund 6,798,919 7,206,807 6.0 369,753 1,299,242 251.4 NSCAPCD - Special Fund 1,968,543 1,910,329 (3.0) 329,240 259,801 (21.1) Heavy Equipment - Special Fund 3,348,928 3,430,588 2.4 515,228 686,988 33.3 Rio Nido GHAD - Special Fund 10,000 10,000 0.0 7,250 5,200 (28.3) Water Sys Svc Areas - Special Fund 852,028 775,949 (8.9) 218,552 119,036 (45.5) Lighting Districts - Special Fund 1,061,570 977,472 (7.9) 374,125 222,210 (40.6) Road Maint Districts - Special Fund 7,210 2,410 (66.6) (7,548) (13,955) (84.9)

TOTAL FINANCIAL 155,684,202 153,502,958 (1.4) 15,803,742 16,911,174 7.0

* Due to the nature of work and financing mechanisms, expenditures and use of fund balance can vary substantially from year to year. The proposed FY 06-07 budget for Roads, Integrated Waste, Transit, and Airport Division budgets show a FY 05-06 adopted budget that excludes prior year project expenditure encumbrances. A similar adjustment to offset prior year project encumbrances for the FY 06-07 budget will take place during technical adjustments. These adjustments will mitigate the large variances in the use of fund balance shown in the proposed budget. The Northern Sonoma County Air Pollution Control District and Water Systems Service Areas changes to use of fund balance are due to increased revenues explained in the narrative below. Changes for the other divisions are primarily due to one-time events in FY 05-06.

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Permanent Positions Adopted Recommended Change Change Roads 175.00 175.00 0.00 0.0 Refuse 54.50 52.00 (2.50) (4.6) Airport 8.00 8.00 0.00 0.0 Air Pollution 6.00 6.00 0.00 0.0

TOTAL POSITIONS 243.50 241.00 (2.50) (1.0)

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Roads County Maintained Miles 1,387 1,387 1,387 Integrated Waste Tonnage 373,048 372,200 383,000 Diverted Tonnage 94,409 98,000 102,000 Transit Passengers 1,259,388 1,326,010 1,392,250 Service Hours 106,007 109,000 110,500 Total Miles 2,052,677 2,110,562 2,139,688 Paratransit Passengers 33,714 33,350 36,882 Service Hours 42,963 42,500 47,000 Service Miles 593,905 587,491 649,716 Airport Aircraft Operations 120,000 120,550 120,200 Airline Passengers 0 0 11,000 Based Aircraft 454 454 454 Lease Tenants 36 42 42 Air Pollution Control Permits to Operate 114 25 25 Air Quality Samples 310 310 310 Field Inspections 470 450 475 Complaints 5 12 12 Federal Title V Permits 0 4 1 Burn Permits 3,160 3,400 3,300

SUMMARY OF KEY ISSUES

ROADS

• Winter storm flooding in December 2005 and January 2006, followed by record rains through April 2006, severely damaged the county roads system. Preliminary estimates, at the time of this writing, anticipate storm damage to local roads at approximately $12 million, which exceeded the available funding in FY 05-06 by a substantial amount. In order to make the necessary damage repairs, the department deferred scheduled roads maintenance for the balance of the year and reprogrammed those funds toward storm damage repair. It is estimated that $6 million will be expended in FY 06-07 for storm damage repair. Pursuant to the declaration of a local emergency, some of the funding may be made available in FY 06-07 from the Federal Emergency Management Agency (FEMA), the Federal Highway Administration (FHWA), and the state. A comprehensive assessment of damage from the two declared events; the likelihood of reimbursement from FEMA, FHWA, and the state; and the timing of the reimbursements, along with various response options, will be brought to the Board at a later date.

• Recommended Road Division Capital Project expenditures for FY 06-07 total $27.4 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 42, and Traffic Mitigation Fees. Additionally, $8.5 million in various overlay projects throughout the county’s road system is scheduled to be completed in FY 06-07. However, a final storm damage estimate needs to be developed, along with a determination of the reimbursements from federal and state sources. If these reimbursements are not realized as anticipated, staff may recommend reprogramming project funds for storm damage repair.

• 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 $700,000 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 stormwater runoff pollution. In accordance with the NPDES implementation plan approved by the Board of Supervisors February 25, 2003, the proposed FY 06-07 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. Of the $700,000 included in the budget, $51,000 reflects the new costs for FY 06-07.

INTEGRATED WASTE (REFUSE)

• The County-owned and operated system of landfills has historically been the disposal site of the solid waste generated by residents of Sonoma County cities and the unincorporated county. The most recent active landfill, the Central Disposal Site (CDS) was unable to continue with its expansion plans to accept the ongoing waste stream after the State Regional Water Quality Control Board prohibited the expansion subsequent to finding constituents of concern in the groundwater. Without the required expansion, the CDS reached capacity in September 2005. As of October 2005, 100% of the county’s solid waste is being transported by truck to landfills outside the county. The shift to 100% outhaul is a fundamental change in the Integrated Waste Division’s work. As directed by the Board of Supervisors in May 2006, the department is evaluating the entire organization structure of the Refuse Enterprise from a landfill-based business model to a permanent out-haul business model and is continuing to pursue all feasible operational and cost-efficiency measures to reduce the ongoing cost of the existing regional disposal system. As part of the interim out-haul that began in FY 05-06, the department eliminated 3 permanent positions and 3.4 FTE extra help positions. The proposed budget includes additional cuts of 2.5 vacant permanent positions and 2.0 FTE extra help positions. The department will bring additional reductions to the Board of Supervisors in July 2006. The department will continue to evaluate the organization structure and business model to recommended additional reductions at a future date.

• The Integrated Waste Division charges tipping fees based on system-wide costs, to handle and dispose of the solid waste. As was mentioned earlier in this narrative, the department was unable to expand the Central Disposal Site, requiring the outhaul of the county’s solid waste starting in FY 05-06. The outhaul increased the cost of waste disposal, which should have resulted in an increased tipping fee. However, at the time, it was unclear whether the Central Disposal Site would obtain the necessary permits and reopen, or if the outhaul would be the long-term solution. The tipping fee, therefore, was not increased in FY 05-06, and the additional $8.9 million in budgeted expenses were paid by the Refuse Fund balance. Now that it is known that the outhaul is the permanent solution, tipping fees have been adjusted to reflect actual costs. The proposed budget has been prepared assuming a commercial compacted tipping fee rate of $82 per ton, which is a $12 (17%) increase from previous years, and includes the additional $1 surcharge for recycling services approved by the Sonoma County Waste Management Agency in April 2006.

OTHER DIVISIONS

• Highway 101 is undergoing a major expansion through the Santa Rosa corridor. The construction process is expected to create traffic delays in central Santa Rosa. These delays may impact Sonoma County Transit and Paratransit operations during FY 06-07. However, at the time of this writing, the construction had not fully started, therefore, the impacts are not yet known. The proposed budget includes additional service hours to provide operational flexibility to mitigate construction related delays and disruptions.

• Commercial airline service will resume at the Charles M. Schulz-Sonoma County Airport early in 2007 as Horizon Air begins passenger service to and from Los Angeles and Seattle. The recommended budget was prepared with revenue and expenditure assumptions associated with airline activity, and anticipates increased revenue from a new automobile parking facility, to be constructed in FY 06-07, to accommodate the expected demand upon resumption of air service.

• All four of the county’s small water districts are requesting water usage rate increases in FY 06-07. Due to relatively small customer bases, necessary upgrades, and high maintenance costs for the districts’ water systems, these small districts will continue to be adversely affected by ongoing cost-of-service escalations. At least one district (Freestone), could require additional near-term support in the form of grant monies from the county’s Water Fund or increase rates more significantly in order to fund its continued operation (see appendix following this narrative for water rates, usage, and special fund balance information). EARLY AUTHORIZATIONS

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 2,265,120 Six Replacement Vehicles (Paratransit) 144,070 GPS System for Paratransit Fleet 22,899 Accounting System Upgrade 25,000 Video System Replacement 103,750 Refuse Sweeper Truck 65,938 Heavy Equipment Five-Yard Truck 95,000 Ten-Yard Truck 120,000 Mowers 80,000 Heated Asphalt Insert 60,000 Radios/Lightbars 5,000

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department totaling $821,725 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS

None. The Director of Transportation and Public Works concurs with the recommended budget.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Special Projects Increase appropriations for Comcast grant pass-through to Sonoma Valley 35,831 35,831 0 High School ($35,831) and traffic preemption devices in County Fire Protection District ($17,000), decrease appropriations for Engineering ($17,000), increase revenue for Comcast grant funds ($35,831). District Formation Rebudget unspent FY 05-06 appropriations for Larkfield-Wikiup Water. 42,884 0 42,884 Water Fund Water System Assistance loan for Bodega Water Company. 70,000 0 70,000 Northern Sonoma County Air Pollution Control District Increase appropriations for Vehicle Pollution Mitigation Program and 521,298 90,356 430,942 Woodstove Change-Out grant expenditures associated with available grant funding. Increase estimated revenue for Air Quality Permit Fees due to Rule 300 and 310 changes and Russian River Redevelopment Agency grant funding for Woodstove Change-Out program. Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Integrated Waste Division Increase appropriations for revised out-haul cost estimates, increases for 2,829,197 1,820,954 1,008,243 operation and maintenance of transfer stations, a 6% brokerage fee for sales of heavy equipment, and to rebudget a contribution to Transit Enterprise not expended in FY 05-06. Reduce appropriations for maintenance due to sale of landfill equipment, for professional services and other maintenance costs for local projects to reflect completion of work in FY 05-06, and lower pass-through fees to the Sonoma County Waste Management Agency for wood waste and yard debris. Adjust other miscellaneous appropriations as appropriate. Increase estimated revenue for the sale of landfill equipment and special fee revenues (mattresses, copy machines and tires). Transit Increase appropriations for rebudgeted capital improvements (Terminal 3,327,472 5,667,830 (2,340,358) and Route Improvements), mobile equipment, depreciation and other miscellaneous categories. Decrease appropriations for purchased transportation and facility improvements to adjust to known FY 06-07 costs. Increase estimated revenue for terminals and route improvement to account for actual grant funding available. Roads Decrease appropriations for capital projects based on FY 05-06 carryover (2,968,946) 4,464,542 (7,433,488) encumbrances and revised FY 06-07 project costs, plus various minor adjustments to other expenditure categories. Increase appropriations to allow for operating transfers to fund the local match for revised capital projects estimates. Increase estimated revenue for federal funding related to winter/spring storm site work completed in FY 05-06, rebudgeting of capital projects revenues and various adjustments to other revenue categories. Airport Enterprise Adjust expenditures to allow for additional maintenance facilities/hangars, (511,604) (321,798) (189,806) repair of sidewalks for ADA compliance, property acquisition, and operating transfers. Rebudget appropriations for various capital revenue and expenditures. Decrease expenditures for sewer and advertising.

APPENDIX

ROADS CAPITAL PROJECTS Bridges Overlays/Road Improvements

Bridge - Korbel Summer Bridge - Odd Fellows Rd. 251,277 ADA Projects - Various 173,000 Bridge Replace - East Shiloh Rd. at Pruitt Creek 301,500 Airport Blvd Railroad Crossing 45,000 Bridge Replace - Laughlin Rd. at Mark West Creek 490,000 Airport Blvd. Widening - Regional Parkway to Hwy 101 150,000 Bridge Replace - Porter Creek Rd. over Porter Creek 311,000 Arnold Dr. Shoulder Widening Imp. PM 18.02-18.27 0 Bridge Replace - Riverside Dr. over Sonoma Creek 1,478,799 Bodega @ Skillman Intersection Improvements 71,000 Bridge Seismic - Annapolis Rd. over Gualala River 774,000 Bodega Pedestrian and Bike Pathway 20,000 Bridge Seismic - Crocker Rd. Bridge over Russian River 5,382,101 Dry Creek Rd. @ Hwy 101 S/B offramp 70,000 Bridge Seismic - Wohler Bridge over Russian River 124,000 East Railroad Drainage Study 30,000 Bridge Seismic Replace - Boyes Blvd. over Sonoma Ck. 188,000 Forestville Bypass 830,500 Research & Development for Future Projects 59,000 Fulton CDBD Sidewalk Improvements 340,000 Total 9,359,677 Hwy 12 Phase 1B - CDC Redevelopemnt 10,000 Signals Hwy 12 Phase II (Stage 1) - CDC Redevelopment 870,000 Adobe Rd. @ East Washington Signal 825,000 Hwy 116 @ Sonoma Transfer Station Left Turn 0 Airport Blvd. Signal Mods @ Aviation Blvd for 7-lane config 335,000 Mark West Springs Rd. Left Turn Ursuline Rd. to Quietwtr 50,000 Arnold Drive @ Agua Caliente Signal Improvement 130,000 Mark West Springs Rd.-Widening 101 offramp to E. Fulton 195,500 Eighth Street East/Hwy 121 Signalization/Channelization 95,000 Mark West Springs Rd./Michelle Way - Intersection Imvts. 90,000 Hwy 12 @ Agua Caliente Signal - Caltrans Co-op 155,000 Mirabel Shoulder Widening 200,000 Hwy 116 @ Mirabel Rd. Signalization 124,000 Moorland Ave. Reconstruction 1,206,000 Old Redwood Hwy North at Ely Signalization 60,000 Pavement Marker Program 100,000 Research & Development for Future Projects 37,000 Penngrove ADA Sidewalk Improvements 300,000 Sant Rosa Ave. @ Mountain View Signal/Channelization 56,000 Penngrove Traffic Mitigation Analysis 0 Santa Rosa Ave. Signalization @ East Robles 250,676 Penngrove - Measure M 200,000 Stony Point Rd. @ Roblar Rd. Signalization/Channelization 80,000 Research & Development for Future Projects 94,575 Total 2,147,676 Riebli Rd. at Farmstead 80,000 River Rd. at Sunset Beach Park Left Turn Channelization 20,000 Slurry Seal Program 150,000 Western Ave. Widening, Cleveland Ave. to Windsor 694,000 Total 5,989,575 Federal Projects Overlays - Various 8,522,960 River Rd at Eagles Nest 551,350 Kinley Drive Guarddrail 218,000 Old Redwood Hwy Bike Lanes 660,000 Research & Development for Future Projects 25,000 Storm Damage - Capital 0 Total 9,977,310

TRANSPORTATION & PUBLIC WORKS SPECIAL FUNDS

Beginning Ending Balance Balance Special Projects - District Formation 134,181 127,381 Airport Operations 348,117 241,546 Airport Land Acquisition 20,216 20,216 Airport Airfield Improvements 7,764 7,764 Roads Mitigation - Countywide 10,271,576 8,545,076 Roads Mitigation - Sonoma Valley 466,435 275,031 Roads Mitigation - Moorland Avenue 2,205 790

TOTAL 11,250,494 9,217,804

SMALL WATER DISTRICT USEAGE RATES

Average Equivalent Gallons per Single Month per Change From Total Change From Dwellings Change From Usage Connection FY 05-06 Connections FY 05-06 (ESD) FY 05-06

Fitch Mountain 5,600 (128) 336 1 366.0 6 Salmon Creek* 2,693 (224) 99 (1) 103.0 1 Freestone ** 6,200 200 26 0 27.0 1 Jenner 3,000 0 124 2 135.0 1

Annual Sale of Water Flat Monthly Base Change From (per 1000 Change From Charge for Change From Ending Fund Customer Costs Rate FY 05-06 gallons) FY 05-06 Debt FY 05-06 Balance

Fitch Mountain 30.00 0.00 4.30 0.50 323.00 0.00 133,113 Salmon Creek* 33.00 0.00 6.30 1.00 330.00 0.00 99,744 Freestone** 40.00 0.00 6.50 1.00 250.00 0.00 10,919 Jenner 33.00 0.00 6.50 0.50 430.00 0.00 170,177

*Salmon Creek usage data is converted from hundred cubic feet (HCF) for comparison. **Freestone average usage data is skewed due to a single large commercial user and few users.

SONOMA COUNTY WATER AGENCY

Department Head: Randy D. Poole

DEPARTMENTAL DESCRIPTION

The Sonoma County Water Agency is a countywide special district whose mission 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 Board of Supervisors serves as the Board of Directors of the Water Agency. The four key functions of the agency are water supply, water transmission, flood control and wastewater collection and treatment. As 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, Forestville, 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 also provides some services to other entities within the county such as drainage review plan checks or responding to emergencies involving pipelines outside of its own infrastructure. The Water 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 its 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 of the agency. The agency’s Strategic Plan (Plan) guides its activities to achieve its mission. The Plan also provides goals and objectives for the agency as a whole and for each of the functional areas within the agency. The Plan contains the following goals:

• Provide a safe and reliable water supply in an effective and environmentally sound manner.

• Provide flood protection in a manner that balances public safety and environmental protection.

• Provide wastewater and recycled water services at a reasonable cost while protecting people and water quality.

• Develop partnerships and research for the science-based management of water resources.

• Be responsive to our customers’ needs; build trust and credibility with stakeholders.

• Manage agency funds to ensure the continuity of operations, viability of agency programs, financial integrity, and conservation of public trust.

• Promote and sustain a safe, productive, and empowered workforce that advances the agency’s mission and values.

• Conduct business activities in a manner that encourages efficiency, safety, and continuous improvement.

To implement the last of these goals, the agency has initiated a number of internal continuous improvement activities including:

• Strategic plan development, implementation, and monitoring.

• Implementing project management processes and status monitoring.

• Implementing metrics and balanced scorecard performance measurement.

• Execution of the Information Technology Strategic Plan.

• Raise the awareness of excellence in the workplace by recognition of agency achievements through California Award for Performance Excellence (CAPE) and national Malcolm Baldridge Award program applications.

• Completing an organizational assessment and design.

• Provide operations sustainability, including the installation of 2,000 kilowatt (kW) solar power generation capacity to reduce energy costs at the agency’s facilities.

• Recruitment planning to attract and retain top-level staff. FY 05-06 Accomplishments

• Made significant progress toward completing a new Water Supply Agreement with the agency’s water contractors.

• Made significant progress toward completing a Draft Supplemental EIR for the Water Supply and Transmission System Project. • Completed several major water supply and transmission projects including, the Eldridge-Madrone Pipeline Project, Water Collector #6 Project, Kawana Springs Tank #2 Water Storage Project, and Water Transmission System Emergency Power Project.

• Completed several major sanitation projects including the Sonoma Valley Advanced Wastewater Treatment Upgrade, the South Park County Sanitation District Corby Avenue, and Kenmore Lane Sewer Line Replacement Projects.

• Completed the Photovoltaic Project at the agency administrative facility.

FY 06-07 Objectives

• Obtain Biological Opinions from National Marine Fisheries for diversion facilities, transmission system, and operation of the Russian River Project.

• Complete negotiations and obtain contractor approval of a new water supply agreement.

• Complete the Supplemental EIR for Water Supply and Transmission System Project.

• Complete the Photovoltaic projects for the Airport-Larkfield-Wikiup Sanitation Zone and Sonoma Valley County Sanitation District wastewater treatment facilities to reduce operational energy costs.

• Fund and implement upgrade projects at the Occidental CSD to elevate its operations to a Standard Level of Service.

• Implement new project management and financial management technology systems.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Admin & General - Spec Funds 33,626,348 37,157,443 10.5 1,255,829 (1,415,623) (212.7) Flood Control - Special Fund 23,000,245 18,972,084 (17.5) 16,336,838 7,314,784 (55.2) Water Supply - Special Fund 7,607,166 12,428,222 63.4 1,316,088 2,028,320 54.1 Water Trans Sys - Spec Fund 55,148,435 42,992,251 (22.0) 15,668,018 8,005,809 (48.9) Internal Service Funds 9,855,040 5,519,535 (44.0) 1,942,124 379,232 (80.5) Sanitation Dist & Zones-Spec 50,411,642 33,929,425 (32.7) 28,515,634 5,070,919 (82.2)

TOTAL FINANCIAL 179,648,876 150,998,960 (15.9) 65,034,531 21,383,441 (67.1)

Fiscal Year 06-07 Financing Sources - $151,000,000

$2,400,000 $6,900,000 $4,300,00 $19,100,000 Property Tax $24,700,000 Benefit Assessment Sanitation Charges Water Sales Grants/Loans Interest $18,400,000 $37,700,00 Miscellaneous Operating Transfers $1,700,000 Reimbursements

$14,400,000 Fund Bal/Net Cost

$21,400,000

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change

Admin & General 200.00 206.00 6.00 3.0

SUMMARY OF KEY ISSUES ADMINISTRATION For FY 06-07, activities planned to achieve the strategic plan goals are as follows.

• The agency will implement 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, and employee opinion surveys. These activities are paid for through the agency’s general fund. Revenues for the general fund come primarily from property taxes. FY 06-07 revenue is increasing largely due to the elimination of the two-year transfer required by the state to the Educational Revenue Augmentation Fund (ERAF). Revenue increases will offset the increases in expenditures and reduce the use of the general fund balance. The use of general fund balance is projected to decrease by $2.6 million with an ending fund balance of $5.9 million.

• The agency has completed an Information Technology Strategic Plan to guide upgrades to its information systems over the next 3-5 years. The Information Systems Department is working with the agency on recommended projects to implement the plan. Projects for FY 06-07 include hardware and software to improve financial management, project management, and agency information accessibility to employees and the public. The agency will also be upgrading its Geographic Information Systems (GIS) capabilities.

• Eight new positions are recommended to assist in meeting the agency’s goals in all areas of responsibility by providing the level of service and expertise required to meet the functional and regulatory requirements described in the agency mission. Two Geographic Information Technician positions are included to support the increased reliance on GIS for agency projects and data. Two Water Agency Engineer positions are recommended for increased capital projects planning, ongoing operations and maintenance activities, and ground water management. One Environmental Specialist position is recommended for increased workload in permit processing for on-going agency maintenance and operations projects. One Water Programs Specialist is being added to support the agency’s increased demand for public relations activities and supplying information to the public. One Network Analyst is being added to support the implementation of the agency’s Information Technology Strategic Plan. Finally, one Senior Office Assistant is recommended to support growth in the engineering design and planning functions. New position costs will be financed by the agency’s various enterprise activities, increased property tax revenues, and a reduction in two vacant permanent positions.

FLOOD CONTROL The Flood Control Division includes six flood control zones and the Warm Springs Dam special revenue fund. The Warm Springs Dam project was established in FY 00-01 within the Water Agency General Fund to create an operations fund separate from the existing Warm Springs Dam Debt Service Fund. Warm Springs Dam property tax revenues and expenditures for bank maintenance and erosion control are recorded in this fund. In November 1996, voters in Zone 1A and Zone 2A approved new ten-year benefit assessments to finance design and construction of flood control projects in their respective zones. The benefit assessments end this year. The agency is analyzing mechanisms to be able to extend them.

The agency’s goal for Flood Control is to provide flood protection in a manner that balances public safety and environmental protection. Activities planned to accomplish this goal are:

• Develop a maintenance manual, revise flood control design criteria, and prepare an environmental document in order to obtain long-term programmatic permits for flood protection maintenance.

• Update 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.

• Develop a plan for a stream flow monitoring system.

• The recommended budget contains $10.7 million for maintenance work and capital projects within the zones to move toward achieving the stated goal. This is a decrease of $7.3 million from the previous year primarily due to the completion of several projects in Zone 1A (Laguna Mark West) and Zone 2A (Petaluma), fewer construction projects planned for FY 06-07, and reduction in Endangered Species Act compliance costs. Major projects for FY 06-07 include the Brush Creek Conduit 42A Extension and the Pacific Avenue Conduit Phase I in Zone 1A. • Warm Springs Dam Fund expenditures are increasing $3.3 million for the U.S Government for operation and maintenance of the Warm Springs Dam, for the U.S. Geological Survey for maintaining stream gauges on the Russian River drainage system, cooperative water investigations, and debt services payments.

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 to accomplish the goals are:

• Obtain Biological Opinions for diversion facilities, transmission system, and operation of the Russian River Project.

• Conduct studies to assess and analyze the benefits and impacts of reducing flows in the Russian River and modifying State Water Resources Control Board (SWRCB) Decision 1610.

• Continue to perfect and protect all agency water rights.

• Implement measures identified in the water system security vulnerability assessment.

• Construct infrastructure necessary to meet current and future needs of the agency’s customers.

• Prepare Environmental Impact Report for the Water Supply and Reliability Project.

• Complete the Urban Water Management Plan and Future Water Demand Analysis.

• Execute a restructured agreement for water supply, new MOU for temporary impairment, and related agreements.

• Conduct natural hazard reliability assessment of diversion and transmission facilities.

• Conduct transmission system operational assessment for existing and future demands.

• Fully implement the California Urban Water Conservation Council’s best management practices within the agency’s service area.

• Through these programs and ongoing maintenance and operations of the Water Supply and Transmission systems, the agency delivered an average of 63,900 acre-feet of water per year over the period February 2003 through February 2006. The agency also generates a portion of its electrical power needs from operation of the Warm Springs Dam hydroelectric plant.

• The Water Supply function includes the construction projects and debt service obligations related to the agency’s water supply. These funds are used to finance the debt service obligations of Warm Springs Dam, to finance water supply and erosion control activities along the Russian River, and to secure and defend the agency’s appropriative water rights. This function also includes program costs to convert recycled water to beneficial use. Total expenditures of $12.4 million, an increase of $4.8 million, is primarily the result of increased debt service payments and recycled water studies and projects.

• Water Transmission System expenditures for FY 06-07 total $43 million. Expenditures include $2.7 million for water conservation efforts and $1.9 million for recycled water programs. Additionally, $25.0 million will be spent on operating and maintaining the Water Transmission System facilities and infrastructure. Capital projects to construct new facilities or replace existing worn-out facilities are budgeted at approximately $8.0 million. Major projects for FY 06-07 include purchase of the Oakmont Pipeline and the Brush Creek Conduit Project. Recommended expenditures include approximately $5.0 million for studies and activities related to Water Supply, Water Rights, Environmental Impact Reports, Irrigation Studies, and Watershed Reuse projects.

• On April 18, 2006, the Board of Supervisors approved a 4.3 to 4.7% increase in water rates. This includes approximately $1 million for the first year of a four-year program to rebuild the fund balance from its current level of roughly 1½ months to the Water Advisory Committee (WAC) approved level of 3 months operating expenses.

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.

• 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 costs for capital improvements have decreased due to completion of some projects and lack of accumulated fund balance to finance new projects for some entities. The FY 06-07 sewer service rates are proposed to increase between 3.0% and 10.0% for the various sanitation districts and zones. The rate increases for these districts and zones are necessary to fund operational needs, some capital program expenditures, and to build fund balances to levels that will allow for future capital improvements.

• Beginning in FY 95-96, a capital replacement program was implemented within the sanitation districts and zones to provide for long-term replacement of existing facilities that are worn out or in disrepair. Investment in capital replacement will extend the life of existing facilities at current sanitation standards and will 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.

• 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.

• Minimum Level of Service: Includes services necessary for the protection of public health, employee safety, and public safety.

• Standard Level of Service: Includes services necessary to operate and maintain the sanitation systems in order to limit or reduce the risk of (1) service interruption and (2) violations of the respective National Pollutant Discharge Elimination System (NPDES) permit or Waste Discharge Requirements issued by the Regional Boards.

• Asset Preservation Level of Service: Includes services and programs necessary to (1) operate, maintain and replace facilities and equipment within the sanitation systems in order to preserve the system's assets, (2) provide a beneficial impact on the quality of life in the community, and (3) provide economic savings to the ratepayers through optimizing life cycle costs.

Occidental CSD – Projected to operate at Minimum Level of Service during FY 06-07

• The Occidental County Sanitation District is facing very serious financial and operational difficulties. Operating revenues and the District’s fund balance are inadequate to fully support required maintenance and facility improvement costs. The agency’s General Fund has contributed nearly $1.0 million since FY 97-98 with additional contributions anticipated for FY 06-07.

• The FY 06-07 budget calls for $1.9 million for replacing and rehabilitating the sewer collection system. This will be funded by a combination of federal grants and loans. If grants and loans are not available the upgrade will not take place.

• 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 06-07

• 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.

• FY 06-07 budgeted expenditures are decreasing due to the completion of capital projects in FY 05-06 to upgrade the plant’s capability. Additional projects are anticipated and will be in the planning stages during FY 06-07. New projects include an EIR for Disposal Irrigation; design for expansion of the system to distribute recycled water; CEQA compliance and design costs for an equalization basin to provide additional storage capacity during peak influent flows; and construction costs, CEQA compliance, design and contract administration costs for new disinfection treatment facilities at the treatment plant to comply with increasingly restrictive regulatory requirements for discharge to the river.

Sonoma Valley CSD– Projected to operate at Asset Preservation Level of Service during FY 06-07

• The Sonoma Valley CSD provides sewage collection, treatment, and disposal service to the Sonoma Valley area. Wastewater is collected by gravity system and flows to the Sonoma Valley CSD’s wastewater treatment plant for processing. Recycled water is used to irrigate local crops during the summer and is discharged to San Pablo Bay via Schell Slough during the winter. Overall expenditures are proposed to decrease due to completion of several large projects including the Sonoma Valley Advanced Water Treatment Project.

• The District is continuing its program to replace the District’s 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.

• Projects planned for FY 06-07 include environmental compliance and design for an upgrade to the treatment plant’s sludge equipment with a screw-press system; replacement of an existing above-ground hose connected to the reclamation system with an underground recycled water pipeline; an underground pipeline distribution system throughout portions of the southern Sonoma Valley to provide recycled water for agricultural and urban irrigation uses; a tertiary filter system at the treatment plant to produce Title 22 compliant disinfected tertiary recycled water; installation of a 1 megawatt solar power system to reduce energy costs; replacement of an underground fuel tank with and above ground tank; and replacement of a portion of the trunk main between Leveroni Road and East Watmaugh Road.

South Park CSD– Projected to operate at Standard Level of Service during FY 06-07

• The South Park CSD provides service to the South Park area using a gravity collection system and lift station at Todd Road. Wastewater from South Park CSD 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 upgrade the Todd Road lift station before the transfer takes place. There is approximately 13,500 feet of this work that has been completed, with another 3,536 feet currently under construction and contracts awarded for 7,439 feet for replacement in FY 06-07 and FY 07-08. Continued replacement of the collection system and other improvements are dependent upon the ratepayers in the district approving necessary increases to cover the costs, interest, and principal payments of future financing.

• The District is also working with the City of Santa Rosa to transfer billing responsibility for the district to the City’s flow based payment process. If this can be accomplished, it will tie the individual ratepayers’ payments much more closely to the actual wastewater they generate based on wintertime metered water use. In order to be revenue neutral, some ratepayers will pay more overall, while smaller families and those who conserve water usage inside the home will pay less. Continuing discussions with community groups have indicated that many residents in the District support this change.

• On December 12, 1998 the North Coast Regional Water Quality Control Board (NCRWQCB) released a draft Cleanup and Abatement Order (CAO) 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 4 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.

• The FY 06-07 proposed budget calls for a decrease in overall expenditures resulting from completion of capital replacement projects including the Corby Avenue and Kenmore Lane sewer line replacement projects. Several new projects are currently in the design phase and anticipated to be built beyond FY 06-07. Planned projects include design costs to replace existing sewer along Moorland Avenue between West Robles Avenue and Todd Avenue and replacing existing sewer along East Robles Avenue between Hwy 101 and Brooks Road including Delores Lane.

Sea Ranch Sanitation Zone– Projected to operate at Standard Level of Service during FY 06-07

• The Sea Ranch Sanitation Zone consists of two wastewater collection and treatment systems located in Central and North Sea Ranch. These facilities provide treatment to secondary wastewater treatment standards. Treated wastewater from both facilities is disposed of through irrigation. The Sea Ranch Association operates and maintains the Sea Ranch Sanitation Zone facilities for the agency. The agency and the Association continue to investigate options for the continued operation of the Zone. Options being considered include executing an agreement between the agency and the Association for continued operation of the sewer facilities and the transfer of all assets, liabilities, and management responsibilities to the Association.

• The FY 06-07 budget includes plans for a project to consolidate the two treatment plants for shared wastewater treatment and storage capacity in emergencies and to mitigate potential North Coast Regional Water Quality Control Board violations. As a result, expenditures are projected to increase due to environmental analysis, engineering design, and construction work.

Penngrove Sanitation Zone– Projected to operate at Standard Level of Service during FY 06-07

• 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 awarded a contract for the design, construction, and operation of a new wastewater treatment plant that meets advanced (tertiary) wastewater standards. The project is expected to cause a significant increase in the annual sewer service charge over the next several years.

• The proposed budget for FY 06-07 calls for a decrease in overall expenditures due to the completion of the “L” pipe replacement project in FY 05-06.

• 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.

Geyserville Sanitation Zone– Projected to operate at Asset Preservation Level of Service during FY 06-07

• 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. Proposed expenditures are the same as in the previous fiscal year.

Airport/Larkfield/Wikiup Sanitation Zone– Projected to operate at Standard Level of Service during FY 06-07

• The Airport/Larkfield/Wikiup Sanitation Zone treats water to tertiary standards with a permitted capacity of 0.9 million gallons per day (mgd). FY 06-07 budgeted expenditures are decreasing as a result of installing a 500 kW solar power system to reduce energy costs in FY 05-06.

• Planned projects include CEQA compliance and design for an additional aeration basin at the treatment plant to increase the treatment plant capacity, CEQA compliance, design, and contract administration to remove accumulated sludge in settling ponds #1 and #2 to restore the treatment capacity of the ponds, and contract administration to remove an existing underground diesel storage tank and replace it with a new above-ground tank.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Admin./General Increase appropriations for new facility rental charges ($1.4 million) to 1,521,464 210,000 1,311,464 the ISF Facilities Fund and other overhead expenses and a contribution to the Airport-Larkfield-Wikiup Sanitation Zone to address filtration system issues ($400,000); recognize reimbursement for the Sonoma Valley Groundwater Study ($70,000) and for the Monte Rio Sewer Project ($140,000). Flood Control - Special Revenue Increase and adjust appropriations for project rebudgets, ESA compliance 4,629,000 0 4,629,000 and renewal of benefit assessments for each zone. Zone 1A projects ($1.3 million) include Matanzas Creek Reservoir Sediment Removal, Carriage Lane Storm Drain and Southern Santa Rosa Area Drainage Study. Flood Zone 2A projects ($2.6 million) include the H Street Drainage System, Denman Ranch Phase 3, Corona Road-Denman Reach Floodwall. Water Supply Increase appropriations for Sheriff's Department enforcement of Chinook 109,150 0 109,150 Salmon management. Water Transmission Increase and rebudget appropriations for various projects to maintain and 24,175,267 12,281,571 11,893,696 improve facilities including the South County Pipeline Transmission project ($5.8 million), the Wohler-Mirabel 12kV project ($2.5 million), the Recycled Water Program ($2.9 million), and for transfers for the new funds created pursuant to adoption of the Restructured Agreement for Water Supply ($8.4 million). ISF Funds Increase appropriations for design of the new Operations Center and to 952,670 2,420,670 (1,468,000) reflect rent charges to the Agency's General Fund for facilities. Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Sanitation Airport/Larkfield/Wikiup Sanitation Zone Increase appropriations to fund treatment plant filtration system and 496,200 3,180,000 (2,683,800) irrigation automation projects and recognize revenues for the solar power project and filtration system projects. These revenues will result in a reduction in net cost to the zone. Geyserville Sanitation Zone Increase appropriations for operations and maintenance projects. 47,000 0 47,000 Penngrove Sanitation Zone Increase appropriations for operations and maintenance projects. 10,000 0 10,000 Sea Ranch Sanitation Zone Increase appropriations for operations and maintenance projects including 271,000 0 271,000 treatment plant consolidation. Occidental CSD Increase appropriations for irrigation pipe replacement project. 18,000 0 18,000 Russian River CSD Decrease appropriations due to a delay in the Disinfection Upgrades (582,000) 0 (582,000) project. Sonoma Valley CSD Rebudget and increase appropriations for construction of the Tertiary 9,701,000 30,000 9,671,000 Treatment Upgrade and the Trunk Line Replacement projects. South Park CSD Increase appropriations to allow an operating transfer for the Moorland 2,813,500 1,090,000 1,723,500 Avenue and Kiwana Lane Collection System replacement projects. Other Changes Remove funding from H Street Drainage System Project and return back -$1,637,000 0 -$1,637,000 to the Zone 2-A pool for consideration for other projects.

ECONOMIC DEVELOPMENT DEPARTMENT

Department Head: Ben Stone

DEPARTMENTAL DESCRIPTION

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. EDD promotes the creation of new jobs and employment opportunities, the diversification of economic activity, and the strengthening of the county's tax base. EDD has two major functions: 1) provide information and referral services to help local businesses start up, succeed, and grow; and 2) develop and disseminate factual data regarding significant economic activities, trends, and projections for Sonoma County. In addition, the Economic Development Coordinator performs numerous activities on behalf of the Board of Supervisors ranging from coordination to analysis of issues impacting Sonoma County. EDD coordinates a program to improve tourism to Sonoma County via a contract with the Sonoma County Tourism Bureau (SCTB); a non-profit organization funded both by the new Business Improvement Assessment (BIA) and by a contribution of transient occupancy taxes. EDD also promotes tourism by facilitating a film program, primarily by responding to film inquiries, referring services, and partnering with local organizations to encourage filming in Sonoma County.

Department programs also 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.

The "net cost" of the budget is financed by the County Advertising Fund. FY 05-06 Accomplishments

• Successfully completed the first full transition year with the Sonoma County Tourism Bureau.

• Commissioned the Economic Cluster Study to identify workforce development strategies for the county. The outcome of this study is the impetus for FY 06-07 objectives. EDD will continue to review and implement the recommendations of the study as appropriate.

• Created the Economic Development Collaboration Council (EDCC), a group comprised of local representatives from the county, cities, associations, and chambers to promote economic vitality, create synergy, and reduce duplication of effort by using this network to enhance communications and leverage resources.

• Anticipate initiating a program that will implement health and wellness best practices amongst small businesses. FY 06-07 Objectives

• Pursue achievable recommendations of the FY 05-06 Economic Cluster Study including: a) study and identify Hispanic small business/community needs aligned with the county’s strategic plan, b) enhance tourism/hospitality research and statistical efforts, c) develop programs related to the innovation cluster such as an event to stimulate business plan ideas, an economic gardening project, and re-establishing a working relationship with the film task force, and d) develop health and wellness programs for small businesses. FINANCIAL SUMMARY

Total Expenditures Net Costs/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change Economic Dev/Advertising 1,424,864 1,409,457 (1.1) 1,099,514 1,053,207 (4.2) Tourism/Advertising 1,359,859 1,320,252 (2.9) 1,359,859 1,320,252 (2.9) TOTAL FINANCIAL 2,784,723 2,729,709 (2.0) 2,459,373 2,373,459 (3.5)

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change

Permanent Positions 3.50 3.50 0.0 0.0

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Actual Estimated Recommended Events 7 8 12 Attendees 1,000 2,177 2,200 Publications 14 14 14 Labor (Jobs Facilitated) 150 150 150 Page Views n/a n/a 225,000 Unique Visitors n/a n/a 20,000 Film Permits (Agency Reported) n/a 24 30

SUMMARY OF KEY ISSUES

• The 2005/2006 Economic Cluster study completed by Collaborative Economics, Inc. (CEI) identified four vital market clusters: a) county’s growing Hispanic sector, b) tourism/hospitality, c) innovation/creativity, and d) health/wellness.

• As a result, EDD will explore the budding issues and opportunities for small businesses serving the Hispanic sector. With data from the "needs-assessment survey" completed in early 2006 by public and private stakeholders, EDD will prepare a plan of action to develop an outreach plan that will result in workforce training and small business entrepreneurship. No funding appropriations have been requested for this initiative in 2006/2007 as of yet; staff intends to focus on seeking outside backing to finance this effort.

• The Sonoma County Tourism Bureau focuses its efforts on consumer marketing; therefore, through a services agreement it will provide funding to EDD for tourism research and data analysis. EDD services will include the coordination of a workshop with a speaker/panel discussion component focusing on topics such as maximizing room revenues and improving customer service. This contractual relationship addresses the tourism/hospitality cluster need for enhanced business research and statistical analysis.

• There are two specific programs EDD will develop related to innovation/creativity: a) an event soliciting business plans to promote entrepreneurship in Sonoma County and b) an “Economic Gardening” pilot project providing for small and un- established firms to identify specific barriers to their expansion and develop market intelligence to support business expansion.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $90,444 is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS

The Economic Development Department Director concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount 1 Add 1.0 FTE Extra Help Administrative Aide to coordinate, research, develop, and implement 49,498 initiatives to provide job and career opportunities in the “innovation/creativity cluster” in disciplines such as digital technology, arts, entertainment, film, literature, and music.

2 Develop proprietary software to allow direct access to Sonoma County site images database and 24,552 allocate limited agency extra help labor resources to update current film image database.

COUNTY ADMINISTRATOR'S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING Net Cost Priority Description Amount 1 One-time funding to develop proprietary software to allow direct access to Sonoma County site 24,552 images database and allocate limited agency extra help labor resources to update current film image database, subject to transfer of programs to SCTB following completion of system.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Rebudget appropriations authorized by Sonoma County Water Agency & 94,700 94,700 0 Sonoma County Valley Sanitation District FY 05-06 MOUs. Adjustment also includes an increase to salaries & benefits for the water project coordinator. Rebudget costs associated with developing visitor center programs in 40,000 0 40,000 Gualala and Hopland. Increase funding to Sonoma County Tourism Bureau bringing total 39,607 0 39,607 contribution equal with FY 05-06. Other Changes Non-Recurring Increase contribution to develop existing software to allow direct access to 24,552 0 24,552 Sonoma County site images database and update current film image database. Increase county contribution to the new Sonoma County Tourism Bureau. 54,393 0 54,393 Increase funding to increase Extra-Help Intern hours to coordinate, 25,000 0 25,000 research, develop, and implement initiatives to provide job and career opportunities in the “innovation/creativity cluster” in disciplines such as digital technology, arts, entertainment, film, literature, and music.

REGIONAL PARKS

Department Head: Mary E. Burns

DEPARTMENTAL DESCRIPTION

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 and 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; operation of and maintaining an equipment replacement fund. Regional Parks is the lead agency for the Community Partnerships for Youth program.

FY 05-06 Accomplishments

• Initiated updates of the strategic plan; drafted mission and vision, and began developing new goals and objectives for the direction of the department.

• Partnered with the Sonoma County Agricultural Preservation and Open Space District to acquire Tolay Lake Regional Park and began the planning process including interim access and management.

• Completed six new public access and recreational projects through the enhancement or expansion of existing park facilities.

• Continued expansion of the Regional Parks Volunteer Program, which logged over 29,500 hours with 823 volunteers working in partnership with Sonoma State University, Santa Rosa Jr. College, and the Environmental Discovery Center.

• Completed seven Community Partnerships for Youth II projects.

• Complied with the Phase I & II measurable goals under the county municipal storm water permit and management plan requirements, which include education programs, inventory, inspection and clearing of closed pipe systems, and erosion control.

FY 06-07 Objectives

• Complete the update to the strategic plan and implement a department reorganization plan, which better uses resources to accomplish the strategic plan objectives.

• Complete the Draft Environmental Impact Report for the Recreation & Resource Plan 2020, hold appropriate public meetings, and present plan to the Board of Supervisors.

• Improve public access to trails by bringing the Bay Trail Corridor Plan and the Bodega Bay Bicycle and Trail Study for Board of Supervisors’ approval, and partner with the Sonoma County Agricultural Preservation and Open Space District to complete four new trails.

• Create seven new public access and recreation projects at new and existing park facilities.

• Complete a major maintenance assessment plan for all park facilities.

• Complete five Community Partnerships for Youth Phase II projects.

• Complete an inventory and map of parks and grounds storm drainage systems, implement prevention practices, and continue public education per the county municipal storm water permit and management plan.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Regional Parks-General Fund 11,911,095 12,916,490 8.4 4,811,238 5,371,566 11.6 RP - CPY II Spec GF 899,254 709,205 (21.1) 885,340 674,646 (23.8) RP- Equip Repl Other GF 0 19,000 100 (3,150) (8,745) (177.6) Sub-Total General Funds 12,810,349 13,644,695 6.5 5,693,428 6,037,467 6.0 Regional Parks-Spec Rev Fund 683,037 1,219,230 78.5 (349,048) (182,579) 47.7 Spud Point Marina-Ent Fund 1,938,779 2,222,273 14.6 280,088 319,537 14.1 Sport Fishing Ctr-Ent Fund 83,353 130,970 57.1 34,523 82,456 138.8 Sub-Total Enterprise Fund 2,022,132 2,353,243 16.4 314,611 401,993 27.8 Parks CSA-Special Fund 434,017 603,336 39.0 187,264 247,625 32.2 TOTAL FINANCIAL 15,949,535 17,820,504 11.7 5,846,255 6,504,506 11.3

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Permanent Positions Adopted Recommended Change Change Regional Parks 84.00 85.50 1.50 1.8 Marinas-Enterprise Fund 4.80 4.80 0.00 0.0

TOTAL POSITIONS 88.80 90.30 1.50 1.7

WORKLOAD SUMMARY FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Regional Parks Park Visitors 4,105,716 4,142,822 4,349,348 Veterans/Community Center Use Events 6,137 5,556 5,945 Attendance 379,211 351,200 364,000 Acreage Developed 456 481 488 Undeveloped 6,843 6,829 6,825 Total 7,300 7,310 7,313 CSA #41-Parks Visitors Day Use 221,255 225,150 227,900 Developed Acres 19.2 19.0 19.2 Undeveloped Acres 1.4 1.4 1.4 Total 20.6 20.4 20.6 Marinas Permanent/Transient Berth Holders 168,250 171,278 168,250 General Public User Days 71,365 93,543 96,719 Park Mitigation Fees Permits Sold 325 356 452 Fees 2,266 2,408 2,620

SUMMARY OF KEY ISSUES

• 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, and by using grant opportunities and park mitigation fees. New parks and facilities planned for development in FY 06-07 include the Bodega Bay Pedestrian and Bicycle Trail, Riverfront Park, Cloverdale River Park, Steelhead Beach Restroom, Sunset Beach, Hood Mountain Ridge Trail, Bay Trail, Tolay Lake Regional Park, and Schopflin Fields. 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 position, which is recommended as an early authorization to start on July 1, 2006. Increased allocation from General Fund Interest Earnings (GFIE) fully funds the operation and maintenance of these new park facilities the first year (per Board policy), and accounts for a majority of the proposed increased departmental expenditure in FY 06-07. Beyond FY 06-07, the cap on the use of GFIE will be reached and another funding source will have to be identified.

• The department is challenged in its ability to provide ongoing operations and maintenance to these new parks in addition to operating and maintaining the existing parks. As was mentioned in the County Administrator’s message at the beginning of this proposed budget, the cost of salaries and benefits are increasing faster than available resources. This creates an annual erosion of the department’s ability to properly fund maintenance of parks. The FY 06-07 proposed budget reduces existing parks maintenance accounts by 14% to offset the increased cost of salaries and benefits. This reduction will permit the department to address only a few of its highest-priority tasks. In addition, for several years, the department has deferred significant maintenance at the county’s 42 parks, seven veterans memorial buildings, and community building due to unavailability of resources. Parks facilities have accumulated deferred maintenance in excess of $1 million and the veterans buildings over $10 million. The department also has an equipment replacement fund that will require significant increases in its annual contribution to maintain viability.

• In order to address these growing concerns, 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 06-07, the department will complete this review and develop a work plan with options to address its ability to maintain the current level of service for new and existing facilities under current and future budget constraints. Additionally, the department is preparing a two-year plan to address the highest priority deferred maintenance projects, recommended to be funded from a short- term positive Transient Occupancy Tax fund balance.

• The Regional Parks Department operates and maintains 42 separate parks, 105 acres of grounds maintenance, 4,300 acres of Sonoma County Agricultural Preservation and Open Space District property maintenance, seven veterans memorial buildings, and a community center with numerous and diverse stormwater runoff concerns. In FY 04-05, the department began its National Pollutant Discharge Elimination System (NPDES) program as part of the countywide effort to comply with federal law for prevention of stormwater runoff pollution. In accordance with the NPDES implementation plan approved by the Board of Supervisors February 25, 2003, the proposed FY 06-07 Parks budget includes the addition of 1.0 Grounds Maintenance Worker II position, a vehicle, and mapping technology to assist in conducting compliance activities for the county’s NPDES implementation plan goals. The goals include completing an inventory and map of parks and grounds storm drainage systems, implementing prevention practices, and continuing public education. The NPDES program is fully supported by the county general fund.

• The county is continuing its multi-year effort to improve water conservation and promote conservation education and information sharing. The recommended budget includes funding for the County Center Water Conservation Demonstration Project, Phases 1 and 2. Phase 1, beginning in June 2006, includes renovation of landscape, irrigation, and drainage systems of the County Administration building, while Phase 2, beginning in May 2007, includes the Human Services building area and will focus on simple water conserving irrigation, attractive trees, and perennial plantings. This effort is a partnership of the county, the City of Santa Rosa, 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 aesthetically pleasing landscape. The project will be added to the county’s web site and include links to others involved in water conservation.

• 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. Of the 23 projects, 16 will be completed by June 30, 2006 and five more are anticipated to complete in FY 06-07. On February 28, 2006, the Board of Supervisors approved funding adjustments for continued program administration, including the reduction of a 0.5 FTE Department Analyst position, established a deadline of April 1, 2008 for construction of projects, and reallocated funds from a terminated project in the Sonoma Valley for another project in the same area.

• Spud Point Marina is owned and operated by the county as an enterprise fund. The county built the marina in 1984 with loans from the State Department of Boating & Waterways and the State Coastal Conservancy to meet the needs of the area’s commercial fishing fleet. However, due to increasing federal fishing restrictions, the commercial fishing industry has been

adversely affected, resulting in reduced revenues to the marina. With these declining revenues, the marina has been unable to make loan payments or keep up with major maintenance. The county continues negotiations with the State Department of Boating & Waterways regarding payment of the Spud Point Marina loans, which represents a potential outstanding debt of $13.3 million. The marina will maintain its level of service into FY 06-07 with planned maintenance that includes dredging of selected areas, installation of electronic fuel dispensers and a simple WiFi service supported entirely by user fees. In addition, marina staff will continue work with the Bodega Bay fishing community to develop a solution to the boatlift and boat yard service needs.

• In FY 06-07, marina operations and maintenance could be negatively impacted due to recently imposed restrictions in the salmon fishing seasons. Possible implications of these restrictions include decreased revenues as vessel owners either depart the marina or seek assistance from the county through berthing fee deferrals. The proposed budget does not reflect any negative impact that may result from the restricted salmon fishing season.

• 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 06-07, the funds will be used for projects including the Bodega Bay Pedestrian and Bicycle Trail, Riverfront Park, Cloverdale River Park, Steelhead Beach Restroom, Sunset Beach, Hood Mountain Ridge Trail, Bay Trail, Tolay Lake Regional Park, and Schopflin Fields. The annual expenditure and use of fund balance is driven by each project’s funding needs and structure, and varies from year to year. In FY 06-07, these special revenue funds increase by 78.5%, based primarily on the timing required to obtain matching grants.

PARKS SPECIAL FUNDS Beginning Ending Balance Balance Spud Point Marina - Operations * (11,432,431) (11,683,215) Spud Point Marina - Major Maint 650,512 568,762 Sport Fishing Center 95,180 12,724

CSA #41 - Parks - Sonoma Valley 276,545 28,919

Regional Parks Restricted Donation 186,063 230,754

Gualala Park Mitigation 133,776 200,622 Cloverdale/Healdsburg Park Mitigation 36,659 73,517 Russian River/Sebastopol Park Mitigation 161,256 88,599 Santa Rosa Park Mitigation 60,385 72,690 Rohnert Park/Cotati/Petaluma Park Mitigation 242,531 197,189 Sonoma Valley Park Mitigation 148,610 323,447 Larkfield/Wikiup Park Mitigation 408,337 493,038 TOTAL PARK MITIGATION FUNDS 1,191,554 1,449,102

* Beginning and ending fund balance includes a potential outstanding debt of $13.3 million

EARLY AUTHORIZATIONS

The department is requesting early authorization for the $463,600 Ernie Smith Park capital project within CSA #41 to construct trails, dog park, picnic areas, pedestrian bridge, and landscaping in the 2006 construction season. Additionally, the department is requesting early authorization for 1.0 Grounds Maintenance Worker II position ($72,546) for the NPDES program.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $465,851 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS

The Director of Regional Parks concurs with the budget as proposed with the following exceptions: Net Cost Priority Description Amount

A Replace camping reservations system that is inadequate for current needs and is no longer 31,080 supported by existing vendor.

B Restore funding to Regional Park’s major maintenance accounts reduced to meet budget target. 25,000

C Restore funding to park, grounds, and Veterans Memorial Building maintenance accounts reduced 53,915 to meet budget target.

D Restore funding to department communication, printing, promotional, and training accounts 27,828 reduced to meet budget target.

E Increase funding for Valley of the Moon Children’s Home & Juvenile Justice Center grounds and 24,000 landscape pest management.

F Add 15 surplus personal computers for TimeSaver kiosks. 4,960

COUNTY ADMINISTRATOR'S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 Replace camping reservations system that is inadequate for current needs and is no longer 31,080 supported by existing vendor.

2 Restore funding to Regional Park’s major maintenance accounts reduced to meet budget target. 25,000

3 Restore funding to park, grounds, and Veterans Memorial Building maintenance accounts reduced 53,915 to meet budget target.

4 Restore funding to department communication, printing, promotional, and training accounts 27,828 reduced to meet budget target.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Increase expenditure and revenue appropriation for Tolay Lake Regional 199,844 199,844 0 Park vineyard ($35,000), Tolay Lake Regional Park Fall Festival ($49,844), building improvements at Spring Lake Park ($100,000), and grounds maintenance services provided to the Sonoma County Open Space District ($15,000). Community Partnership Youth Program reduction in expense (38,475) 0 (38,475) appropriation to match available funding ($63,509). Park Mitigation Area #1 Sonoma/Gualala Special Revenue and Park Mitigation Area #4 Santa Rosa Special Revenue - Increase operating transfer for Salmon Creek Trail ($289), Sea Ranch Access Trail ($23,708), and Taylor Mountain ($1,037) CIPs. Ernie Smith CIP - Reduce expenditures to match available revenue. (396,760) 0 (396,760)

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost ISD Changes Rebudgeted computer improvements 1,674 0 1,674 Recreation and Cultural Services 3,186 0 3,186 Other Changes Recurring Restore funding to Regional Park’s major maintenance accounts reduced $25,000 0 $25,000 to meet budget target. Restore funding to park, grounds, and Veterans Memorial Building $53,915 0 $53,915 maintenance accounts reduced to meet budget target. Restore funding to department communication, printing, promotional, $27,828 0 $27,828 and training accounts reduced to meet budget target. Non-Recurring Replace camping reservations system that is inadequate for current needs $31,080 0 $31,080 and is no longer supported by existing vendor.

OTHER COUNTY SERVICES

Gross Revenues/ Appropriations Reimbursements Net Cost SC Ag Pres & Open Space District 43,732,107 42,656,702 1,075,405 Agricultural Commissioner 7,808,133 4,912,533 2,895,600 U.C. Cooperative Extension 1,115,603 28,517 1,087,086 Library 15,639,046 15,465,351 173,695 Fairgrounds 10,532,798 9,703,011 829,787 Advertising 2,287,117 0 2,287,117

Other County Services 6% Health & Capital Projects Human Justice 4% Services Services 24% 17%

Administrative Development Support & Services Fiscal Services 33% 16%

SONOMA COUNTY AGRICULTURAL PRESERVATION AND OPEN SPACE DISTRICT

Department Head: Andrea Mackenzie

DISTRICT DESCRIPTION

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. 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. Since its inception, the District has protected over 70,000 acres, or 100 square miles, on 142 properties at a cost of $208 million; and today, is one of the top open space and farm land 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 the landowners (“conservation easements”) and through outright purchase of land. District acquisitions are guided by a long-range strategic plan, called “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 1989 Sonoma County General Plan. In its first 15 years, the District and its partners have made impressive gains in preserving and protecting natural areas, scenic lands, greenbelts around our cities, and working farmland.

FINANCING Primary financing for the District is from a contract with the Sonoma County Open Space Authority (Authority). The Authority levies the sales tax and ensures that acquisitions are consistent with the voter approved expenditure plan. The District leverages the sales tax financing, currently generating $18.5 million annually, with state, federal, and private grants. Over $23 million of such matching funds have been secured for protecting Sonoma County’s diverse farmland and natural lands. The Authority contracts with the District to acquire open space (planning, appraisal, negotiation, and stewardship) and pays directly into escrow for the acquisitions, except for certain installment payments in which case the actual purchase price is transferred from the Authority to the District for disbursement of payments. Both the Authority and District have annually adjusted appropriation limits - at $89,657,485 and $42,851,386, respectively for FY 06-07. 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 schedule. 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.

FY 05-06 Accomplishments

• Completed seven conservation transactions on 2,620 acres at a cost of $40.5 million. These included fee purchase of the 823-acre Taylor Mountain Ranch near Santa Rosa, the 960-acre Saddle Mountain property northeast of Santa Rosa, the 98-acre Montini property near Sonoma, the 247-acre Lawson open space addition to Hood Mountain Regional Park, matching grants to implement the Prince Gateway (Boyett) and Santa Rosa Creek Greenway projects, and secured conservation easements protecting 490 acres.

• Revised Acquisition Plan 2000 to develop Connecting Communities and the Land, including soliciting community, partner, and technical input through public forums and meetings, updating maps to reflect current resource and open space data, and refining conservation priorities.

• Developed recommendations for management of natural resources on District protected lands.

• Approved a stewardship manual that establishes guidelines to carry out the District’s current and long-term stewardship obligations for its conservation easements and fee-owned lands.

• Increased District visibility through land dedication ceremonies, presentations to agricultural, environmental, business and recreational organizations, chambers of commerce and cities, and the District’s Open Spaces & Public Spaces weekend.

• Developed new District logo and outreach materials including brochure, newspaper inserts, and countywide map of open space, parks, and recreational lands.

FY 06-07 Objectives

• Acquire conservation rights over seven properties, totaling 2,570 acres, through conservation easements and fee title, including cooperative projects with partners to expand public recreation opportunities.

• Develop an annual strategic work plan for land protection based on identified priorities, threats, and available funding to implement Connecting Communities and the Land.

• Expand the District’s volunteer program for public outreach and education.

• Sponsor informational workshop for agricultural landowners to increase awareness of the benefits of the District’s program.

• Strengthen partnerships with cities and other agencies through revised matching grant guidelines.

• Work with existing lessees, local farmers and agricultural organizations to refine and expand the Small Farms Program.

• Present the Laguna de Santa Rosa Protected Lands Trails Plan to the Board of Directors for adoption and pursue partnership funding to develop public access trails on District conserved properties in the Laguna.

• Coordinate with agency and non-profit partners to complete management plans for the Healdsburg Ridge, Paulin Creek, and Montini properties and initiate a partnership master planning process for the Taylor Mountain properties.

• Implement signage program/install signs on District protected lands.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change SCAPOSD - Operations 3,603,067 4,172,362 15.8 356,341 263,100 (26.2) Financed Acquisitions 44,203,000 26,323,000 (40.4) 0 0 n/a Financed Debt Service 6,285,000 12,321,690 96.0 0 0 n/a Santa Rosa Creek - Spec Fund 1,425,802 928,595 (34.9) 1,425,802 928,595 (34.9) Installment Pymts-Spec Fund 19,167 18,917 (1.3) 16,667 16,167 (3.0) TOTAL FINANCIAL 55,536,036 43,764,564 (21.2) 1,798,810 1,207,862 (32.9)

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change

Permanent Positions 18.00 18.00 0.00 0.0

SUMMARY OF KEY ISSUES

• A major and growing emphasis of the District’s work is building partnerships with cities, the county and other agencies, and non- profit organizations. By leveraging resources through multi-agency partnerships, the District is able to ensure that critical funding for acquisition and management is available for important land conservation projects. In FY 06-07, the District will work with cities, the Regional Parks Department, Sonoma County Water Agency, State Coastal Conservancy, and other agency and non- profit partners to provide public recreation on the Healdsburg Ridge, Montini, Paulin Creek, Taylor Mountain, North Slope Sonoma Mountain, and Laguna de Santa Rosa properties. Partner funding through the Federal Farm and Ranchland Protection Program will assist with preservation of important farms and ranches in the Coastal Agriculture and greenbelt areas. Other cooperative projects will protect critical natural resource lands and urban open space, linking communities and enhancing recreation opportunities.

• The annual sales tax revenue available for agricultural preservation and open space protection remains reasonably constant and predictable. However, desirable conservation opportunities sometimes become available in groupings that as a total exceed the annual revenue. In FY 05-06, the District began utilizing a lease purchase financing agreement with the county that allowed the District to maximize availability of funding to avoid losing opportunities of critical importance. Under the agreements, the county finances the purchase of the properties, and Open Space revenues are used to pay the debt service. This funding mechanism allows the District to purchase several high priority open space projects close to urban areas for the benefit of the public. In FY 05-06, the District purchased Tolay Lake Ranch near Petaluma, Montini Ranch near Sonoma, and Taylor Mountain Ranch near Santa Rosa with this funding structure, resulting in a projected $9.95 million debt service payment in FY 06-07. The District anticipates acquiring two additional properties through the line of credit in FY 06-07, with a projected annual debt repayment of approximately $2.45 million.

• In addition to acquiring properties, the District must also monitor its preserved lands to ensure that the conservation values are protected forever. As protected properties change hands, it will be increasingly challenging to enforce easement provisions. The District’s proposed budget increases resources for stewardship, monitoring, and legal defense of its conservation lands and this accounts for the most of the increased operational expenditures.

• The District also works with its partners to enhance public education and awareness about the threats to local agricultural, scenic and natural areas, and the importance of sound land stewardship. Community outreach about the District’s work and the opportunities it provides is increasingly important within cities, and particularly in underserved communities. The proposed budget includes additional funding for a volunteer coordinator to build partnerships with community groups, neighborhood associations, and non-profit organizations to enhance volunteer support of protected lands. The District, in conjunction with the County Human Resources Department, is developing the job description and specifications, and will request the position allocation upon completion.

• Since 1990, the District has played an important role in providing and increasing recreational opportunities for Sonoma County residents. Working in partnership with local, county, and state park and recreation providers, the District has acquired approximately 14,000 acres of land for parks and trails using voter-approved sales tax funding. The District typically transfers these acquired lands to park providers for ongoing operation and maintenance. These partnerships have resulted in extraordinary new recreational opportunities around the county. In the next several years, major new regional open space facilities near urban areas are expected to come on-line. The public’s desire for protecting natural places like Tolay Lake and Taylor Mountain, and making them accessible, will require an ongoing funding commitment on the part of the District and its partners to address resource planning and land management.

• The Board of Directors has directed the District’s General Manager to prepare the documents for the Board of Supervisors to call an election for a 20-year extension of the current ¼ cent sales tax for open space to continue to protect threatened agricultural and open space lands, as directed by voters in 1990. Without the renewal, the District is scheduled to cease collecting sales tax revenue in 2011. The documents include a new Expenditure Plan that identifies the types of open space areas eligible for acquisition. Without a continuity of local funding, the District’s ability to meet its Mission will be compromised. District Special Funds

District Installment Santa Rosa Creek Financed Financed Operations Payments Special Fund Acquisitions Debt Service Est Beginning Balance 7/2006 276,846 69,054 928,595 (458) - Plus Revenues & Reimb 3,909,262 2,750 0 26,323,000 12,321,690 Less Expenditures 4,172,362 18,917 928,595 26,323,000 12,321,690 Est. Ending Fund Bal 6/2007 13,746 52,887 0 (458) 0

DEPARTMENTAL APPEAL ITEMS

The General Manager of the Sonoma County Agricultural Preservation and Open Space District concurs with the proposed budget as submitted.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Increase reimbursements to account for reimbursed deposit and decrease (32,457) 100,000 (132,457) salary savings to match proposed funding available for expenditures.

LANDS OF THE Preston ( P UL HUR S CRE B EK IG SONOMA COUNTY SU LP HU R C R AGRICUTURAL PRESERVATION CLOVERDALE E EK L I T T AND OPEN SPACE DISTRICT L E SU Asti LPHUR ( CR EEK

S O Annapolis U ( T H WHE F AT Geyersville Sea Ranch O FI ( ( R EL K D FO G RK G U UAL A ALA RIVER L Las Lomas D A ( L R A Y Jimtown R I C ( Stewarts Point VE R Lytton ( R E ( E K

A U Kellogg S ( T IN C HEALDSBURG R E E K

E A A U S S T T I N Walsh Landing ( C R

E Mark West Springs E ( Cazadero K WINDSOR ( For t Ross ( El Bonita Hacienda ( Korbel( EK ( RE Guernewood Park ( ( Rio Dell C ( ( T Fu lton ( Hollydale ES ( Guerneville ( W K N RIVER R IA Forestville A K SS ( ( EE U M CR R (Sheridan SA ( A RO Legend Monte Rio NT Jenner ( SA ( Duncans Mills ( SANTA ROSA Oakmont Graton ( Camp Meeker ( ( Kenwood District Holdings Occidental ( ( M AN SEBASTOPOL TAN Acquisition Plan Designation ZA S Carmet Freestone C ( R ( E SAL Cunningham E Glen Ellen Agriculture MON ( K ( Salmon Creek CREEK Knowles Corner ( ((Hessel S (Bodega ( O ROHNERT PARK N Bodega Bay O Greenbelt ( M A Agua Caliente ST Valley FordE E (C ( RO O COTATI AMER ICAN (R ( (E Bloomfield E Penngrove K Natural Resources P ( El Verano E ( TA LU SONOMA M A Vineburg Recreation Two Rock R ( ( IV ER

PETALUMA Big (Bend Other Lands (

Lakeville Public or Protected Land S E EK ( AN CR ANTO NIO

Sears Point City ( AGRICULTURAL COMMISSIONER

Department Head: Lisa Correia

DEPARTMENTAL DESCRIPTION

The Agricultural Commissioner is mandated to promote and protect agriculture, the environment of the county, 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 Regulation, and provides staff support for the Fish and Wildlife Commission. The Agricultural Commissioner also participates in the County Planning Review Advisory and Environmental Review Committees.

The basic functions of the Agricultural Commissioner 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, 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 & Measures Division enforces 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 Regulation Division is responsible for enforcing local, state, and federal laws and regulations that pertain to animals and their care. This division administers the state mandated rabies program, including vaccine clinics, reporting bites, and the 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, 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 Fish and Wildlife Commission. The Commission funds grants from the Fish and Wildlife Fund, and the Abalone Preserve Fund.

FY 05-06 Accomplishments

• Developed revisions to the county Animal Control Ordinance to increase public safety and improve identification of animals identified as potentially dangerous and vicious.

• Held 89 Mobile Animal Center events that provided over 1,800 dog and cat spay/neuter surgeries.

• Intercepted numerous exotic pests, such as glassy-winded sharpshooter, through monitoring of incoming plant shipments.

• Identified vine mealybug infestations and provided training for vineyard operators dealing with these infestations.

• Expanded the price verification program by adding 109 additional locations and realigned district inspection assignments for greater efficiency using GIS technology.

FY 06-07 Objectives

• Implement Animal Regulation management review best management practices recommendations.

• Implement the first year of a three-year program improvement to increase device and automated point of sale station inspections by 240 and quality control inspections by 1,000.

• Continue to work with the Grading Ordinance Workgroup to complete requirements for agriculture.

• Continue our efforts in preventing the introduction of pests such as the glassy-winged sharpshooter into Sonoma County and continue to assist in identifying vine mealybug infestations in vineyards.

• Focus community spay/neuter programs to target low-income pet owners and feral cat caregivers throughout the county, emphasizing underserved areas of the community through partnering with non-profits, veterinarians, and other shelters.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change Agricultural Comm - Gen Fund 3,169,768 3,246,994 2.4 1,260,751 1,364,594 8.2 Sealer Wts & Meas - Gen Fund 697,856 919,195 31.7 468,306 491,895 5.0 Animal Regulation - Gen Fund 2,968,326 3,165,214 6.6 750,271 830,248 10.7 Sub-Total - General Fund 6,835,950 7,331,403 7.2 2,479,328 2,686,737 8.4 Fish & Wildlife - Special Fund 34,750 65,750 89.2 0 20,000 100.0 Abalone Preserve - Spec Fund 5,000 16,000 220.0 0 9,000 100.0 S/N Educational - Special Fund 211,302 208,676 (1.2) 9,482 26,006 174.3 W&M Trans. Verf. - Special Fund 6,139 7,558 23.1 (561) (3,592) (540.3) Sub-Total - Special Funds 257,191 297,984 15.9 8,921 51,414 476.3 TOTAL FINANCIAL 7,093,141 7,629,387 7.6 2,488,249 2,738,151 10.0

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change

Permanent Positions 58.50 60.50 2.00 3.4

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended Agricultural Commissioner Plant Quarantine 6,594 6,600 6,600 Pesticide Use Enforcement 11,590 12,000 12,400 Ag Commodity Insp 472 450 450 Weights & Measures Devices Inspected 8,710 9,210 * 8,937 Quantity Control Inspections 14,500 13,299 15,716 Petroleum Inspections 293 321 288 Animal Regulation Shelter Impounds 8,420 8,901 8,661 Field Impounds 1,910 1,902 1,906 Complaint Calls 9,844 10,244 10,044 Licenses Issued 34,548 34,632 34,590 Shelter Adoptions 2,534 2,413 2,474 Community Spay/Neuter 1,502 3,284 3,420 * Includes one-time bulk inspection of 1,000 new water meters prior to installation

SUMMARY OF KEY ISSUES

• The Agricultural Commissioner performs a variety of pest prevention, exclusion, and eradication services that are critical to the health and wellbeing of the county’s 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. As mentioned in the County Administrator’s message at the beginning of this proposed budget, the cost of employee benefits is increasing faster than the growth in available resources. Additionally, revenues from the State to support agriculture programs are projected to remain the same as FY 05-06 levels, which erodes their purchasing power. This combination necessitates budgetary adjustments to reduce program services to match available funding. The proposed budget reduces seasonal extra help by 4.6 FTE Agricultural Program Assistants, which comprises 85% of the seasonal staffing. This will result in the Agricultural Commissioner completing most of its seasonal work in 2006, but would be performing a minimum of the highest-priority tasks during the 2007 season. In order to fully perform all critical duties in both the 2006 and the 2007 growing seasons, 4.6 FTE extra help hours are requested for consideration should funding become available.

• One of the functions of the Agricultural Commissioner is to enforce pesticide regulations. Historically, each county Agricultural Commissioner has had wide discretion in the application of the regulations and the levying of fines. The Commissioner could issue a fine, find an alternative resolution, or a combination. The State Department of Pesticide Regulation (DPR) perceived an uneven application of the regulations throughout the state; therefore, in FY 05-06 DPR developed a new policy, known as the Enforced Response Policy. This policy restricts the discretion heretofore available to county Agricultural Commissioners by making violations and higher fines mandatory. This policy will be adopted as regulation in FY 06-07, which is expected to cause a shift from inspection activities to more enforcement activities. The department has launched a public education campaign, to inform growers of the anticipated changes.

• The Weights & Measures section enforces state and federal standards for a wide range of devices and business practices. The proliferation of available technology for commercial enterprise has resulted in an increase in the number and complexity of required inspections. Over time, the increased inspection needs have surpassed the department’s ability to fully perform all of them, a situation experienced throughout the state. To address the situation, the State Legislature passed AB 889, which went into effect on January 1, 2006. AB 889 revamps the methodology for recouping inspection costs to allow for a three-year plan to achieve 100% inspection programs by the third year. The recommended budget includes the addition of 2.0 FTE Standards Specialists, fully paid for by new revenues generated from inspections. The department projects an increase in inspections of scanners by 42%, and locations inspected by 30%.

• In May 2006, a new county Animal Control Ordinance became effective, which, among other changes, mandates spay/neuter of all Pit Bull dogs, and of all animals running at large. The ordinance also provides for increased fines for violations, improves identification of potentially dangerous and vicious animals, and requires the owners of these animals to carry insurance. The new ordinance is expected to increase public safety and to give Animal Regulation Officers better tools for enforcement.

• During FY 05-06, an independent consulting firm performed a comprehensive management review of the Animal Regulation Division. The result of this management review is a three to five year workplan for implementing industry best management practices. At the time of this writing, implementation costs were still being developed. In FY 06-07, the department will begin implementing the workplan and may require additional resources than those identified in this recommended budget.

• The Animal Regulation Division budget proposes a continuation of the enhanced spay/neuter programs that were funded in the prior two fiscal years by additional General Fund dollars. The FY 06-07 enhanced spay neuter programs focus on targeted spay/neuter events for low-income and other underserved areas, increased education, and strengthens partnerships with animal welfare organizations throughout the county. The programs are funded by increased cost recovery for all division services.

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $228,848, is on file with the County Administrator’s Office.

DEPARTMENTAL APPEAL ITEMS The Agricultural Commissioner concurs with the recommended budget as proposed, with the following exceptions: Net Cost Priority Description Amount

A Restore 4.6 FTE Extra Help Agricultural Program Assistants and 52 overtime hours to inspect 134,100 incoming plant shipments and traps for the glassy-winged sharpshooter effective September 1, 2006. B Add 0.5 FTE Account Clerk II in the Animal Regulation Division to provide consistent staffing to 14,444 handle increased workloads associated with division programs effective October 1, 2006.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

Net Cost Priority Description Amount

1 Restore 4.6 FTE Extra Help Agricultural Program Assistants 52 overtime hours to inspect incoming 134,100 plant shipments and traps for the glassy-winged sharpshooter effective September 1, 2006.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Agriculture Division Increase appropriations and expenditures due to the olive fruit fly 8,213 8,213 0 contract being added back in FY 06-07. ISD Changes Rebudgeted Computer Improvements 4,100 0 4,100 Animal Regulation 4,524 0 4,524 W & M - Transaction Verification 281 0 281 Other Changes Recurring Restore 4.6 FTE Extra Help Agricultural Program Assistants and 52 $134,101 0 $134,100 overtime hours to inspect incoming plant shipments and traps for the glassy-winged sharpshooter effective September 1, 2006. Add 0.5 FTE Account Clerk II in Animal Regulation Division effective $27,528 $13,084 $14,444 October 1, 2006.

U.C. COOPERATIVE EXTENSION

Department Head: Linda Garcia

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 evaluating disease resistance and performance of different grape rootstocks, research and educational programs on control of Pierce’s disease, restoration of degraded salmon habitat, watershed management, and improving the health and nutrition of children and the elderly. 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 06-07 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 2,500 youth with the help of 600 volunteers in 31clubs, 20 school and community groups, and 2 after-school programs. The Master Gardener Volunteer Program provides 222 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.

FY 05-06 Accomplishments

• Developed winery waste (pomace and stems) handling protocols to reduce the spread of vine mealybug.

• Continued providing support for the Master Gardener program and provided program support for thousand of non commercial gardeners in composting, pesticide use reduction, plant selection, saving water, controlling pests, etc.

• Partnered with several agencies to develop a method to inventory and monitor sites of sediment delivery in salmon habitat. This resulted in training 500 private and public rangeland managers who are responsible for 1,200 to 2,500 acres of rangeland within salmon-bearing watershed, to assist them in meeting required regulations.

• Created a workshop series to train landowners in salmon habitat requirements. Over 300 landowners received 40 hours of instruction in class and in the field. This resulted in 60 habitat restoration projects implemented in 40 streams.

FY 06-07 Objectives

• Collect data to evaluate the success of the multi-agency effort to restore Coho Salmon in five Russian River tributaries. Assess food resources and identify water quality variables that may impact survival of these endangered fish.

• Evaluate short-term efficacy of grapevine pruning wound protectants against canker causing pathogens.

• Conduct a program designed to reach 150 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.

• Complete a broad-spectrum research and educational program on organic olive production for farmers, including 12 olive oil presentations, and mailing the olive oil newsletter, “First Press,” to 458 interested individuals.

• Continue providing support for the 222 Master Gardener volunteers on sustainable gardening techniques.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change U.C. Coop. Ext-Gen Fund 1,057,2901,115,603 5.5 1,028,773 1,087,086 5.7 TOTAL FINANCIAL 1,057,2901,115,603 5.5 1,028,773 1,087,086 5.7

STAFFING SUMMARY FY 05-06 FY 06-07 FTE % Staffing Adopted Recommended Change Change Permanent Positions 8.00 8.60 0.60 7.0% Extra Help 0.13 2.13 2.00 93.9% Overtime 0 0 0.00 TOTAL POSITIONS 8.13 10.73 2.60 24.2%

WORKLOAD SUMMARY

FY 04-05 FY 05-06 FY 06-07 Workload Indicators Actual Estimated Recommended

Youth Contacts 16,480 16,500 16,500 Newsletter Circulation 72,000 78,000 78,000 Number of Volunteers 1,450 1,500 1,500 Number of Public Contacts 80,125 82,000 83,000 Research Projects 25 35 36 Educations Meetings 315 325 330

SUMMARY OF KEY ISSUES

• The proposed budget adds 2.0 FTE Extra Help Sr. Agriculture Assistant positions to support UC research. One position will focus on viticulture, to specifically benefit the production of Sonoma County wine grapes, integrated pest management (IPM) program to prevent the spread of Pierce’s Disease and the vine mealybug. The viticulture and IPM advisors will train 150 English and 350 Spanish-speaking vineyard managers, viticulturists, pest control advisors and field workers to identify, monitor, and curtail vine mealybug.

• The second Extra Help Sr. Agriculture Assistant position will add support to the endangered Coho Salmon recovery, by providing intensive fieldwork in tributary streams to conduct fish population surveys and stream habitat characterization. With site inventory and monitoring of sediment delivery, UCCE staff can conduct training for public and private rangeland managers within the salmon-bearing watersheds to assist them in evaluating and prioritizing their approach to controlling sediment delivery at each site and to meet required regulations. This program will produce an annual newsletter and offer a series of workshops on Coho Salmon habitat needs to 130 riparian landowners in the Russian River watershed.

• In addition, the proposed budget adds 0.6 FTE Account Clerk position for the department’s administrative team. The position will focus on accounting and budgeting, which will allow increased time to be spent on personnel management, supervision, and safety and risk management programs. Funding the increased resources is made possible by reallocating funds previously budgeted toward building lease payments in excess of the actual obligation.

SUMMARY OF REDUCTION OPTIONS A 10% reduction plan for the department, totaling $102,877 is on file with the County Administrator’s office.

DEPARTMENTAL APPEAL ITEMS

The Sonoma County U.C. Cooperative Extension Director concurs with the budget as proposed.

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION None

LIBRARY

Department Head: Sandra M. Cooper

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 over the staffing, budget, operations, and development of the library system. Under the terms of the JPA, the Board of Supervisors is responsible for final approval of the Library budget. Current services are financed through property tax revenues, fees, fines, public donations, and state and federal aid.

The Sonoma County Library is a countywide public service system. 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 and periodicals, and multi-media materials for reference and public borrowing. Services to children under age twelve are especially wide-ranging. County residents can find information on the availability and location of books and other materials using the online catalog that is accessible onsite as well as over the Internet. People living anywhere in the county may request a book, and it is made available to them at the nearest library building. This is made possible through the Library’s van delivery service that operates five days a week moving materials from one library to another. The Library is available 24 hours a day, 7 days a week through its Internet website with the library catalog, an increasing number of licensed electronic information resources, and organized links to the “free” Internet. Public computers and Internet access are provided to the public at all libraries in the system. There is also free wireless access to the Internet for people with properly equipped laptop computers. The Library contracts with the Mendocino County Library to provide bookmobile service to Sea Ranch and Stewarts Point. The 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.

FY 05-06 Accomplishments

• Continued implementation of the Library’s Strategic Plan.

• Completed upgrade of the Integrated Library System.

• Continued work with communities to implement the Library Facilities Master Plan and initiated planning for an interim branch improvement effort.

• Approved the first phase of a management restructuring plan and began a second phase to determine the optimum staffing levels and configuration for the organization.

• Continued to develop the Library’s fundraising capacity.

FY 06-07 Objectives

• Continue to implement the Library’s Strategic Plan by completing an organizational assessment for restructuring.

• Continue to work with communities to implement the Facilities Master Plan to locate new branch libraries and make branch improvements.

• Assure the continuation of the Library’s literacy services at current levels.

• Continue to develop the Library’s fundraising capacity and seek $300,000 for the Southwest Santa Rosa Branch.

FINANCIAL SUMMARY Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07% FY 05-06 FY 06-07 % Budget Division/Fund Adopted ProposedChange Adopted Proposed Change

Library-JPA Operating Fund 13,942,160 15,215,387 9.1 233,353 172,971 (25.9) Capital Equipment 35,000 35,000 0.0 35,000 35,000 0.0 Sub-Total General 13,977,160 * 15,250,387 9.1 268,353 * 207,971 (22.5) Gifts & Donations 125,500 92,500 (26.3) 9,500 (29,500) (410.5) Library & Branch Projects 120,500 150,000 24.5 (107,250) 22,200 120.7 Cromwell Bequest 28,500 24,000 (15.8) 18,500 4,000 (78.4) Wine Library 41,250 29,700 (28.0) 19,450 7,600 (60.9) Sub-Total Special Funds 315,750 296,200 (6.2) (59,800) 4,300 107.2

TOTAL FINANCIAL 14,292,910 15,546,587 8.8 208,553 212,271 1.8 * Includes $216,008 total mid-year adjustments to JPA Operating Fund processed as a correction to the final budget.

STAFFING SUMMARY

FY 05-06 FY 06-07 FTE % Staffing Adopted Proposed Change Change

Permanent Positions 131.32 131.32 0.00 0.0

WORKLOAD SUMMARY

FY 04-05FY 05-06 FY 06-07 Workload Indicators Actual Estimated Proposed

Books/Volumes Added 58,064 60,000 60,000 Reference Questions Handled 279,901 288,298 296,947 Items Checked Out 3,354,999 3,455,649 3,559,318 Items Checked Out Per Staff FTE 25,744 26,315 27,104 Requests Filled 414,017 430,578 447,801

SUMMARY OF KEY ISSUES

• In FY 05-06, the Library implemented the first phase in an organizational assessment process by updating the Library’s management structure. The Library’s management was restructured by replacing the Assistant Director position with a Public Services Manager and hiring a much needed Human Resource Manager, while controlling expenditures for management positions and broadening participation in decision-making.

• During FY 06-07, the second phase of the organizational assessment will be implemented. The Library will conduct a study to determine optimal staffing levels and configuration. The proposed budget, however, is based on the existing staffing levels and configuration. Any staffing and funding changes will be subject to approval by the Library Commission and Board of Supervisors.

• The increases in both secured and supplemental property tax revenues will allow the Library to maintain its current level of staffing, increase the books/materials budget, and increase the Library’s support for its literacy program. Use of property tax growth in these areas is consistent with policy set by the Sonoma County Library Commission.

• Total Library JPA expenditures are increasing 9.1% as a result of increases in staffing costs, contract services to complete the organizational assessment for Phase II of the library restructuring, technology upgrades, books/materials purchases, and augmentation for the literacy program to replace decreased grant funding. Books/materials expenses have increased to 10.5% of the total Library budget to more closely align with the 12% benchmark targeted in the Library’s Strategic Plan. Fixed asset purchases include the replacement of a book delivery van.

• For FY 06-07, contributions to the Public Employee Retirement System (PERS) are decreasing 0.9%.

• In FY 05-06, higher than anticipated tax revenues have decreased the projected use of fund balance, allowing the Library to align operating costs with ongoing revenues. At the end of FY 06-07, the Library’s designated and undesignated fund balance is projected to be $4.8 million. Of the designated fund balance, $200,000 is reserved for encumbrances, $50,000 for equipment, $1,250,000 for self-check technology, and $1,220 for library operations. The Library Commission’s adopted fund balance policy requires the General Unreserved Fund balance be either $1,500,000 or 12.5% of the annual local property tax revenue (approximately $1.7 million for FY 06-07), whichever is greater. The FY 06-07 proposed budget fund balance meets this policy.

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, the Southwest Branch, the Sebastopol Friends, the Petaluma History Room, the Sonoma Lawton gift, the Miller gifts, the Miller endowment, the John Thomas Smith gift, central building gifts, special projects, and any other miscellaneous gifts. In FY 06-07, expenditures for this fund include library books/materials, special programs, the Summer Reading Program, special departmental supplies, and equipment. This will leave an estimated $529,500 in fund balance at the end of FY 06-07.

• The Library and Branch Projects Special Revenue Fund includes activity for the Memorial Book Fund, Petaluma Building Fund, Sadowsky Fund, Cogsdell Fund, Buffum Fund, Hopkins Fund, and Crider Fund. In FY 06-07, expenditures for this fund include library books/materials, furnishings in the Petaluma branch, equipment in the Petaluma Branch, a 30-year anniversary celebration in the Petaluma Branch, and staff development from the Cogsdell Fund. This will leave an estimated $1,152,300 in fund balance at the end of FY 06-07.

• The Cromwell Bequest is a major endowment for the Petaluma Library established in 1987. The funds are to be used for substantial enrichment and/or enhancement of the Petaluma Library in the areas of facilities, collections, and services. In FY 06-07 expenditures for this fund include furnishings for the Petaluma Branch and for any additional improvements to the branch in partnership with the City of Petaluma. This will leave an estimated $656,000 in fund balance at the end of FY 06-07.

• 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 and supplies, and resources for the Wine On-Line project. In FY 06-07, expenditures for this fund include library books/materials, professional services, library equipment, and office supplies. This will leave an estimated $72,400 in fund balance at the end of FY 06-07.

SUMMARY OF REDUCTION OPTIONS None submitted, as the Library is to be fully funded from library funds.

DEPARTMENTAL APPEAL ITEMS None. The county Library Commission agrees with the recommended budget.

COUNTY ADMINISTRATOR'S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Library Joint Powers Authority Operating Increase appropriations for retirement payoff ($62,132), County Services 70,459 131,035 (60,576) ($5,302), county car expense ($5,000), utilities ($21,892), equipment ($57,500), decrease in workers' compensation (-$81,457). Increases in State Library reimbursements (-$40,000) and Public Library Fund Grant (-$91,035).

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Library Gifts and Donations Increase appropriations for a Children's Garden project. 12,000 0 12,000 Library and Branch Projects Increase appropriations for books. 10,000 0 10,000

FAIRGROUNDS

Department Head: Corey Oakley

DEPARTMENTAL DESCRIPTION

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 permanent employees of the Fair are employees of the County.

The Board of Supervisors approved the Fair budget for calendar year 2006 on March 21, 2006.

Calendar Year 2005 Achievements

• Opened a new $3.0 million turf racetrack.

• Conducted a safe and successful County Fair and Harvest Fair.

Calendar Year 2006 Objectives

• Complete and open the newly designed Golf Course in spring 2006.

• Continue repair of infrastructure including sewer lines, facility improvements, and paving of areas.

• Increase community participation in the Fair through exhibits, art and agricultural entries, and attendance.

• Increase use of Fair facilities in the fall, winter, and spring, by the public, through increased number of events “booked” at the fair.

Total Expenditures Net Cost/Use of Fund Balance

Calendar Year Calendar Year Calendar Year Calendar Year 2005 2006 % 2005 2006 % Budget Division/Fund Adopted Adopted Change Adopted Adopted Change Fairgrounds - Special Fund 10,038,153 10,532,798 4.9 1,229,253 829,787 (32.5) TOTAL FINANCIAL 10,038,153 10,532,798 4.9 1,229,253 829,787 (32.5)

STAFFING SUMMARY

2005 2006 FTE % Staffing Adopted Adopted Change Change

Permanent Positions 40.1 40.1 0.0 0.0

WORKLOAD SUMMARY

Calendar Year Calendar Year Calendar Year 2004 2005 2006 Actual Actual Adopted

Paid Fair Attendance 227,172 219,815 203,443

SUMMARY OF KEY ISSUES

• Capital projects and equipment purchases totaling $800,000 is the primary reason for the $829,800 reduction of fund balance (working capital). Capital projects include renovation of the Shade Park area, an improved electronic message board, additional golf course build-out, and expansion of the Horseman’s Trailer lot. These projects reflect the Fair’s investment in facilities infrastructure to better serve its diverse customer base into the future. These projects are the final planned large capital improvements in the near future; therefore fund balance is anticipated to begin increasing after 2006.

• The new horse racing turf track will experience its first full year of operations in 2006. This is expected to increase interest in racing, and in additional competition at the Sonoma County Fair, which will result in additional revenues to the Fair.

• A redesigned Sonoma County Fairgrounds Golf Course and Learning Center is planned to open in the spring of 2006. The nine green, 18-hole golf course will provide an affordable and accessible location for golfers of all levels to enjoy a round of golf. The new golf course will be managed by the Fairgrounds, and will create a new revenue stream that will net an additional $30,000 for the Fair in 2006, and increasing thereafter.

• Staffing of 40.1 positions is unchanged from 2005. The budget includes the conversion of a Chief Financial Officer/Deputy Fair Manager to a Supervising Accountant position, an Account Clerk III to an Accounting Technician, and an Account Clerk II to an Account Clerk III. These changes will allow the Fairgrounds financial structure to move toward a profit center based reporting (Fair, Interim, Satellite Wagering, and Golf Course). These changes will provide the ability to more closely evaluate the value added for each of the enterprises.

• Paid Fair attendance has declined in recent years. Fair staff is working on a multi-year effort to improve promotions and add attractions to create an incentive for higher attendance.

2003 2004 2005 2006 Description Actual Actual Budget Budget

Operating Revenues 8,681,364 8,862,486 8,674,900 9,498,011 Less: Operating Expenses 7,988,521 8,068,804 8,979,653 9,732,798

Net Operating Income (Loss) 692,843 793,682 (304,753) (234,787) Plus: Non-Operating Revenues 175,749 144,930 134,000 205,000

Net Income (Loss) 868,592 938,612 (170,753) (29,787) State Loan (For Turf Track) 1,456,678 0 Less: Capital Expenditures 616,256 2,291,727 1,058,500 800,000

Net Change in Working Capital (fund balance) 252,336 103,563 (1,229,253) (829,787)

Working Capital (fund balance) at Year End 6,044,887 6,148,450 4,919,197 4,089,410

SUMMARY OF REDUCTION OPTIONS

None

DEPARTMENTAL APPEAL ITEMS

None

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

None

BOARD OF SUPERVISORS’ ACTION

None ADVERTISING

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

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. 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.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted Recommended Change Adopted Recommended Change

Advertising - Special Fund 2,015,114 2,283,938 13.3 2,015,114 2,283,938 13.3

TOTAL FINANCIAL 2,015,114 2,283,938 13.3 2,015,114 2,283,938 13.3

SUMMARY OF KEY ISSUES

In April 2006, 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 06-07 is estimated at $6,359,200, which is comprised of $6,073,500 in projected TOT collections from existing facilities, plus $286,000 in projected TOT collections from new facilities. Of the total projected revenue, $4,769,400 (75%) is allocated to the Advertising Fund and $1,589,800 (25%) to the General Fund. The General Fund portion is budgeted within Other General Government

• The recommended 13.3% ($268,800) expenditure increase is consistent with Board of Supervisors April, 2006 policy direction to increase funding for the following: Restore $55,000 for Historical Groups (Category D). 10 % ($2,100) increase for chambers of commerce. Fund county department (EDD, Regional Parks, CAO, Auditor-Controller, and Treasurer-Tax Collector) expenses allowing a 4.75% net cost target adjustment. Include $30,000 for new applications exclusively from Sonoma Valley to achieve program participation balance. Fund Affordable Housing contributions with $107,200 in FY 06-07. (Per Board policy, TOT resources for affordable housing are recommended annually based on available program funding. Once baseline Advertising program requirements are met, up to 50% of revenues from facilities established after 2002 can be transferred to affordable housing programs.)

• Prior Board direction remains unaltered, including: Continue to fund existing park facility operating and maintenance costs (O&M), allowing a 4.75 % COLA from the Advertising Fund. TOT funded parks are those that opened between FY 89-90 and FY 01-02. Continue with the $1.3 million contribution to the new Sonoma County Tourism Bureau. Maintain Economic Uncertainty Reserve (EUR) at 5% of available TOT sources.

• TOT revenues are projected to increase at an annual average rate of 5% over the next four years. Additionally, new revenues from expected expansions and the opening of new lodging facilities are included. A near term fund balance growth is expected; however, program costs are expected to outpace revenues starting in FY 08-09.

• Regional Parks has cut over $800,000 out of the baseline parks maintenance budget since 1996, which has resulted in the accumulation of deferred maintenance; therefore, the Board of Supervisors directed staff to complete a two-year plan identifying park’s highest maintenance needs and look at the possibility of using the Advertising unrestricted fund balance to address them. • In April 2006, applications for the $608,000 available for the Advertising Program were accessible to download on the County Administrator’s web site and were also sent to FY 05-06 funded agencies, prior participants, and other agencies that requested applications. The completed applications were due in the County Administrator's Office by May 31, 2006. In accordance with Board policy, applications received after the deadline will not be recommended for funding. During final budget hearings a detail of FY 06-07 funds recommended for award to successful applicants will be provided.

• The proposed budget provides $1.3 million for Regional Park’s existing facilities operating and maintenance, and $2.4 million for EDD net cost support. EDD net cost includes the county’s $1.3 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 $242,600.

FY 06-07 ADVERTISING FUND SUMMARY FY 05-06 FY 06-07 Estimated Budget

Beginning Balance 7,315 239,372 Financing Sources 4,982,078 5,280,320 Financing Uses (4,750,021) (5,089,547) * Unrestricted Fund Balance 239,372 430,145 ** *The FY 06-07 recommended financing uses includes the set aside of $242,600 for EUR. **Funds available for Regional Park’s -two-year maintenance needs plan.

SUMMARY OF REDUCTION OPTIONS None

DEPARTMENTAL APPEAL ITEMS None

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING None BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Other Changes Non-Recurring Retain discretionary fund balance to meet existing and future Parks needs 16,372 0 16,372 (2-year Plan). Add available year-end FY 06-07 discretionary fund balance to existing 211,877 0 211,877 Economic Uncertainty Reserve. Increase TOT revenue and adjust Advertisers’ award amounts. 3,179 151,458 (148,279)

ADVERTISING PROGRAM APPROPRIATIONS AND RESERVES FY 05-06 FY 06-07 Adopted Recommended Dollar Category Description Budget Budget Change A Chambers of Commerce 19,450 24,211 4,761 B Promotional Organizations: EDD (Resources allocated through Advertising Fund support - net cost) - - - C Agricultural Promotion 170,000 170,000 - D Historical Commissions - 55,000 55,000 E Cultural, Artistic, and Community 15,500 15,500 - F Countywide Events 12,000 12,000 - G Cultural Organizations 7,500 7,500 - H Major Co Event and Cultural Org 292,500 292,500 - I Multiple Events (Appropriations listed in individual categories) - - - J Departmental Activities 31,578 31,578 - VARIOUS New Applicants from So Valley - 30,000 30,000

Regional Parks 1,322,476 1,384,587 62,111 Audit/Collection Costs 52,732 58,500 5,768 Affordable Housing - 107,160 107,160 Administration Costs 41,378 45,402 4,024

Contingency 50,000 50,000 -

APPROPRIATION TOTAL 2,015,114 2,283,938 268,824

OTHER USES: Advertising Fund Support - Net Cost Economic Development Department 1,099,514 1,053,207 (46,307) Sonoma County Tourism Bureau 1,359,859 1,359,859 - Advertising Fund Support - Net Cost 2,459,373 2,413,066 (46,307)

Reserves Existing EUR 202,108 205,032 2,924 Increase EUR to 5% Level 2,924 37,535 34,611 Parks Reserve 149,975 149,975 - Total Reserves 355,007 392,542 37,535

GRAND TOTAL OF USES 4,829,494 5,089,546 222,517

CAPITAL PROJECTS

Gross Revenues/ Appropriations Reimbursements Net Cost Capital Projects 48,853,939 22,567,537 26,286,402

Capital Health & Other County Projects Human Services 4% Services 6% 24% Justice Services 17%

Administrative Development Support & Services Fiscal 33% Services 16%

CAPITAL PROJECTS AND MAJOR REPAIRS

Department Head: Bob Deis

DEPARTMENTAL DESCRIPTION

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, and 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 department when those changes are experienced. Projected changes in operating costs are included for new general government projects in the year they first appear below.

Projects that meet these definitions are included in the Five-Year Capital Project Plan, normally presented to the Board of Supervisors in early spring 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. Changes in use of fund balance reflect normal transitions in projects, from collection of necessary funds during planning and design phases, to actual acquisition or construction activity.

In addition to the narrative, this document contains the FY 06-07 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 06-07 budget.

FINANCIAL SUMMARY

Total Expenditures Net Cost/Use of Fund Balance

FY 05-06 FY 06-07 % FY 05-06 FY 06-07 % Budget Division/Fund Adopted RecommendedChange Adopted Recommended Change

General Government/Cap Proj 34,049,134 27,810,274 (18.3) 13,789,306 15,976,396 15.9 Special Assessments/Cap Proj 14,373,313 14,382,673 0.1 2,027,064 6,282,581 209.9 Parks/Capital Projects 5,826,122 5,506,437 (5.5) 157,975 864,448 447.2

TOTAL FINANCIAL 54,248,569 47,699,384 (12.1) 15,974,345 23,123,425 44.8

STAFFING SUMMARY

No staff is allocated to this department.

SUMMARY OF KEY ISSUES

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 embarking on a countywide strategic planning effort, which will address basic business and strategic issues for the programs that use facilities. The coordination of the strategic and facility planning creates an opportunity to plan and provide facilities that will meet the programmatic and strategic objectives rather than adjusting the program to fit the available facilities.

The recommended budget of $47,699,400 includes 126 capital projects (90 General Government, 34 Regional Parks, and 2 Special Assessment Districts). Project appropriations fall into the following categories: repair and replacement projects ($9,780,600) and improvement projects ($37,918,800). $1,452,200 is dedicated to repair and replacement projects for the veterans buildings.

Two recommended Special Assessment District projects in the proposed budget are Canon Manor West ($7,426,500) and Monte Rio Wastewater ($6,956,200).

The proposed Regional Parks Capital Projects budget totals $5,506,500. Sources of funding include $2,956,300 from state funding and $1,042,400 in park mitigation fees. Other sources of funding are $125,000 from the Russian River Redevelopment Agency for Guerneville River Park, $200,000 from the Open Space District for Hood Mountain, $250,000 from the Regional Parks Foundation for Tolay Lake Regional Park, $18,000 from the Foundation for Riverfront Regional Park, and $50,000 in Community Development Block Grant (CDBG) for Americans with Disability Act (ADA) improvements at Steelhead Beach. Additionally, prior year unspent funds are included.

On-going operations costs associated with above mentioned projects are included in the Regional Parks budget.

Parks projects are summarized below:

• Trail Projects: completion of trail and bridge at Stillwater Cove Park ($9,300), bridge construction to connect West County Trail to Prince Memorial Greenway ($34,600), planning for new bike trails at Shellville ($25,000), Central Sonoma Valley ($96,300) and Santa Rosa Creek ($50,000), new Birdwalk coastal access bridge and trail ($340,400), North Sonoma Mountain Park completion of trail development ($10,000), environmental document for bay trail ($101,700), and planning for Bodega Bay regional bike and pedestrian trail ($150,000).

• New Park Development: Tolay Lake Park ($753,800), Riverfront Park ($352,900), dog park addition at Ragle Park ($40,000), Bodega Community Park ($35,100), Guerneville River Park ($510,500), and initial property acquisition efforts for Alder Park ($8,500).

• Access Improvements: creek crossing at Crane Creek Park ($8,100), improvements at Cloverdale Park ($103,200), and Russian River access sites ($10,000).

• Other Projects: Foothill Park picnic area restroom and well ($14,200), Steelhead Beach permanent restroom ($549,100), development of additional Schopflin fields ($862,300), dredging of Bodega Harbor ($312,700), and planning for restoration of Watson School ($69,600).

The recommended Capital Projects budget includes a $3.9 million General Fund contribution. Projects with new General Fund financing are summarized by category below. None of the new projects are expected to result in material changes to on-going operating costs.

• Radio Communications: $720,000 is included to replace Simulcast for Sheriff & REDCOM Voice Radio Systems ($420,000), County Microwave System ($120,000), and infrastructure replacement of Generator & Battery Systems ($100,000) and Towers ($100,000). These new projects are necessary to provide a secure and reliable communications network for the use of 911 dispatch operations, county field personnel, local law enforcement agencies, and individual fire districts.

• Evaluation/Planning: $650,000 is included in the proposed budget for two evaluation and planning projects. $400,000 to prepare the master plan and conceptual design for the expansion and/or consolidation of all adult detention facilities, $100,000 to develop an overall evaluation of the Administration Building, and $150,000 to assess critical facilities for Hazard Mitigation and Disaster Preparedness.

• Roof Replacement Projects: The recommended budget includes $290,000 five re-roofing projects. Department of Health Services Chanate Facility Main Building (additional $50,000), Human Services Building Job Start Reroof and Heating Ventilation Air Conditioning (HVAC) (design $58,000), Sebastopol Veterans Building Reroof (design $45,000), Heavy Equipment Skylight Replacement ($107,000), and Sierra Youth Center Reroof ($30,000).

• Exterior Shell and Structure Projects: The recommended budget contains $429,000 in new General Fund appropriations for Human Services Building Painting ($123,000) and Hood House Matching Grant for seismic retrofit ($306,000).

• Hazardous Materials/Mitigation: A total of $149,000 is included for hazardous material abatement ($126,000) and ground water contamination remediation monitoring/testing ($23,000).

• Equipment, Furniture, and Remodel Projects: $357,000 is included for new furniture and equipment including Main Adult Detention Facility (MADF) Bunk Installation ($51,000), Sheriff’s Evidence High Density Storage ($118,000), reconfigure

workstations and file storage in the Administration Building for Human Resources ($45,000), subdividing a MADF Recreation Yard ($68,000), and MADF Door Hardening ($75,000).

• Electrical, Mechanical, and Plumbing Projects: $1,003,000 is proposed for electrical and security projects including Probation Youth Camp Fire Alarm ($45,000), MADF Programmable Network Upgrade ($468,000), MADF Control Panel Fusing ($60,000), Probation Youth Camp Septic System replacement ($130,000), and PRMD HVAC replacement ($300,000).

• Americans with Disabilities Act (ADA) Improvements: Per Board of Supervisors 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. $302,000 is in the proposed budget for ADA improvements.

The table below shows the complete listing of projects financed with the $3.9 million General Fund contribution: General Fund Major Repair and Replacement Projects Radio Communications Simulcast for Sheriff & REDCOM Voice Radio Systems 400,000 Radio Communications-County Microwave System 120,000 Radio Communications Infrastructure - Backup Generator/Battery Systems 100,000 Radio Communications Infrastructure - Towers 100,000 Groundwater Contamination Investigation 23,000 Hazardous Materials Abatement - All County Buildings 126,000 Probation Youth Camp Fire Alarm 45,000 Probation Youth Camp Septic System 130,000 Human Services Building Painting 123,000 PRMD - HVAC 300,000 Chanate Facilities Re-roof Program (DHS Main) 50,000 Hood House Matching Grant 306,000 Heavy Equipment Skylight Replacement 107,000 Human Services Building Job Start Reroof and HVAC (design only) 58,000 MADF Programmable Network Upgrade 468,000 Sierra Youth Center Reroof 30,000 Sebastopol Vets Re-roof (design only) 45,000 MADF Door Control Panel Fusing 60,000 Subtotal Major Repair and Replacement 2,591,000

Improvement Projects MADF Recreation Yards 68,000 Hazard Mitigation & Disaster Preparedness 150,000 Americans with Disabilities Act Improvements 302,000 Administration Building - Human Resources Office Remodel 45,000 Adult Detention Facility Planning 400,000 MADF Bunk Installation 51,000 MADF Door Hardening 75,000 Administration Building - Evaluation & Planning 100,000 Sheriff's Evidence Annex - High Density Storage System 118,000 Subtotal Improvements 1,309,000

Total 3,900,000

• Other significant projects: County Facilities Resource fund contains Board approved contribution of $3 million for the potential purchase and remodel of the Redwood Credit Union branch building. Also included in the recommended budget are rebudgeted appropriations of $3.9 million for Juvenile Hall Replacement and Juvenile Justice Center (JJC) final retention payments, and $3.3 million for Valley of the Moon Children’s Home Phase III (VMCH III) design and project management.

Project Funding Transfers

The following transfers are recommended from projects completed in FY 05-06 to other active projects:

Available Transfer Completed Project Balance Active Project Financing CMP Expansion 4,905 CMP Building Repairs 4,905 Admin Center Waster Conservation 69,190 Admin Center Irrigation/Landscape 69,190 F&C Re-roof 23,363 PRMD HVAC 43,007 Guerneville Library 19,644 Sonoma Valley Sheriff Substation 160,000 Russell Avenue Homeless Shelter 240,000 Sonoma Mountain Generator 80,000 ADA (Justice/Jails) 5,695 ADA (Other) 5,695 Vets Repairs/Renovations 3,600 Vets Building Repairs 27,079 Vets Repairs/Design 23,479 Subtotal 389,876 389,876 Anticipated Savings Available for Transfer La Plaza Remodel 1,814 Heavy Equip Skylight Replacement 20,000 Light Vehicle Re-roof 1,183 Sierra Youth Center Re-roof 99,430 MADF Boilers 50,000 NCDF Laundry Evaporative System 50,000 MADF Pneumatic Tube System 8,800 NCDF Laundry 1,844 LG Power 3,647 Human Services Building 92,831 Heavy Equipment Ventilation 2,377 Morgue Generator 1,866 Orenda Center Detox Roof 5,068 Subtotal 169,430 169,430 Total Recommended for Transfer 559,306 559,306 Total Parks Completed Projects 317 Birdwalk Coastal Access 317

SUMMARY OF REDUCTION OPTIONS

A 10% reduction plan for the department, totaling $390,000 is on file with the County Administrator’s Office.

EARLY AUTHORIZATION

• 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:

PRMD HVAC 673,315 Human Services Building Painting 258,307 Chanate Facilities Re-roof Program 552,127 Sierra Youth Center 129,430 Sonoma Mountain Generator 112,622 Communications – Sheriff’s Simulcast 400,000 Communications – County Microwave 120,000 Communications – Backup Generator 100,000 Communications - Towers 100,000 Administration Building Human Resources Office Remodel 45,000 MADF Bunk Installation 51,144

MADF Door Hardening 107,923 MADF Recreation Yards 68,000 Adult Detention Expansion Planning 419,060 NCDF Laundry Evaporative System 50,000 Sonoma Valley Sheriff Substation 501,554 Canon Manor Assessment District 7,426,503 Hood Mountain 348,493 Tolay Lake Regional Park 753,796 Schopflin Fields 862,345 Guerneville River Park 510,454 Sunset Beach 554,886 Riverfront Park 352,869 Watson School 69,628 Bodega Bay Bike and Pedestrian Trail 150,000

DEPARTMENTAL APPEAL ITEMS Net Cost Priority Description Amount A Radio Site Infrastructure Buildings 100,000 B MADF Indoor Air Quality Upgrade 88,000 C NCDF Inmate Clothing System 133,000 D MADF Expansion Wall Reseal 78,000 E Morgue Back-up Refrig/Freezer 110,000

F Chanate Hall Parking Lot Lighting 112,000 G 3400 Chanate (Formerly Day Treatment) Exterior Lighting 54,000 H Seismic Evaluation – All county buildings 75,000 I Americans with Disabilities Act Improvements 161,000 Grand Total 911,000

COUNTY ADMINISTRATOR’S RECOMMENDATIONS SUBJECT TO AVAILABLE FINANCING

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.

BOARD OF SUPERVISORS’ ACTION

Adopted as proposed with the following changes: Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost County Center Building Utilization Plan 464,020 464,020 0 Security Standards transfer to County Center Building Utilization Plan. (73,520) 0 (73,520) Moving appropriations from Fixed Assets to Operating Transfer 73,520 0 73,520 PRMD Lobby Remodel-funded from PRMD operating budget 391,500 91,500 300,000

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost HOJ County Office Expansion-adjust rebudget 3,970 0 3,970 MADF Showers-adjust rebudget 23,420 0 23,420 Adult Detention Expansion Planning-transfer from MADF Boiler 56,289 0 56,289 Replacement and MADF Kitchen Exhaust projects and rebudget adjustment NCDF Laundry Air Conditioning-adjust rebudget (349 ) (349) 0 JJC-appropriate unanticipated insurance refund 5,159 0 5,159 VMCH Phase III-adjust rebudget 2,092,020 0 2,092,020 Sierra Youth Center-adjust rebudget (1,201) (1,201) 0 Chanate Complex transfer to County Center Building Utilization Plan. (190,500) 0 (190,500) Moving appropriations from Fixed Assets to Operating Transfer 190,500 0 190,500 Vets Bldgs Repairs-adjust rebudget (414) (414) 0 Radio Site Repairs-adjust rebudget 10,427 0 10,427 Sonoma Substation-funded from Asset Forfeiture Fund 202,000 42,000 160,000 Ag Warehouse-transfer from Ag Comm./UC Co-op Lease Move 87,334 87,334 0 Ag Comm./UC Co-op Lease Move transfer to Ag Warehouse (87,334) 0 (87,334) Sonoma Mountain Generator-appropriation adjustment 80,000 0 80,000 Moving appropriations from Fixed Assets to Operating Transfer 87,334 0 87,334 Westside Park Restroom Re-roof-adjust rebudget 41,440 0 41,440 Ground Water Contamination-appropriate State revenue 43,389 0 43,389 Seismic Evaluation transfer to County Center Building Utilization Plan. (50,000) 0 (50,000) Moving appropriations from Fixed Assets to Operating Transfer 50,000 0 50,000 Hazard Mitigation Disaster Preparedness-transfer to County Center (150,000) (150,000) 0 Building Utilization Plan. Human Services Improvements-adjust rebudget 600,000 0 600,000 Adult & Aging Relocation-adjust rebudget 300,000 0 300,000 Canon Manor West-carryover fund balance adjustment (849,989) (3,544,731) 2,694,742 Monte Rio-carryover fund balance adjustment 1,555,469 5,282,304 (3,726,835) Maxwell Farms Park CIP- increase expenditure and revenue appropriation 60,000 60,000 0 for a CDGB Grant Award administered by the Community Development Commission. Hood Mountain CIP-rebudget revenue and increase expenditure to match 158,307 323,464 (165,157) available funding. Sea Ranch Access Trail CIP-increase revenue appropriation to correct a 0 23,708 (23,708) negative fund balance. Sea Ranch Access Trail CIP-rebudget revenue and increase expenditure to 14,102 14,102 0 match available funding. West County Trail CIP-increase expenditure appropriation to match 23,192 0 23,192 available funding. Tolay Lake CIP-reduce expenditure and revenue appropriation to match (586,636) (273,725) (312,911) available funding. Taylor Mountain CIP-increase revenue appropriation to correct a negative 0 1,037 (1,037 ) fund balance.

Gross Revenue and Technical Changes Expenditures Reimbursements Net Cost Salmon Creek CIP-increase revenue appropriation to correct a negative 0 289 (289) fund balance. Reductions to various Regional Parks Capital Project appropriations based (264,137) 0 (264,137) on available balances. Decrease Capital Projects rebudget and related revenues (3,204,757) (4,427,760) 1,223,003

Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07 Repair And Replacement Projects

GENERAL GOVERNMENT

County Administration Center 109132 EA Adm Cntr Heat'g/Cool'g Coils Replace 330,308 A 43,007 A 343,007 A 673,315 673,315 - 109256 Admin Cntr Paving 184,403 A- 184,403 184,403 - 109447 CMP Bldg Repairs/Roof Phase 1 of 2 4,905 A (4,905) A - 4,905 4,905 - 109595 LaPlaza A Roof/Major Bldg Systems 3,074 A- 3,074 3,074 - 109611 Ad Cntr Irrigation/Landscape/Conser 11,566 A 69,190 A 69,190 80,756 80,756 - 109678 Fiscal Building Reroof 34,701 A- 34,701 34,701 - 109686 EA Human Services Building Painting 135,307 A 123,000 A 258,307 258,307 - 109710 Lt Vehicle Roof Replacement 1,183 A (1,183) A - 1,183 1,183 - 109777 2300 Professional Drive Reroof 25,363 A (23,363) A - 25,363 25,363 - 109785 Russell Ave. Homeless Shelter 377,623 A (240,000) A - 377,623 377,623 - 109819 Human Services Building Job Start 58,000 A 58,000 58,000 - 110338 HOJ Elevator Repair 194,540 A- 194,540 194,540 - Sub Total County Admin Center 1,302,973 (157,254) 593,197 1,896,170 1,896,170 -

Adult Detention Facilities 111252 MADF Touchscreens 109,540 A- 109,540 109,540 - 111260 MADF Boilers 192,011 A (50,000) A - 192,011 192,011 - 111286 MADF Kitchen Exhaust 101,558 A- 101,558 101,558 - 111294 MADF HVAC Controls 187,506 A- 187,506 187,506 - 111302 MADF Water Pressure 67,103 A- 67,103 67,103 - 111336 MADF Central Control Ergonomics 51,267 A- 51,267 51,267 - 111351 MADF Pneumatic Tube System 8,800 A (8,800) A - 8,800 8,800 - 111369 MADF Door Control Panel Fusing 60,000 A 60,000 60,000 - 111377 MADF Programmable Network Upgrade 468,000 A 468,000 468,000 - 112268 NCDF Fire Alarm 72,302 A- 72,302 72,302 - 112284 NCDF HVAC Replacement 219,000 A- 219,000 219,000 - Sub-Total Adult Det Facilities 1,009,087 (58,800) 528,000 1,537,087 1,537,087 -

Chanate & Health Services 124073 EA Chanate Facilities/DHS Main Reroof 502,127 A 50,000 A 552,127 552,127 - 124115 PH Clinic HVAC 59,860 A- 59,860 59,860 - 124149 Norton Window Repair/Replace - 25,993 L 25,993 25,993 - 124180 Norton Ctr Stucco/Painting 95,000 A- 95,000 95,000 - 150565 Orenda Center Reroof 5,068 A (5,068) A - 5,068 5,068 - 150631 Orenda Center Repairs 235,040 A- 235,040 235,040 - Sub-Total Chanate & Health Services 897,095 (5,068) 75,993 973,088 973,088 -

LG & Juvenile Detention Facilities 113142 Hood House Repair/Renovation 211,108 A 306,000 A 517,108 517,108 - 113274 Power Distribution Phase 2 of 2 3,647 A (3,647) A - 3,647 3,647 - 113381 Prob Youth Camp Fire Alarm 75,147 A 45,000 A 120,147 120,147 - 113514 Classroom Bldgs Rep/Reroof 420,000 A- 420,000 420,000 - 113522 Prob Youth Camp Safety Glass 130,000 A- 130,000 130,000 - 113530 EA Sierra Youth Center Re-roof 99,430 A 129,430 A 129,430 129,430 - 113548 Probation Youth Camp Septic System 130,000 A 130,000 130,000 - Sub-Total LG & Juv Det Facilities 839,902 95,783 610,430 1,450,332 1,450,332 - Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07

Veterans' Memorial/Community Svc Bldgs 145128 Vets Bldgs Repairs/Renovations 3,600 A (3,600) A - 3,600 3,600 - 145144 Vets Bldgs Safety Repairs/Design 23,479 A (23,479) A - 23,479 23,479 - 145177 Vets Buildings Repairs 1,380,074 A 27,079 A 72,079 A 1,452,153 1,452,153 - Sub Total Vets Bldgs 1,407,153 - 72,079 1,479,232 1,479,232 -

Other Facilities Projects

150300 Water Conservation 46,188 A- 46,188 46,188 - 150417 Heavy Equipment Facility Ventilation 2,377 A (2,377) A - 2,377 2,377 - 150458 Guerneville Library Siding/Roof Repairs 176,496 A (19,644) A - 176,496 176,496 - 150508 Animal Shelter Set-Up 10,002 A- 10,002 10,002 - 150532 Hazardous Materials Mgt/Abatement 175,329 A 126,000 A 301,329 301,329 - 150573 Ground Water Contam. Monitor/Remed. 309,359 A 23,000 A 332,359 332,359 - 150599 Morgue Site Work 128,407 A- 128,407 128,407 - 150615 Emerg. Generator Eval & Planning 99,462 A- 99,462 99,462 - 150664 Heavy Equipment Facility Skylight Replace. 20,000 A 127,000 A 127,000 127,000 - Sub-Total Other Facilities 947,620 (2,021) 276,000 1,223,620 1,223,620 -

General Services Total R&R Projects 6,403,830 (127,360) 2,155,699 8,559,529 8,559,529 -

Info Sys (Telecommunications) Projects

150037 Radio Site Repairs 36,728 A 10,634 LD 47,362 47,362 - 150334 Radio Test Equipment Replacement 19,527 A- 19,527 19,527 - 150359 Sonoma Tower Replacement 47,132 AA - 47,132 47,132 - 150367 Base Station Radios Replacement 307,000 A- 307,000 307,000 - 150672 EA Communications-Sheriff's Simulcast Sys. 400,000 A 400,000 400,000 - 150680 EA Communications-County Microwave Sys. 120,000 A 120,000 120,000 - 150698 EA Communications-Backup Generator/Batt. 100,000 A 100,000 100,000 - 150706 EA Communications-Towers 100,000 A 100,000 100,000 - Sub-Total Info Systems Projects 410,387 - 730,634 1,141,021 1,141,021 -

Info Systems Total R&R Projects 410,387 - 730,634 1,141,021 1,141,021 -

Total Repair & Replacement Projects 6,814,217 (127,360) 2,886,333 9,700,550 9,700,550 - Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07 I mprovement (New And Remodel) Projects

GENERAL GOVERNMENT

County Administration Center

101014 County Facilities Resource Fund 7,173,072 A - 7,173,072 3,000,000 4,173,072 102079 Admin Bldg Remodel 67,913 A- 67,913 67,913 - 102160 Cty Ctr Bldg Planning Update 125,581 A- 125,581 125,581 - 102178 Admin Bldg Evaluation & Planning 100,000 A 100,000 100,000 - 109413 New Sheriff Building 29,432 F- 29,432 29,432 - 109587 CMP Energy Improvements 812,614 A 4,905 A 4,905 817,519 817,519 - 109645 Admin Ctr. Water Conservation 39,190 A (69,190) A 30,000 WA 69,190 69,190 109652 Agriculture Bldg. Remodel 180,997 A- 180,997 180,997 - 109660 La Plaza A Remodel 1,814 A (1,814) A - 1,814 1,814 - 109769 Security Standards 73,519 A- 73,519 73,519 - 109801 Fuel Station Upgrade 117,742 A 117,742 117,742 - 109827 Sheriff's Evidence Annex-HD Storage Sys 118,000 A 118,000 118,000 - 109835 EA Human Resources Office Remodel 45,000 A 45,000 45,000 - 110171 EOC Remodel 139,089 A- 139,089 139,089 - 110312 HOJ County Office Expansion (43,792) F 1,822,612 F 1,778,820 1,778,820 - 110320 Courts Counter Replacement - 41,648 E 41,648 41,648 - Sub Total County Admin Center 8,717,171 (66,099) 2,162,165 10,879,336 6,706,264 4,173,072

Adult Detention Facilities

111146 ADA Projects (Justice Fac/Jails 5,695 F (5,695) A - 5,695 5,695 - 111310 EA MADF Bunk Installation 144 A 51,000 A 51,144 51,144 - 111328 EA MADF Doors 32,923 A 75,000 A 107,923 107,923 - 111393 EA MADF Recreation Yards 68,000 A 68,000 68,000 - 112227 EAAdult Detention Exp. Planning 19,060 A 400,000 A 419,060 419,060 - 112276 NCDF Laundry 1,844 A (1,844) A - 1,844 1,844 - 112292 EA NCDF Laundry Air Conditioning (Evaporative) - 50,000 A 50,000 50,000 50,000 - Sub-Total Adult Det Facilities 59,666 42,461 644,000 703,666 703,666 -

Chanate & Health Services

124057 Chanate Med/Health Svcs Utilization Pla 208,332 A - 208,332 208,332 - 124123 Norton Ctr. Security Upgrade 54,800 AH- 54,800 54,800 - 124131 Norton PES Bed Capacity (3,265) L 8,357 L5 ,092 5,092 - 124156 Norton Center ADA Ramp - 50,000 L 50,000 50,000 - 124164 Norton Center Exterior Lighting (14,066) L 150,834 L 136,768 136,768 - 150490 Morgue Emergency Generator 1,866 A (1,866) A - 1,866 1,866 Sub-Total Chanate & Health Services 247,667 (1,866) 209,191 456,858 456,858 -

LG & Juvenile Detention Facilities

113126 LG New VMCH/RCC 384,402 A- 384,402 384,402 - 113241 ADA Projects (Prob/Title IV) 112,526 A- 112,526 112,526 - 113308 Juvenile Hall Replacement (192,657) E 168,507 E 3,891,284 3,891,284 - 3,915,434 LD 113431 Juvenile Justice Center 15,416 B- 15,416 15,416 - 113498 VMCH Phase III 5,782,367 A - 5,782,367 3,273,827 2,508,540 113506 LG Long Range Plan 76,456 A- 76,456 76,456 -

Sub-Total LG & Juv Det Facilities 6,178,510 - 4,083,941 10,262,451 7,753,911 2,508,540

Veterans' Memorial/Community Svc Bldgs

145078 Vets ADA 14,373 A- 14,373 14,373 - 145086 Vets Bldgs Improvements 85,063 A- 85,063 85,063 - Sub Total Vets Bldgs 99,436 - - 99,436 99,436 -

Other Facilities Projects 109371 ADA Projects 637,373 A 5,695 A 307,695 A 945,068 945,068 - 150060 Animal Shelter Expansion 67,656 A- 67,656 67,656 - 150219 EASonoma Vly SO Substation (651,073) A 160,000 A 678,000 CS 501,554 501,554 - 457,296 SV 17,331 F 150318 Ag Warehouse 22,043 AI - 22,043 22,043 - 150342 HSD/DAFSU Relocation 92,831 A (92,831) A - 92,831 92,831 - 150433 Ag Comm/UC Co-Op Ext. Lease/Move 118,030 AI - 118,030 118,030 - 150540 SCERA Remodel (1,082) AU 7,926 AU 6,844 6,844 - Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07 150607 Seismic Evaluation All Bldgs 50,000 A- 50,000 50,000 - 150649 Sonoma Mountain Generator 32,622 A 80,000 80,000 112,622 112,622 - 150656 Guerneville Library ADA Improvements (1,604) AB 50,000 CD 48,396 48,396 - 150714 Hazard Mitigation & Disaster Preparedness 150,000 A 150,000 150,000 -

Sub-Total Other Facilities 366,796 152,864 1,748,248 2,115,044 2,115,044 -

G. S. Total Improvement Projects 15,669,246 127,360 8,847,545 24,516,791 17,835,179 6,681,612

General Services Total Projects 22,073,076 - 11,003,244 33,076,320 26,394,708 6,681,612

Info Sys (Telecommunications) Projects

150094 Communications Sites Obtain/Develop 105,534 A- 105,534 105,534 - 150276 Mobile Data Terminal System 69,011 A 100,000 D 169,011 169,011 -

ISD Total Improvement Projects 174,545 - 100,000 274,545 274,545 -

ISD Total Projects 584,932 - 830,634 1,415,566 1,415,566 -

General Government Total 22,658,008 - 11,833,878 34,491,886 27,810,274 6,681,612

SPECIAL ASSESSMENT DISTRICTS

180505 EACanon Manor West 2,351,503 AR 75,000 IE 7,426,503 7,426,503 - 5,000,000 LD

180612 Monte Rio 3,931,078 AS 192,400 AB 6,956,170 6,956,170 - 50,000 IE - 2,782,692 LD -

Special Assessment District Total 6,282,581 - 8,100,092 14,382,673 14,382,673 - Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07 REGIONAL PARKS

140053 Helen Putnam Park 52,305 H 52,305 52,305 - 140079 Maxwell Farms Park 153,581 M 153,581 32,000 121,581 140095 EA Hood Mountain 417,968 M 24,720 U 730,528 348,493 382,035 200,000 OS M 87,840 M 140111 Sea Ranch Trail Work 15,405 M 15,405 15,405 - 140137 Doran Park 4,179 CD 4,179 3,703 476 140236 Stillwater Cove Park 9,385 M 9,385 9,349 36 140285 Ragle Park 39,960 U 39,960 39,960 - 140376 West County Trail 34,546 M 34,546 34,546 - 140392 Shiloh Park 1,856 M 1,856 1,856 - 140434 Crane Creek Park 8,321 M 8,321 8,122 199 140442 Foothill Park 17,453 M 17,453 14,242 3,211 140475 Sonoma Schellville Trail 25,000 M 25,000 25,000 - 140541 Santa Rosa Creek Trail 50,000 M 50,000 50,000 - 140558 Westside Boat Launch 49 M (49) M4 9 49 - 140566 Regional Parks Maintenance Facility 112 M (112) M 112 112 - 140608 Doran Marsh Project 156 M (156) M 156 156 - 140616 Gualala Park (17) M1 8CD 1 - 1 140632 Birdwalk Coastal Access 35,195 H 317 M 305,317 U 340,512 340,382 130

140657 Steelhead Beach 49,122 M 413,296 U 549,122 549,122 - 50,000 CD 36,704 M 140665 Cloverdale Regional Park 52,560 M 24,608 U 103,168 103,168 - 26,000 M 140681 Sonoma Valley Park 2,885 M 2,885 2,884 1 140707 EATolay Lake Regional Park 199,101 M 403,796 U 952,897 753,796 199,101 250,000 H 100,000 M 140715 EA Schopflin Fields 18,970 M 758,375 U 862,345 862,345 - 85,000 M 140723 No. Sonoma Mountain Park - 10,000 M 10,000 10,000 - 140756 Bodega Community Park 35,107 M 35,107 35,107 - 140764 Park Access Improvements 1 CD 165 M 166 - 166 140772 EAGuerneville River Park 39,741 M 345,713 U 510,454 510,454 - 125,000 RR 140780 Forestville River Access 2,385 M 2,385 2,385 - 140806 Taylor Mountain Regional Park (139,743) M 139,743 M - - - 140822 Westside Wastewater 175,086 U 175,086 - 175,086 140830 Bodega Dredging 312,703 AJ 312,703 312,703 - 140863 Bay Trail 41,698 U 60,000 M 101,698 101,698 - 140871 EA Sunset Beach Park 49,609 M 255,277 U 554,886 554,886 - 250,000 M 140889 EA Riverfront Park 27,869 M 275,000 U 352,869 352,869 - 18,000 H 32,000 M 140897 Healdsburg Dam 40,417 WA 40,417 40,417 - 140905 Occid/Salmon Creek Trail (4,917) M 4,917 M- - - 140913 Hunter Creek Trail 5,927 X 5,927 - 5,927 140921 Central Son. Valley Trail 20,787 M 50,500 U 96,287 96,287 - 25,000 M 140939 SLP Shady Oaks Picnic Area 4,549 RP 4,549 4,549 - 140947 EA Watson School 20,000 M 50,000 M 70,000 69,628 372 140954 Alder Park 8,500 M 8,500 8,459 41 140962 EA Bodega Bay Bike and Ped. Trail 100,000 U 150,000 150,000 - 50,000 M 140970 Russian River Access Sites 10,000 M 10,000 10,000 -

Total Regional Parks 1,752,811 - 4,641,989 6,394,800 5,506,437 888,363

Total Repair & Replacement Projects 6,814,217 (127,360) 2,886,333 9,700,550 9,700,550 -

Total Improvement Projects 23,879,183 127,360 21,689,626 45,568,809 37,998,834 7,569,975

Grand Total All Capital Projects 30,693,400 - 24,575,959 55,269,359 47,699,384 7,569,975 Financing Table

Ending 05/06 Estimated Unencum-Source OperatingSource Source FY 06/07 Project FAMIS bered Project Transfers Available FY 06/07 Balance Index Project Title Balance In (Out) Revenue Financing Appropriation 7/1/07 FUNDING SOURCES KEY: Estimated Ending 05-06 Unencumbered Operating FY 06-07 Project Transfers Available Funding Sources Balance In (Out) Revenue Financing

A General Fund 22,669,058 (80,000) 4,095,211 26,684,269 B Tobacco Securitization Proceeds 15,416 - - 15,416 C Aggregate Resource Mgt Fees - - - - D Asset Seizure Forfeiture - - 100,000 100,000 E Courthouse Construction (192,657) - 210,155 17,498 F Criminal Justice Construction (8,665) - 1,839,943 1,831,278 G DAFSU Special Revenue - - - - H Donations/Reimbursements 87,500 - 268,000 355,500 I Fleet ACO - - - - J Federal Park Funds - - - - KParking Enforcement Fund - - - - L PH State Realignment (17,331) - 235,184 217,853 MPark Mitigation Fees 1,040,791 - 1,042,369 2,083,160 N Facilities ACO - - - - O Prob/Title IV - - - - P Sale Of Bonds - - - - Q State Ag Revenue - - - - R State Earthquake Grant - - - - S Fed (State) Juv Violent Offender Grant - - - - T Proceeds of Sale - - - - U State Park Funds 256,744 - 2,956,602 3,213,346 V Telephone ACO - - - - W Transient Occupancy Tax (TOT) - - - - X Transportation Tax 5,927 - - 5,927 Y Economic Uncertainty Reserve - - - - Z PRMD Funding - - - - AA General Fund Reserves - - - - AB State/Fed Misc (1,604) - 192,400 190,796 ACProbation Special Revenue Fund - - - - AD Advertising Fund - - - - AE Federal Disaster Relief - - - - AF State SB 3632 - - - - AG State Disaster Relief - - - - AHHealth Services Operating Budget 54,800 - - 54,800 AI Ag Commissnr Operating Budget 140,073 - - 140,073 AJTideland Leases Fund 312,703 - - 312,703 AKState Water Resources Board - - - - ALHealth Services Alcohol Program - - - - AMFed Alien Assistance (Sheriff) - - - - ANMH Special Revenue Fund - - - - AOAnimal Regulation Operating Budget - - - - APRegional Water Board Rebate - - - - AQ Assessment Fees - - - - ARSA-Advance Payments 2,351,503 - - 2,351,503 AS State Grant-Coastal Non-Point Prop 13 3,931,078 - - 3,931,078 AT Termination Settlement City of Sonoma - - - - AUSonoma County Retirement (1,082) - 7,926 6,844 AV State Grant-Coastal Non-Point Prop 219 - - - - CC City of Cloverdale - - - - CD Federal Block Grant 4,180 - 100,018 104,198 CS City of Sonoma - - 678,000 678,000 DC S A Direct Charge - - - - DP Developer Payment - - - - IE Interest Earnings - - 125,000 125,000 LDLong Term Debt Proceeds - - 11,708,760 11,708,760 OS Open Space District - - 200,000 200,000 PG PG & E Rebate - - - - RPRegional Parks Disabled Pass Fund 4,549 - - 4,549 RRRussian River Redevelopment - - 125,000 125,000 SF Sport Fishing Center - - - - SV Sonoma Valley Redevelopment Agency - - 457,296 457,296 VFValley of the Moon Foundation - - - - WA Water Agency Grant 40,417 - 30,000 70,417 WI Town of Windsor - - - -

Total Estimated Funding Sources 30,693,400 (80,000) 24,371,864 54,985,264 FAMI S FY 06-07 Index Project Title Appropriation

GENERAL GOVERNMENT MAJOR REPAI R AND

County Administration Center 109132 EA Admin Center Heating and Cooling This is an ongoing project to replace old heating and 673,315 Coils Replacement cooling equipment at the County Administration Center. The current project being done out of this Index will replace four existing 40-year old HVAC units and controls at the PRMD Building. Additional funding is requested to increase energy efficiency and provide other upgrades required by recent code 109256 County Administration Center Paving Thish is an ongoing project to repair and repave the 184,403 Projects 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 nearing completion. Remaining funds will be used for project close out and warranty follow up, and for condition assessment and project definitions for the next phases of work. 109447 CMP Bldg Repairs/Roof Phase 1 of 2 Transfer of project funding balance 4,905

109595 La Plaza A Roof/Major Building The project is complete. Remaining funds to be used 3,074 Systems for close out and warranty follow-up if needed.

109611 Admin Center Irrigation/Landscape/ Replace existing water intensive landscaping at the 80,756 Conservation County Administration Center with xeriscape landscaping to reduce water consumption and provide public education about water conservation. 109678 Fiscal Bldg. Re-roof/HVAC Replace worn out, inefficient heating, ventilating and 34,701 air conditioning equipment and replace roof at the Fiscal Building. Project is complete. Remaining funds to be used for close out and warranty follow-up as required.

109686 EA Human Services Building Painting Paint HSD building which has not been painted since 258,307 1966. Additional funding is requested based on updated estimate which includes lead abatement, asbestos abatement and extensive recaulking of existing exterior panel joints. 109710 Lt Vehicle Roof Replacement Transfer of project funding balance 1,183

109777 2300 Professional Drive Re-roof The project is complete. Remaining funds to be used 25,363 for warranty follow up as required. Also unused funding transfer to other projects. 109785 Russell Ave. Homeless Shelter Project is complete. Remaining funds to be used for 377,623 project close-out. Also unused funding transfer to other projects.

109819 Human Services Building Job Start Re-roof 1,700 sf Job Start office areas and replace old 58,000 HVAC units and related ductwork. Funding requested for FY 06/07 is for design only. Additional funding will be requested in FY 07/08 for construction.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

110338 HOJ Elevator Repair Repair and replace components of the central elevator 194,540 in the Hall of Justice in order to avoid further equipment failure and to bring the elevator up to current standards. FY 06/07 funding to be used to confirm scope and cost of repairs and to implement such repairs that can be done within funding with additional funding to be requested in subsequent budget.

Sub-total County Admin Center 1,896,170

Adult Detention Facilities

111252 MADF Touchscreens Replacement of existing graphic display panels with 109,540 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. 111260 MADF Boilers Replace 6 failing boilers that serve the Main Adult 192,011 Detention Facility including hot water for the kitchen and tempered water for showers and lavatories. Also transfer of unused funding transfer to other project. 111286 MADF Kitchen Exhaust Install new ventilation and exhaust to serve cart and 101,558 tray wash area in the MADF kitchen in order to correct ongoing moisture problems and potential health issues.

111294 MADF HVAC Controls Replace 15 year old, failing circuit boards that control 187,506 44 rooftop fan coil units at the Main Adult Detention Facility. New boards will integrate with current Andover system. (Includes emergency HVAC shutdown.)

111302 MADF Water Pressure Replace existing booster pumps with a new system at 67,103 the Main Adult Detention Facility to increase water pressure to meet code compliance.

111336 MADF Central Control Ergonomics Replace and modify existing electronic equipment and 51,267 work surfaces at the Central Control of the Main Adult Detention Facility in accordance with ergonomic report.

111351 MADF Pneumatic Tube System Transfer of unused funding to other projects. 8,800

111369 MADF Door Control Panel Fusing Re-circuit panel fusing for door control in the Main 60,000 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.

111377 MADF Programmable Network Upgrades to the Programmable Logic Card (PLC) 468,000 Upgrade 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.

112268 NCDF Fire Alarm Replace existing old and obsolete fire alarm system at 72,302 the North County Detention Facility with a code compliant system that will identify the source of the alarm and allow for faster response.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

112284 NCDF HVAC Replacement Replace 22 year old obsolete, worn out and inefficient 219,000 heating, ventilating and air conditioning unit serving 8 zones in the 401 Unit at the North County Detention Facility.

Sub-total Adult Detention 1,537,087

Chanate & Health Services

124073 EA Chanate Facilities/DHS Main Re-roof Replace the existing roof at the Department of Health 552,127 Services Main Building. Additional funds needed to account for new bio-lab roof mounted equipment and asbestos abatement.

124115 PH Clinic HVAC Replace older, inadequate air handling systems to 59,860 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. 124149 Norton Center Window Project is complete. Remaining funds to be used for 25,993 Repair/Replacement project close out.

124180 Norton Center Stucco Repair and Repair cracks in stucco, caulk & paint entire Norton 95,000 Painting Center building. To be done in conjunction with Norton Center re-roof. 150565 Orenda Center Reroof Project is complete. Remaining funds to be used for 5,068 project close out.

150631 Orenda Center Repairs Complete the interior renovations of the Orenda Center 235,040 including interior painting and repair or replacement of carpeting, wainscoting, and floor coverings. Re-key locks to adhere to County standards.

Sub-total Chanate Health Services 973,088

LG & Juvenile Detention Facilities

113142 Hood House Repair/Renovations Seismic retrofit of the unreinforced masonry 2 story 517,108 historic Hood Mansion built in 1858. This project has been awarded a grant through the Office of Historic Preservation ($256,420, not yet appropriated) for which the County has funded a matching amount of $279,000. A second grant for $306,000 through the California Cultural and Historic Endowment has been applied for and additional funds are requested to provide the required match for that grant.

113274 Power Distribution Phase 2 of 2 Transfer of unused funding to other projects. 3,647

113381 Probation Youth Camp Fire Alarm Complete the upgrade to the existing fire alarm system 120,147 to include the warehouse. This is an existing project. The additional funding requested will cover project budget. 113514 Los Guilucos - Classroom Buildings Repair and replace leaking roofs on the 12,000 square 420,000 Repair/Reroof feet Classroom Building. Eight of the wings are currently occupied, including County Training Center.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

113522 Probation Youth Camp Safety Glass Replace existing non-compliant glazing at the 130,000 Probation Youth Camp with safety glass in doors and windows to address code violations and provide energy efficiency. 113530 EA Sierra Youth Center Re-roof Replace the existing old and leaking roof. 129,430

113548 Probation Youth Camp Septic System Install new septic system adjacent to existing 130,000 undersized and failing system to meet health standards. Sub-total LG. & Juvenile Detention Facilities 1,450,332

Veterans' Memorial/Community Svc Bldgs

145128 Vets Bldgs Repairs/Renovations Transfer of unused funding to other projects. 3,600

145144 Vets Buildings Repairs Transfer of unused funding to other projects. 23,479

145177 Vets Buildings Repairs Petaluma Vets Paving Phase 2: Complete 1,452,153 reconstruction and repaving of the Petaluma Veterans Building parking lot which was started under Phase 1.

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. FY 06/07 funding for design only. Additional funds for construction will be requested in FY 07/08. Sonoma Vets Parking Lot Reconstruction: Reconstruct existing parking lot to replace deteriorated and potentially hazardous paving at the Sonoma Veteran's Building. Project to conform to new Veterans Cemetery Walkway and provide new landscaping. Design was funded in FY 05/06; existing fund balance for completed projects in this Index will be used for Veterans Buildings Flooring: Continue the replacement of worn carpeting where trip hazard exists and re- coating of wood floors to prevent further deterioration at Veterans Buildings. Veterans Buildings Kitchen Equipment Replacement: ongoing code upgrades and replacement of old, worn out kitchen equipment such as stoves and dishwashers at various buildings. Two new projects will be started if there is sufficient fund balance in the Index: Cotati Vets Janitor's Closet reconfiguration to address code violations; and replacement of deficient sound systems at the Santa Rosa Vets Building.

Sub-total Vets Bldgs 1,479,232 Other Facilities Projects

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

150300 Water Conservation Various water conservation studies and projects at 46,188 county facilities.

150417 Heavy Equipment Facility Ventilation Transfer of unused funding to other projects. 2,377

150458 Guerneville Library Siding/Roof Continuation of the renovation of the Guerneville 176,496 Repairs Library. Prior years' funding was for Phase 1 to repair equipment well & replace HVAC. FY 06/07 funding is for Phase 2 to replace the roof and repair siding. 150508 Animal Shelter Set-up Start up is complete. Remaining funding to be used to 10,002 replace a worn out boiler with instantaneous water heaters.

150532 Hazardous Materials The is an ongoing project to abate hazardous materials 301,329 Management/Abatement 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. 150573 Groundwater Contamination Continue the investigation and remediation of 332,359 Investigation groundwater contamination from old, removed underground storage tanks. Investigation funded in FY 03/04. Remediation measures funded in FY 04/05. FY 05/06 and subsequent years funding for monitoring. 150599 Morgue Site Work Regrade and pave parking areas at County Morgue to 128,407 correct drainage problems and provide paved parking. 150615 Emergency Generator Evaluation & County-wide evaluation and condition assessment of 99,462 Planning all existing emergency generators and UPS systems. Develop comprehensive data base and inventory of equipment. 150664 Heavy Equipment Facility Skylight Remove and replace 24 existing fiberglass skylights 127,000 Replacement that are leaking and have lost their transparency. Installation of new skylights will help avoid slip hazards. Sub-total Other Facilities 1,223,620

General Services Total MR&R Projects 8,559,529

Info Sys (Communications) Projects

150037 Radio Site Repairs Repairs and replacements to remote buildings, power 47,362 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. 150334 Radio Test Equipment Replacement Replace service equipment as it ends its useful life to 19,527 ensure proper maintenance of radio sites and mobile/portable equipment, including other related projects as required. 150359 Sonoma Tower Replacement Replacement of wooden microwave antenna support 47,132 structure with 40' microwave tower, including other related projects as required.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

150367 Base Station Radios Replacement Phased replacement of base station radios is planned 307,000 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. 150672 EA Communications - Simulcast for Replace obsolete 10 year old simulcast voice radio 400,000 Sheriff & REDCOM Voice Radio systems for Sheriff and REDCOM. System 150680 EA Communications - County Microwave Replace and upgrade microwave system link between 120,000 System Oakridge and Seaview sites.

150698 EA Communications - Backup Generator Replace 21-year old backup generators at three remote 100,000 and Battery Systems locations. FY 06/07: Mt. Jackson and Seaview. 150706 EA Communications Infrastructure - Replace the overloaded and undersized 100,000 Towers communications towers. FY 06/07: Sleepy begin Mt. Jackson.

Sub-total Info Systems Projects 1,141,021

Info Systems Total MR&R Projects 1,141,021

Total Repair & Replacement Projects 9,700,550

GENERAL GOVERNMENT I MPROVEMENTS

County Administration Center

101014 County Facilities Resource Fund Provides for the purchase and remodel for reuse of the 3,000,000 Redwood Credit Union building

102079 Admin Building Remodel Remodel of the northwest wing of the Administration 67,913 Building for use by Payroll, Human Resources and District Attorney, and replace the HVAC. Remodel for DA is complete. Balance of project is under construction. 102160 County Admin Center Planning Evaluate the County Administration Center and prepare 125,581 Update a development strategy for future growth and improvements. 102178 Administration Building Evaluation Prepare an overall evaluation of the Administration 100,000 and Planning Building's needs to determine the fiscal impacts of continuing repairs on this nearly 50 year old building and its suitability for continued use. Analyze needed extensive repairs vs. re-building to address current and future occupancy. 109413 New Sheriff Building New Sheriff's Building at the County Center is 29,432 complete. Remaining funds to be used to close out the project.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

109587 CMP Energy Improvements A comprehensive energy project that will expand the 817,519 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.

109645 Admin Ctr Water Conservation Transfer of unused funding to other projects. 69,190

109652 Agriculture Building Remodel Planning and design to remodel space vacated by Ag 180,997 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. 109660 La Plaza A Remodel Transfer of unused funding to other projects. 1,814

109769 Security Standards Develop County wide facility security standards for all 73,519 County buildings and programs.

109801 Fuel Station Upgrade Modifications to the County Administration Center Fuel 117,742 Station to bring it into compliance with Bay Area Air Quality Management District requirements, including replacement of the containment pans below the dispensers. 109827 Sheriff's Evidence Annex - High Provide a high density shelving system in existing 118,000 Density Storage System annex building to accommodate the growing evidence storage as required by law. 109835 EA Human Resources Office Remodel Reconfigure HR workstations and file storage following 45,000 the relocation of 3 EEO and training staff into the NW wing of the Admin Building.

110171 EOC Remodel Remodel of existing 5,400 sf EOC includes new east 139,089 entry, multi-purpose area, 2 conference rooms and enlarged Operations/ISD training room.

110312 HOJ County Office Expansion Planning and evaluation of a new Criminal Justice 1,778,820 Building to alleviate County criminal justice space shortages and consolidate their operations. Additional funding will be required once a plan has been 110320 Courts Counter Replacement The project is complete. Remaining funds to be used 41,648 for close out and warranty follow-up if needed.

Sub-total County Admin Center 6,706,264 Adult Detention Facilities

111146 ADA Projects (Justice Fac/Jails) Transfer of unused funding to other projects. 5,695

111310 EA MADF Bunk Installation Install additional bunks in the Main Adult Detention 51,144 Facility as required to increase operating capacity to accommodate growing inmate population. FY 06/07 funding requested to install an additional 40 double bunks in MADF.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

111328 EA MADF Doors Replace cell doors and frames in Main Adult Detention 107,923 Facility as required to meet changing population needs and comply with inmate classification requirements. Additional 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. 111393 EA MADF Recreation Yards Provide a security barrier to subdivide the recreation 68,000 yards in MH and R Modules to remain in compliance with Title 15. This project will be done in 2 Phases: 06/07 funding for Phase 1 with additional funding to be requested in 07/08 for Phase 2. 112227 EA Adult Detention Expansion Planning Complete the planning and programming for the next 419,060 phase of expansion. Scope and cost of expansion will be defined and included in subsequent Capital Budgets. Current planning is looking at a consolidated jail facility at the County Center and interim planning for NCDF. 112276 NCDF Laundry Transfer of unused funding to other projects. 1,844 112292 EA NCDF Laundry Evaporative System The NCDF Laundry Evaporative Cooling project will 50,000 modify the existing heating and ventilation system to provide cooling during the summer months in order to reduce the high temperatures generated by the equipmnent and improve the laundry environment for the staff and inmates working there

Sub-total Adult Detention Facilities 703,666

Chanate & Health Services

124057 Chanate Medical/Health Services Prepare an inventory and assessment of existing 208,332 Utilization Plan Chanate facilities and needs assessment of Health Services programs, including AOD programs at Orenda Center. Evaluate existing hospital buildings, including seismic, ADA and the presence of hazardous materials. Purpose of this study is to prepare for the departure of Sutter Medical Center in 2008 and to develop a long range strategy for the Chanate Complex and DHS programs. 124123 Norton Center Security Upgrades Remodel lobby area and install new locks and 54,800 surveillance equipment to improve security at this Mental Health facility. Project is nearly complete and will closed out. 124131 Norton PES Bed Capacity Convert two offices into patient rooms to provide 23- 5,092 hour crisis stabilization bed capacity. Project is nearly complete and will be closed out.

124156 Norton Center ADA Ramp Existing northeast ramp at east wing Norton Center is 50,000 too steep for wheelchair access and not ADA compliant. The ramp must be replaced with an ADA compliant ramp.

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

124164 Norton Center Exterior Lighting Install exterior lighting at the front of building, along 136,768 the roadways and at the parking areas serving the Norton Center to improve security and provide better access to parking at night. 150490 Morgue Emergency Generator Transfer of unused funding to other projects. 1,866

Subtotal Chanate & Health Services 456,858

LG & Juvenile Detention Facilities

113126 LG New VMCH/RCC Project is substantially complete. Remaining funds 384,402 being used for final completion, project close out and warranty follow-up as required. 113241 ADA Projects (Prob/Title IV) Continuing construction projects under all priorities at 112,526 LG: Accessible routes into buildings, signage and public counters; and restrooms.

113308 Juvenile Justice Center Project is substantially complete. Remaining funds 3,906,700 113431 being used for final completion, project close out and warranty follow-up as required. 113498 Valley of the Moon Children's Home Phase III will construct space for Admissions, Children 3,273,827 Phase III Services, Health Services, Visiting and Redwood Children's Center. The total estimated project cost is $17.8 million. Additional funding is expected from: VMC Foundation new $3 million commitment, $2 million of anticipated savings from other capital projects, and General Fund's $2.5 million new contribution. The unfunded balance will be considered for a 20-year repayment financing vehicle.

113506 Los Guilucos Long Range Plan Update the long range planning for the Los Guilucos 76,456 complex including site organization, determination of appropriate programs and uses of the site, and the disposition and/or use of existing buildings.

Sub-total LG & Juv Det Facilities 7,753,911

Veterans' Memorial/Community Svc Bldgs

145078 Veterans Buildings ADA Continuation of work to provide ADA improvements to 14,373 Veteran and Community Center Buildings in conjunction with CD Block Grant funding. Current project is for Occidental Community Center ADA improvements and includes remodeling restrooms, installing ramps, new door hardware, signage and exterior improvements. 145086 Vets Buildings Improvements Construct safety improvements associated with signage 85,063 at Santa Rosa Vets and design HVAC for Guerneville Vets Bldg.

Sub-total Vets Bldgs 99,436

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

Other Facilities Projects

109371 ADA Projects Continue the removal of access barriers identified in 945,068 the 1992 ADA Transition Plan and in 2004 Detention Facilities ADA Study. FY 06/07 funding is 25% of total General Fund improvements in compliance with Board policy. 150060 Animal Shelter Expansion The project is complete. Remaining funds to be used 67,656 for close out and warranty follow-up if needed. 150219 EA Sonoma Valley SO Substation Construct a new building at El Verano site for Sheriff 501,554 Substation including necessary site improvements. Project funding includes Redevelopment funds. New building to provide space for Health Services programs being displaced from City/County jointly owned Sonoma police station building. 150318 Ag Warehouse Using accumulated funds for rebudgeted one-time 22,043 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.

150342 HSD/DAFSU Relocation Transfer of unused funding to other projects. 92,831

150433 AgComm/UC Co-Op Ext. Lease/Move The project is complete. Remaining funds to be used 118,030 for close out and warranty follow-up if needed, and to complete a security upgrade.

150540 SCERA Remodel Assist Sonoma County Employees' Retirement 6,844 Association with the management of remodeling the tenant spaces at the SCERA building.

150607 Seismic Evaluation - All County Evaluate County buildings using FEMA 310 50,000 Buildings methodology for possible seismic retrofitting in conjunction with other projects. 150649 Sonoma Mountain Generator Replace a old and failing emergency power generator 112,622 at the Sonoma Mountain radio communications site.

150656 Guerneville Library ADA ADA improvements at the Guerneville Library include 48,396 Improvements modifications to the parking lot, remodeling of the restrooms and installation of accessible fixtures including drinking fountain and public telephone. 150714 Hazard Mitigation & Disaster Prepare assessments of emergency response and 150,000 Preparedness critical county facilities. Evaluate county buildings (does not include radio sites) identified in SCHMP as subject to flood or wildfire risks.

Subtotal Other Facility Projects 2,115,044

G. S. Total Improvement Projects 17,835,179

General Services Total Projects 26,394,708

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

Info Sys (Telecommunications) 150094 Communications Sites Lease/develop additional sites to improve public safety 105,534 Obtain/Develop 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.

150276 Mobile Data Terminal Systems Add additional channels and radios at existing sites to 169,011 handle increased data throughput requirements, including other related projects as required.

Subtotal Info Systems Projects 274,545

ISD Total Projects 1,415,566

General Government Total27,810,274

SPECI AL ASSESSMENT DI STRI CTS

180505 EA Canon Manor West Special assessment district for water, sewer and road 7,426,503 improvements in Canon Manor, an area east of Rohnert Park.

180612 Monte Rio Wastewater Construct Monte Rio Community Wastewater Project- 6,956,170 CSA # 41.

Special Assessment Districts Tota 14,382,673

REGI ONAL PARKS

140053 Helen Putnam Park Addition of new trail and 40 acres. 52,305 140079 Maxwell Farms Park Renovation of field areas and irrigation systems. 32,000

140095 EA Hood Mountain Development of additional park expansion including 348,493 trails, parking, new park access road and other visitor serving facilities. 140111 Sea Ranch Trail Work Repair and/or restore trails that have eroded. 15,405

140137 Doran Park ADA renovations to restrooms and picnic area. 3,703

140236 Stillwater Cove Park Completion of bridge and trail project. 9,349 140285 Ragle Park Dog park. 39,960 140376 West County Trail Construction of Phase bridge to connect West County 34,546 Trail to Prince Memorial Greenway. 140392 Shiloh Park Completion of bridge and trail project. 1,856 140434 Crane Creek Park Construction of creek crossing. 8,122 140442 Foothill Park Development of picnic area restroom and well. 14,242

140475 Sonoma Shellville Trail Planning & CEQA for new bike trail. 25,000

EA = Early Authorization Requested FAMI S FY 06-07 Index Project Title Appropriation

140541 Santa Rosa Creek Trail Planning & engineering design for new bike trail. 50,000

140558 Westside Boat Launch Transfer of project funding balance 49

140556 Regional Parks Maint. Facility Transfer of project funding balance 112 140608 Doran Marsh Project Transfer of project funding balance 156 140632 Birdwalk Coastal Access Construction of trail and bridge. 340,382 140657 Steelhead Beach Construction of permanent restroom for park. 549,122 140665 Cloverdale Regional Park Interpretive signs on trail and road access 103,168 improvements. 140681 Sonoma Valley Park Construction of new trails. 2,884 140707 EA Tolay Lake Regional Park Development of new regional park. 753,796 140715 EA Schopflin Fields Development of additional ball fields. 862,345 140723 No. Sonoma Mountain Park Completion of development of trail. 10,000 140756 Bodega Community Park Development of new park and trail. 35,107 140772 EA Guerneville River Park Development of new river access park. 510,454 140780 Forestville River Access Completion of road access to parking lot and trailhead. 2,385 140830 Bodega Dredging Dredging of Bodega Harbor. 312,703 140863 Bay Trail Bay Trail Project environmental document. 101,698 140871 EA Sunset Beach Park Development of new river access. 554,886 140889 EA Riverfront Park Completion of development of new regional park. 352,869 140897 Healdsburg Dam Planning and engineering for dam renovation and 40,417 140921 Central Sonoma Valley Trail Planningi for new bike trail. 96,287 140939 SLP Shady Oaks Picnic Area ADA improvements to park picnic area. 4,549 140947 EA Watson School Planning & CEQA for restoration of the historic school. 69,628 140954 Alder Park Acquisition of state property for development of a 8,459 park. 140962 EA Bodega Bay Bike and Ped Trail Planning & CEQA for a regional bike & pedestrian trail. 150,000

140970 Russian River Access Sites Planning for identifying future river access sites. 10,000

Regional Parks Total 5,506,437

Total Repair & Replacement Projects 9,700,550

Total Improvement Projects 37,998,834

Grand Total All Capital Projects 47,699,384

EA = Early Authorization Requested

SHORT TERM DEBT OBLIGATIONS

The County General Fund experiences cash flow shortages during the year. While expenditures occur somewhat consistently throughout the Fiscal Year (FY), property taxes are collected primarily in December and April. Sonoma County has issued tax and revenue anticipation notes in recent years to meet cash requirements for General Fund operations.

Tax and revenue anticipation notes issued for FY 2006-07 total $88,000,000. The notes bear a true interest cost of 3.39 percent and mature on October 16, 2007. Principal and interest payments are funded by unrestricted revenues of the County.

The following chart shows tax and revenue anticipation notes issued from FY 2002-03 through FY 2006-07.

TAX AND REVENUE ANTICIPATION NOTES

$100

$90

$80

$70

$60

$50

$40

$30 2002-03 2003-04 2004-05 2005-06 2006-07 LONG TERM DEBT OBLIGATIONS

Sonoma County’s long term debt obligations, excluding enterprise and special district funds, are summarized below.

Long Term Debt (as of June 30, 2006):

Certificates of Participation $ 37,645,000 Bonds, Leases and Notes Payable 311,346,135 Accrued Vacation and Sick Leave 28,778,819 $ 377,769,954

Certificates of Participation: $37,645,000

2003 Certificates - $22,480,000 A total of $24,255,000 was issued to: 1) refinance the 1993 certificates of participation originally issued for the main adult detention facility (jail) expansion project, 2) finance the acquisition and improvement of an emergency homeless shelter, and 3) finance the acquisition and construction of two courtrooms and administrative office space for the County’s Juvenile Justice Center. Interest rates range from 2.00 percent to 4.00 percent. 2003 certificates fully mature in 2017. Principal and interest payments are financed by legally available funds of the County.

2002 Certificates - $11,170,000 A total of $14,065,000 was issued to refinance 1992 certificates, which was issued to refinance 1987 certificates, originally issued for the acquisition, construction and installation of the main adult detention facility (jail) and a central mechanical plant. Interest rates range from 4.00 percent to 5.00 percent. 2002 certificates fully mature in 2012. Principal and interest payments are financed by legally available funds of the County and are fully collateralized by the facilities.

1991 Certificates - $3,995,000 A total of $8,985,000 was issued for the acquisition of and improvements to the La Plaza office complex. Interest rates range from 1.00 percent to 12.00 percent. 1991 certificates fully mature in 2011. Principal and interest payments are financed by legally available funds of the County.

Bonds, Leases and Notes Payable: $311,346,135

2003 bonds totalling $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, 2006 totals $227,135,000.

1993 bonds totalling $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, 2006 totals $69,400,000. 1986 bonds totalling $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, 2006 totals $2,050,000.

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, 2006 totals $1,010,000.

Special Assessment outstanding debt, as of June 30, 2006, totals $8,814,576. 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, 2006, totals $2,936,559.

Annual Expenditures - Maturity Actual Actual Actual Actual Projected Long Term Debt Date 2002-03 2003-04 2004-05 2005-06 2006-07

Cert of Participation:

2003(A) 1993 Refinance 11/2017 0 0 1,451,248 1,649,590 1,841,840

2003(B) Juvenile Just Ctr 11/2017 0 0 255,561 479,288 477,738

2002 Detention Refinance 11/2012 517,333 1,003,950 1,921,125 1,911,500 1,904,000

1994 No County Detention 06/2005 421,544 422,194 426,768 0 0

1993 Detention Expansion 11/2017 1,642,195 1,232,435 0 0 0

1991 La Plaza Building 10/2011 730,805 719,518 723,560 719,970 723,650

3,311,877 3,378,097 4,778,262 4,760,348 4,947,228

Bonds, Leases & Notes:

2003 Pension Obligation 12/2022 0 10,631,918 12,318,699 12,967,445 13,641,503

1993 Pension Obligation 06/2013 9,178,989 9,622,381 10,093,075 10,584,744 11,097,750

1986/01 Redevelopment 08/2014 389,443 387,123 314,133 384,915 379,830

Special Assessments Varies 1,839,512 1,769,448 1,595,415 927,584 1,112,186

Office of Education 07/2003 201,000 0 0 0 0

Capital Leases Varies 1,322,197 1,275,884 1,135,303 1,052,627 817,606

12,931,141 23,686,754 25,456,625 25,917,315 27,048,875

Total Expenditures 16,243,018 27,064,851 30,234,887 30,677,663 31,996,103

Vacation and Sick Leave: $28,778,819

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 insured under the Standards and Poors rating system.

Computation of Legal Debt Margin June 30, 2006

Assessed Valuations:

Assessed Value $ 56,487,931,000

Debt limitation – 2 percent of total assessed value$ 1,129,758,620

Debt applicable to limitation – 1915 Act Municipal Bonds County Debt – Special assessment bonds 8,814,576 Sonoma Valley County Sanitation District 1,840,000 Non-County Debt City of Rohnert Park 620,000 City of Cotati 150,000 City of Healdsburg 1,605,000 Occidental Community Services District 1,113,400 Forestville County Water District 1,662,100 Russian River County Water District 3,470,181 Windsor County Water District 17,000 Town of Windsor 5,705,000

Total Debt applicable to limit $ 24,997,257

Legal debt margin $ 1,104,761,363

Legal Debt Margin

Existing Debt 2%

Available Debt Margin 98%

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 also available on the County’s website: www.sonoma- county.org/auditor/financial_reports.htm.

SUMMARY OF FISCAL YEAR 2006-07 ADOPTED BUDGET

2005-06 2006-07 DESCRIPTION ADOPTED ADOPTED CHANGE %

County Operating Funds 665,038,200 702,079,973 37,041,773 5.6% Capital Projects 48,137,154 47,894,926 (242,228) -0.5%

Sub-Total 713,175,354 749,974,899 36,799,545 5.2%

Enterprise Funds 83,031,347 86,210,135 3,178,788 3.8%

Internal Service Funds 67,854,106 68,879,345 1,025,239 1.5%

Special Districts 275,770,563 277,142,292 1,371,729 0.5%

TOTAL REQUIREMENTS 1,139,831,370 1,182,206,671 42,375,301 3.7% COUNTY OF SONOMA COUNTY BUDGET SUMMARY FY 2004-05 THROUGH FY 2006-07

Actual Actual Recommended Adopted Description 2004-05 2005-06 2006-07 2006-07

Financing:

Taxes 167,391,333 191,073,928 194,420,541 198,841,901 Licenses/Permits/Franchises 16,254,507 16,616,722 19,099,192 19,099,192 Fines/Forfeitures/Penalties 10,926,799 10,508,026 9,932,418 9,932,418 Use of Money/Property 13,523,038 17,935,652 13,111,842 13,516,162 Intergovernmental Revenues 315,354,677 322,971,995 340,582,022 356,411,884 Charges for Services 83,234,076 86,070,501 58,940,503 60,544,429 Miscellaneous Revenues 9,809,313 24,427,295 11,051,431 11,183,866 Other Financing Sources 11,645,592 119,542 11,741,672 2,822,604 Cancellation of PY Reserves/Designations 26,192,012 25,932,575 62,681,186 77,622,443

Total Financing 654,331,347 695,656,236 721,560,807 749,974,899

Appropriations:

General Government 75,260,653 86,026,167 95,537,539 102,332,827 Capital Projects (Gen Govt) 36,322,988 24,535,741 47,139,761 47,844,330 Public Protection 197,933,744 213,630,863 228,631,316 235,884,028 Public Ways/Facilities 40,386,295 36,708,996 52,592,133 47,695,672 Health/Sanitation 107,803,128 115,049,830 122,646,401 127,943,975 Public Assistance 136,961,081 145,795,641 149,506,536 150,456,460 Education 797,219 912,597 1,110,942 1,110,942 Recreation/Cultural Svcs 10,474,887 11,692,577 13,246,341 13,525,359 Debt Service 26,464,467 27,563,009 4,305,348 4,305,348 Approp for Contingencies 0 0 2,000,000 1,985,556 Increases to Reserves/ Designations 21,926,885 33,740,815 4,844,490 16,890,402

Total Appropriations 654,331,347 695,656,236 721,560,807 749,974,899 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY BUDGET SCHEDULE 1 FISCAL YEAR 2006-07

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 Financing County Funds June 30,2006 2005-06 Sources Financing Uses (new or icr) Requirements (1) (2) (3) (4) (5) (6) (7) (8)

10-010-XXX General 0 34,595,203 483,884,721 518,479,924 512,196,966 6,282,958 518,479,924 10-020-XXX General Reserve 0 2,000,000 2,000,000 0 2,000,000 2,000,000 10-065-XXX ACO Funds 0 441,602 1,143,395 1,584,997 1,307,984 277,013 1,584,997

10 GENERAL FUND 0 35,036,805 487,028,116 522,064,921 513,504,950 8,559,971 522,064,921

11-110-XXX Advertising 0 598,189 5,370,105 5,968,294 5,211,328 756,966 5,968,294 11-140-XXX Fish/Wildlife 0 29,000 52,750 81,750 81,750 81,750 11-160-XXX Road 0 2,967,179 48,550,720 51,517,899 47,187,562 4,330,337 51,517,899 11-190-XXX Tobacco Tax 0 110,755 215,189 325,944 325,944 325,944 11-300-XXX Mandated 0 5,342,282 27,480,444 32,822,726 29,698,238 3,124,488 32,822,726 11-580-XXX Human Svcs-Realign 0 17,146,097 17,146,097 17,146,097 17,146,097 11-600-XXX DCSS-Child Support Enf 0 15,701,657 15,701,657 15,701,657 15,701,657 11-610-XXX Dept of Health Services 0 55,462,300 55,462,300 55,343,660 118,640 55,462,300 11-640-XXX Health-Realign 0 612,553 29,160,006 29,772,559 29,772,559 29,772,559 11-650-XXX Mental Health-Realign 0 4,176,619 14,707,216 18,883,835 18,883,835 18,883,835 11-660-XXX Mental Health Svcs Act 0 2,433,300 3,803,037 6,236,337 6,236,337 6,236,337

11 SPECIAL REVENUE 0 16,269,877 217,649,521 233,919,398 225,588,967 8,330,431 233,919,398

12 CAPITAL PROJECTS 0 26,286,402 21,608,524 47,894,926 47,894,926 0 47,894,926

13 DEBT SERVICE 0 29,359 4,275,989 4,305,348 4,305,348 0 4,305,348

Subtotal 0 77,622,443 730,562,150 808,184,593 791,294,191 16,890,402 808,184,593

XX TRANSFERS* 0 0 (58,209,694) (58,209,694) (58,209,694) 0 (58,209,694)

TOTAL 0 77,622,443 672,352,456 749,974,899 733,084,497 16,890,402 749,974,899

APPROPRIATION LIMIT 455,712,246

APPROPRIATION SUBJECT TO THE LIMITATION 228,071,916

*Transfers within a fund totalling $22,528,694 have been eliminated from the above fund totals. Transfers between funds are included within the above funds and eliminated here before consolidating General County totals. COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FUND BALANCE UNRESERVED/UNDESIGNATED SCHEDULE 2 AS OF JUNE 30, 2006

FUND BALANCE-RESERVED/DESIGNATED JUNE 30, 2006

RESERVES

Fund Balance Fund Balance Unreserved/ Per Auditor General and Undesignated as of Other June 30, County Funds June 30, 2006 Encumbrances Reserves Designated 2006 (1) (2) (3) (4) (5) (6)

10-010-XXX General 91,947,939 5,274,431 35,059,462 51,614,046 0 10-020-XXX General Reserve 15,043,015 15,043,015 0 10-065-XXX ACO Funds 3,626,694 3,626,694 0

10 GENERAL FUND 110,617,648 5,274,431 50,102,477 55,240,740 0

11-110-XXX Advertising 1,199,416 231,220 15,000 953,196 0 11-140-XXX Fish/Wildlife 198,289 198,289 0 11-160-XXX Road 14,296,666 4,776,313 704,497 8,815,856 0 11-190-XXX Tobacco Tax 110,755 110,755 0 11-300-XXX Mandated 87,495,409 1,498,352 85,997,057 0 11-580-XXX Human Svcs-Realign 27,755 27,755 0 11-600-XXX DCSS-Child Support Enf 173,208 28,948 144,260 0 11-610-XXX Dept of Health Services 66,833 185,473 (118,640) 0 11-640-XXX Health-Realign 9,636,013 9,636,013 0 11-650-XXX Mental Health-Realign 5,198,715 5,198,715 0 11-660-XXX Mental Health Svcs Act 2,433,300 2,433,300 0

11 SPECIAL REVENUE 120,836,359 6,720,306 719,497 113,396,556 0

12 CAPITAL PROJECTS 34,081,038 2,984,344 0 31,096,694 0

13 DEBT SERVICE 2,606,755 0 2,606,755 0 0

TOTAL 268,141,800 14,979,081 53,428,729 199,733,990 0 STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS* (WITH SUPPLEMENTAL DATA AFFECTING RESERVE/DESIGNATION BALANCES) SCHEDULE 3 FISCAL YEAR 2006-07

Amount Made Available for Increase or New Res/Desig Reserves/ 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 for and Designations) June 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (6) (7)

GENERAL FUND RESERVES 10-010-000 Inventory 238,263 238,263 10-010-000 L/T Receivables 3,249,687 66,000 910,640 4,160,327 10-010-000 Retirement Deposits 28,538,396 531,765 531,765 29,070,161 10-010-000 Human Services Pre-pays 1,388,176 1,388,176 0 10-010-000 Retirement Pre-pays 1,639,140 1,639,140 0 10-010-370 P.W.-Dist Form-L/T Receivables 5,800 5,800

GENERAL FUND DESIGNATIONS 10-010-000 Econ Uncert-Human Services 115,084 115,084 10-010-000 Econ Uncert-CMSP 397,265 397,265 10-010-000 Econ Uncert-State Audit 39,978 39,978 10-010-000 Econ Uncert-Public Assistance 1,039,708 1,039,708 10-010-000 Retirement Deposit VIR 1,000,000 1,000,000 10-010-000 OPEB 0 3,000,000 3,000,000 10-010-000 Sick/Vacation Leave 648,395 648,395 10-010-000 Supplemental Tax Processing 4,980,675 4,980,675 10-010-000 Road Maintenance 500,000 500,000 10-010-000 Child Suport Penalty 1,200,000 1,200,000 10-010-000 Designations 28,883,509 22,268,299 28,883,509 0 10-010-070 IS Replacement-A 5,223,109 734,884 1,041,984 4,181,125 10-010-071 IS Replacement-B 430,251 61,186 61,186 491,437 10-010-072 Technology Investment Fund 3,700,964 105,505 1,768,122 5,469,086 10-010-110 County Center Parking 230,051 31,110 31,110 198,941 10-010-251 ARM-Mitigation 113,127 2,500 2,500 115,627 10-010-320 Parks-Equip Replace 146,649 8,745 8,745 155,394 10-010-321 Partnerships for Youth 632,006 674,646 611,137 20,869 10-010-370 P.W.-District Formation 177,688 6,800 49,684 128,004 10-010-371 P.W.-Water Systems 648,570 117,247 187,247 461,323 10-010-400 Sheriff-Radio Replacement 196,226 11,000 4,000 185,226 10-010-401 Sheriff-Revenue Tracking 752,216 754,052 752,216 0 10-010-440 Probation Camp/SAC 558,575 558,575

Total General 86,673,508 24,653,038 34,595,203 713,701 6,282,958 58,361,263

GENERAL RESERVE 10-020-000 General 15,043,015 2,000,000 17,043,015

ACO FUNDS 10-065-100 County Car ACO 2,862,157 269,870 269,870 2,592,287 10-065-200 Reprographics ACO 82,231 43,462 32,462 114,693 10-065-400 Communications ACO 15,587 190,426 190,426 206,013 10-065-500 Co Ctr Facilities ACO 381,775 54,125 54,125 435,900 10-065-600 Records ACO 284,944 171,732 171,732 113,212

Total ACO Funds 3,626,694 441,602 441,602 288,013 277,013 3,462,105

10 GENERAL FUND 105,343,217 25,094,640 35,036,805 1,001,714 8,559,971 78,866,383 STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS* (WITH SUPPLEMENTAL DATA AFFECTING RESERVE/DESIGNATION BALANCES) SCHEDULE 3 FISCAL YEAR 2006-07

Amount Made Available for Increase or New Res/Desig Reserves/ 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 for and Designations) June 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (4) (7)

ADVERTISING 11-110-000 Designations 598,189 598,189 156,515 0 11-110-000 L/T Receivables 15,000 15,000 11-110-000 Economic Uncertainties 205,032 37,535 256,966 461,998 11-110-000 Econ Uncert-Parks O&M 149,975 149,975 11-110-000 Parks 2-Year Plan 0 500,000 500,000

Total Advertising 968,196 0 598,189 194,050 756,966 1,126,973

FISH/WILDLIFE 11-140-000 Designations 171,062 20,000 20,000 151,062 11-140-100 Abalone Preservation 27,227 9,000 9,000 18,227

Total Fish/Wildlife 198,289 29,000 29,000 0 0 169,289

ROAD 11-160-000 Designations 1,080,610 399,612 813,317 267,293 11-160-020 Bridges (3,671,430) 602,525 3,671,430 0 11-160-030 Overlays/Road Improvements (69,914) 664,500 69,914 0 11-160-040 Signals (137,458) 549,178 137,458 0 11-160-050 Federal Projects 419,947 1,781,960 419,947 0 11-160-060 Maintenance Division (159,045) 153,236 338,879 179,834 11-160-060 Maint Division-Inventory 704,497 704,497 11-160-403 Sonoma Vly Dev Fee 627,102 191,404 112,656 739,758 11-160-404 Moorland Ave Dev Fee 2,219 1,415 1,415 804 11-160-409 Countywide Developer Fees 10,723,825 1,726,500 1,732,500 8,991,325

Total Road Funds 9,520,353 6,070,330 2,967,179 0 4,330,337 10,883,511

TOBACCO TAX 11-190-330 Tob Tax-Non County 36,759 36,759 0 11-190-370 Tob Tax-Physicians 23,595 23,595 0 11-190-390 Tob Tax-Education 50,401 50,401 0

Total Tobacco Tax 110,755 0 110,755 0 0 0

MANDATED 11-300-100 Tidelands Leases 627,091 31,821 31,821 658,912 11-300-210 Assessor-Prop Characteristics 328,257 37,589 37,589 365,846 11-300-211 Assessor-Prop Tax Admin 464,773 245,062 334,046 130,727 11-300-240 Recorder-Modernization 5,926,023 332,419 230,253 6,156,276 11-300-241 Recorder-Micrographics 842,807 45,432 45,432 797,375 11-300-242 Clerk/Recorder VRIP 313,519 7,488 36,922 276,597 11-300-250 Survey-Monument Preservation 887,716 19,545 19,545 868,171 11-300-320 Reg Parks Restricted Fund 143,522 44,691 44,691 188,213 11-300-321 Sonoma/Gualala Park Mit 93,275 61,929 37,932 131,207 11-300-322 Clov/Healds Park Mit 73,141 36,858 36,858 109,999 11-300-323 Russ Riv/Seb Park Mit 390,552 72,657 72,657 317,895 11-300-324 Santa Rosa Park Mit 190,498 102,438 103,475 87,023 11-300-325 RP-Cot/Pet Park Mit 249,416 45,342 45,342 204,074 11-300-326 Sonoma Vly Park Mit 65,993 174,837 174,837 240,830 11-300-327 Lark-Wik Spec Plan Park Mit 405,881 84,701 84,701 490,582 11-300-400 Sheriff-AB1109 Fees 214,504 30,985 30,985 245,489 STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS* (WITH SUPPLEMENTAL DATA AFFECTING RESERVE/DESIGNATION BALANCES) SCHEDULE 3 FISCAL YEAR 2006-07

Amount Made Available for Increase or New Res/Desig Reserves/ 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 for and Designations) June 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (4) (7)

MANDATED (cont) 11-300-401 Sheriff-AB709 Fees 70,056 11,455 11,455 81,511 11-300-402 Sheriff-Fed Forfeiture-DOJ 181,099 97,000 97,000 84,099 11-300-403 Sheriff-Fed Forfeiture-US Treas 4,722 4,722 11-300-404 Sheriff-DMV ID Fee 1,835,245 532,128 532,128 1,303,117 11-300-405 Asset Forfeiture Fund 355,843 42,000 313,843 11-300-410 Detention-Jail Industries 308,577 35,495 35,495 273,082 11-300-421 D.A.-Auto Insurance Fraud 151,506 5,500 5,500 146,006 11-300-422 D.A.-Consumer Protection 402,137 53,275 53,275 348,862 11-300-430 JJCPA 2004/2005 28,748 28,748 11-300-460 Courthouse Construction 1,337,487 105,612 105,612 1,231,875 11-300-461 Criminal Justice Construction 3,180,074 530,420 530,420 2,649,654 11-300-463 Penalty Assessment 10,443 10,443 11-300-490 County SLESF 25,032 3,625 18,247 6,785 11-300-512 Alternate Dispute Resolution 26,870 16,620 16,620 43,490 11-300-594 Dependent Child Fund 64,643 64,643 11-300-601 DCSS-Special Incentive 389,639 362,219 362,219 27,420 11-300-610 AODS-Memorial Fund 21,444 13,700 21,444 0 11-300-650 MH-Interim Fund 36,250 42,650 36,250 0 11-300-651 MH-MHSA Planning 9,974 9,974 0 11-300-680 P&P-C&FC-Dedicated Fund 22,617,047 2,291,025 2,291,025 24,908,072 11-300-681 P&P-Children & Families First 2,522,617 780,243 2,522,617 0 11-300-682 PH-EMS Fund 1,031 1,031 0 11-300-684 P&P-Child Safety Seats 6,078 6,078 11-300-685 AODS-Residential Tox & Detox 27,335 27,335 11-300-686 AODS-Alcohol Abuse Educ/Prev 14,149 14,149 11-300-687 AODS-Drug Abuse Educ/Prev 84 80 80 4 11-300-691 AODS-Assmnt Fees (AB 1916) 210 60 60 150 11-300-692 AODS-SACPA 101,847 101,847 0 11-300-693 PH-Vital Statistics Fund 150,016 150,016 11-300-694 MH-AB 2034 Adult Homeless 162,525 162,525 0 11-300-696 Admin-MAA/TCM Audit Reserve 1,248,340 83,743 83,743 1,332,083 11-300-697 PH-Bioterrorism Program 315,428 12,466 302,962 11-300-699 Childrens Fund 27,779 27,779 11-300-700 An Reg-Public Educ Fund 73,566 34,673 34,673 38,893 11-300-700 An Reg-Public Educ-Equipment 17,334 8,667 8,667 26,001 11-300-701 W & M Transaction Verification 30,487 3,592 3,311 33,798 11-300-770 Securitization/Endowment A 39,024,427 39,024,427

Total Mandated Funds 85,997,057 3,134,644 5,342,282 3,250,932 3,124,488 83,779,263

HUMAN SERVICES REALIGN 11-580-010 Human Services Realign 27,755 27,755

DCSS-CHILD SUPPORT ENFORCE 11-600-020 DCSS-Child Support Enforcement 144,260 144,260

DEPT OF HEALTH SERVICES 11-610-100 Dept of Health Services (118,640) 118,640 0 STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS* (WITH SUPPLEMENTAL DATA AFFECTING RESERVE/DESIGNATION BALANCES) SCHEDULE 3 FISCAL YEAR 2006-07

Amount Made Available for Increase or New Res/Desig Reserves/ 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 for and Designations) June 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (4) (7)

HEALTH REALIGN 11-640-710 Health Realign-Operating 9,275,151 420,375 397,794 8,854,776 11-640-740 Health Realign-Managed Care 360,862 192,178 192,178 168,684

Total Health Realign 9,636,013 192,178 612,553 397,794 0 9,023,460

MENTAL HEALTH REALIGN 11-650-810 MH Realign-Operating 3,468,068 3,620,399 3,145,840 322,228 11-650-820 MH Realign-EUR 976,657 976,657 976,657 0 11-650-830 MH Realign-Audit Reserve 81,990 54,122 54,122 27,868 11-650-850 MH Realign-MC 672,000 672,000

Total Mental Health Realign 5,198,715 4,651,178 4,176,619 0 0 1,022,096

MENTAL HEALTH SVCS ACT 11-660-410 MHSA-Planning 182,771 182,771 0 11-660-420 MHSA-CSS 2,250,529 356,432 2,250,529 0

Total Mental Health Svcs Act 2,433,300 356,432 2,433,300 0 0 0

11 SPECIAL REVENUE 114,116,053 14,433,762 16,269,877 3,842,776 8,330,431 106,176,607

12 CAPITAL PROJECTS 31,096,694 23,123,425 26,286,402 0 0 4,810,292

13 DEBT SERVICE 2,606,755 29,359 29,359 0 0 2,577,396

TOTAL 253,162,719 62,681,186 77,622,443 4,844,490 16,890,402 192,430,678

*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. COUNTY OF SONOMA STATE OF CALIFORNIA (ESTIMATED, ADDITIONAL FINANCING SOURCES) SCHEDULE 4 FISCAL YEAR 2006-07

Adopted Actual Actual Recommended Bd of Sups Description 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

SUMMARIZATION BY CHARACTER:

10 TAXES

Property Taxes-CY Secured 128,455,418 147,456,375 160,022,744 164,392,646 Property Taxes-CY Supplemental 6,769,299 11,370,668 5,000,000 5,000,000 Property Taxes-CY Unsecured 4,978,243 5,129,287 5,000,000 5,000,000 Property Taxes-PY Secured 11,941 (30,737) 0 0 Property Taxes-PY Supplemental (10,094) (30,901) 0 0 Property Taxes-PY Unsecured 152,330 118,708 45,000 45,000 Penalties/Costs on Taxes 425 332 0 0 In Lieu Local Sales/Use Taxes 2,899,846 2,937,564 3,328,000 3,328,000 Sales/Use Taxes 10,585,211 9,990,645 9,984,000 9,984,000 Other Taxes 13,548,714 14,131,987 11,040,797 11,092,255

167,391,333 191,073,928 194,420,541 198,841,901

13 LICENSES/PERMITS/FRANCHISES 16,254,507 16,616,722 19,099,192 19,099,192

15 FINES/FORFEITURES/PENALTIES 10,926,799 10,508,026 9,932,418 9,932,418

17 USE OF MONEY/PROPERTY 13,523,038 17,935,652 13,111,842 13,516,162

20 INTERGOVERNMENTAL REVENUES

Intergovernmental-State 247,513,542 249,281,699 256,259,484 267,312,867 Intergovernmental-Federal 53,351,606 57,179,989 64,679,118 68,346,604 Intergovernmental-Other 14,489,529 16,510,307 19,643,420 20,752,413

315,354,677 322,971,995 340,582,022 356,411,884

30 CHARGES FOR SERVICES 83,234,076 86,070,501 58,940,503 60,544,429

40 MISCELLANEOUS REVENUES 9,809,313 24,427,295 11,051,431 11,183,866

46 OTHER FINANCING SOURCES* 11,645,592 119,542 11,741,672 2,822,604

TOTALS BY CHARACTER 628,139,335 669,723,661 658,879,621 672,352,456

*Excludes 2004-05 Actual transfers totalling $71,430,408, 2005-06 Actual transfers totalling $95,926,632, 2006-07 Recommended transfers totalling $73,665,078, and 2006-07 Adopted transfers totalling $80,738,388. COUNTY OF SONOMA STATE OF CALIFORNIA (ESTIMATED, ADDITIONAL FINANCING SOURCES) SCHEDULE 4 FISCAL YEAR 2006-07

Adopted Actual Actual Recommended Bd of Sups Description 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

SUMMARIZATION BY FUND:

10-010-XXX General 442,813,548 471,392,904 471,504,318 483,884,721 10-020-XXX General Reserve 0 9,696,139 0 2,000,000 10-065-XXX ACO Funds 1,078,396 1,322,670 1,143,395 1,143,395

10 GENERAL FUND 443,891,944 482,411,713 472,647,713 487,028,116

11-110-XXX Advertising 4,543,768 4,969,144 5,123,947 5,370,105 11-140-XXX Fish/Wildlife 54,662 75,363 52,750 52,750 11-160-XXX Road 39,996,508 37,242,439 46,162,408 48,550,720 11-190-XXX Tobacco Tax 627,018 640,210 203,957 215,189 11-300-XXX Mandated 30,952,604 42,495,718 27,406,693 27,480,444 11-580-XXX Human Svcs-Realign 16,877,737 19,149,455 17,146,097 17,146,097 11-600-XXX DCSS-Child Support Enf 15,512,473 15,255,910 15,701,657 15,701,657 11-610-XXX Dept of Health Services 45,736,827 48,083,997 54,635,721 55,462,300 11-640-XXX Health-Realign 28,116,887 28,408,715 29,160,006 29,160,006 11-650-XXX Mental Health-Realign 16,189,039 16,488,230 14,707,216 14,707,216 11-660-XXX Mental Health Services Act 0 2,436,357 3,610,188 3,803,037

11 SPECIAL REVENUE 198,607,523 215,245,538 213,910,640 217,649,521

12 CAPITAL PROJECTS 20,096,164 28,106,623 24,016,336 21,608,524

13 DEBT SERVICE 24,623,494 21,523,284 4,275,989 4,275,989

Subtotal 687,219,125 747,287,158 714,850,678 730,562,150

XX TRANSFERS* (59,079,790) (77,563,497) (55,971,057) (58,209,694)

TOTALS BY FUND 628,139,335 669,723,661 658,879,621 672,352,456

*The following transfers within a fund have been eliminated from the above fund totals: 2004-05 Actuals - $12,350,618, 2005-06 Actuals - $18,363,135 2006-07 Recommended - $17,694,021, and 2006-07 Adopted - $22,528,694. Transfers between funds are included within the above funds and eliminated here before consolidating General County totals. COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

10 TAXES (Current Property)

100 PROPERTY TAXES-CY SECURED

10-010-XXX General 127,522,206 145,999,964 158,447,530 162,817,432 12-XXX-XXX Capital Projects 2,016 481,935 0 0 13-XXX-XXX Debt Service 931,196 974,476 1,575,214 1,575,214

128,455,418 147,456,375 160,022,744 164,392,646

102 PROPERTY TAXES-CY SUPPLEMENTAL 6,769,299 11,370,668 5,000,000 5,000,000

104 PROPERTY TAXES-CY UNSECURED 4,978,243 5,129,287 5,000,000 5,000,000

TOTAL TAXES (Current Property) 140,202,960 163,956,330 170,022,744 174,392,646

10 TAXES (Other than Current Property)

106 PROPERTY TAXES-PY SECURED

10-010-XXX General (29,063) (37,643) 0 0 12-XXX-XXX Capital Projects 29,763 0 0 0 13-XXX-XXX Debt Service 11,241 6,906 0 0

11,941 (30,737) 0 0

108 PROPERTY TAXES-PY SUPP (10,094) (30,901) 0 0

110 PROPERTY TAXES-PY UNSECURED 152,330 118,708 45,000 45,000

112 PENALTIES/COSTS ON TAXES 425 332 0 0

113 IN LIEU LOCAL SALES/USE TAX 2,899,846 2,937,564 3,328,000 3,328,000

114 SALES/USE TAXES 10,585,211 9,990,645 9,984,000 9,984,000

126 OTHER TAXES

10-010-XXX General 8,757,053 9,317,088 6,121,350 6,121,350 11-110-XXX Advertising 4,162,874 4,654,899 4,769,447 4,920,905 11-160-XXX Road 338,603 0 150,000 50,000 12-XXX-XXX Capital Projects 290,184 160,000 0 0

13,548,714 14,131,987 11,040,797 11,092,255

TOTAL TAXES (Other then Current Property) 27,188,373 27,117,598 24,397,797 24,449,255

10 GRAND TOTAL TAXES 167,391,333 191,073,928 194,420,541 198,841,901 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

13 LICENSES/PERMITS/FRANCHISES

130 ANIMAL LICENSES 559,991 566,697 569,400 569,400

132 BUSINESS LICENSES

10-010-XXX General 15,275 15,585 18,100 18,100 11-610-XXX Dept of Health Services 1,692,941 1,922,502 1,993,925 1,993,925

1,708,216 1,938,087 2,012,025 2,012,025

134 CONSTRUCTION PERMITS

10-010-XXX General 8,953,505 8,653,911 11,027,266 11,027,266 11-160-XXX Road 0 13,461 0 0 11-300-XXX Mandated 991,316 1,133,511 1,184,240 1,184,240 11-610-XXX Dept of Health Services 262,287 300,243 360,413 360,413

10,207,108 10,101,126 12,571,919 12,571,919

136 ROAD PRIVILEGES/PERMITS 41,728 80,001 60,142 60,142

140 FRANCHISES

10-010-XXX General 2,106,156 2,247,800 2,100,000 2,100,000 11-610-XXX Dept of Health Services 113,936 117,238 129,590 129,590

2,220,092 2,365,038 2,229,590 2,229,590

146 OTHER LICENSES/PERMITS

10-010-XXX General 1,454,911 1,487,975 1,549,343 1,549,343 11-610-XXX Dept of Health Services 62,461 77,798 106,773 106,773

1,517,372 1,565,773 1,656,116 1,656,116

13 TOTAL LICENSES/PERMITS/FRANCHISES 16,254,507 16,616,722 19,099,192 19,099,192 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

15 FINES/FORFEITURES/PENALTIES

150 VEHICLE CODE FINES

10-010-XXX General 30,846 40,870 28,745 28,745 11-160-XXX Road 229,556 292,394 200,000 200,000

260,402 333,264 228,745 228,745

152 OTHER COURT FINES

10-010-XXX General 2,120,306 1,548,151 1,449,824 1,449,824 11-140-XXX Fish/Wild Life 50,205 67,731 50,250 50,250 11-160-XXX Road 13,017 11,398 20,000 20,000 11-300-XXX Mandated 2,566,681 2,461,300 2,469,925 2,469,925 11-610-XXX Dept of Health Services 811 244 6,244 6,244

4,751,020 4,088,824 3,996,243 3,996,243

160 FORFEITURES/PENALTIES

10-010-XXX General 2,563,301 2,648,925 2,262,330 2,262,330 11-300-XXX Mandated 52,076 129,009 2,100 2,100 12-XXX-XXX Capital Projects 0 0 100,000 100,000

2,615,377 2,777,934 2,364,430 2,364,430

169 PENALTIES/COSTS ON TAXES 3,300,000 3,308,004 3,343,000 3,343,000

15 TOTAL FINES/FORFEITURES/PENALTIES 10,926,799 10,508,026 9,932,418 9,932,418 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

17 USE OF MONEY/PROPERTY

170 INTEREST

10-010-XXX General 9,946,031 12,820,260 9,097,575 9,097,575 10-065-XXX ACO Funds 70,142 121,214 105,156 105,156 11-110-XXX Advertising 47,234 85,062 82,000 82,000 11-140-XXX Fish/Wild Life 4,457 7,632 2,500 2,500 11-160-XXX Road 303,775 513,160 430,025 430,025 11-190-XXX Tobacco Tax 7,949 10,397 3,000 5,000 11-300-XXX Mandated 1,064,649 1,769,431 1,734,889 1,799,890 11-580-XXX Human Svcs-Realign 118,120 243,935 90,000 90,000 11-600-XXX DCSS-Child Support Enf 27,870 56,107 0 0 11-610-XXX Dept of Health Services (146,243) (459,743) (98,000) (98,000) 11-640-XXX Health-Realign 293,604 456,089 250,000 250,000 11-650-XXX Mental Health-Realign 304,576 408,420 250,000 250,000 11-660-XXX Mental Health Svcs Act 0 1,353 121,143 313,992 12-XXX-XXX Capital Projects 443,213 168,898 125,000 125,000 13-XXX-XXX Debt Service 220,741 878,277 32,500 32,500

12,706,118 17,080,492 12,225,788 12,485,638

180 RENTS/CONCESSIONS

10-010-XXX General 704,929 748,748 771,258 915,728 11-300-XXX Mandated 111,991 106,412 114,796 114,796

816,920 855,160 886,054 1,030,524

17 TOTAL USE OF MONEY/PROPERTY 13,523,038 17,935,652 13,111,842 13,516,162

20 INTERGOVERNMENTAL REVENUES

202 ST-HIGHWAY USERS TAX

11-160-XXX Road 9,422,999 9,040,385 9,569,230 9,569,230

9,422,999 9,040,385 9,569,230 9,569,230

204 ST-MOTOR VEHICLE IN-LIEU 10,387,639 0 0 0

208 ST-OTHER IN-LIEU 460,302 411,159 394,000 394,000

210 ST-PUBLIC ASST ADMIN

10-010-XXX General 39,874,970 44,357,099 47,264,459 47,264,459 11-600-XXX DCSS-Child Support Enf 5,115,855 5,063,388 5,097,251 5,097,251 11-610-XXX Dept of Health Services 731,480 807,941 913,394 913,394

45,722,305 50,228,428 53,275,104 53,275,104 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

20 INTERGOVERNMENTAL REVENUES (cont)

214 ST-PUBLIC ASST PROGRAMS

10-010-XXX General 25,927,241 26,847,100 28,128,960 28,128,960 11-300-XXX Mandated 1,086,241 1,146,000 1,250,000 1,250,000 11-610-XXX Dept of Health Services 130,084 86,682 175,000 175,000

27,143,566 28,079,782 29,553,960 29,553,960

218 ST-HEALTH ADMINISTRATION

11-610-XXX Dept of Health Services 11,527 15,552 19,305 19,305

11,527 15,552 19,305 19,305

220 ST-CA CHILDREN SERVICES

11-610-XXX Dept of Health Services 2,681,394 2,900,231 3,517,089 3,517,089

2,681,394 2,900,231 3,517,089 3,517,089

224 ST-MENTAL HEALTH

11-610-XXX Dept of Health Services 6,524,439 6,301,381 6,988,301 7,242,142

6,524,439 6,301,381 6,988,301 7,242,142

226 ST-TUBERCULOSIS CONTROL

11-610-XXX Dept of Health Services 38,167 36,181 39,566 39,566

38,167 36,181 39,566 39,566

228 ST-HEALTH

10-010-XXX General 108,699 20,059 136,733 136,733 11-190-XXX Tobacco Tax 619,069 637,483 200,957 210,189 11-300-XXX Mandated 362,384 374,308 345,815 345,815 11-610-XXX Dept of Health Services 11,796,080 12,208,772 14,454,554 14,766,252

12,886,232 13,240,622 15,138,059 15,458,989

230 ST-AGRICULTURE 1,391,908 1,362,533 1,388,717 1,396,930

232 ST-CIVIL DEFENSE (308,032) 213,569 103,898 103,898

234 ST-CONSTRUCTION

11-160-XXX Road 100,016 2,759,191 3,022,000 4,244,903

100,016 2,759,191 3,022,000 4,244,903 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

20 INTERGOVERNMENTAL REVENUES (cont)

236 ST-CORRECTIONS

10-010-XXX General 8,680,925 8,919,542 9,102,589 9,426,247 11-300-XXX Mandated 1,801,268 1,792,622 1,800,733 1,800,733 12-XXX-XXX Capital Projects 5,956,465 0 0 0

16,438,658 10,712,164 10,903,322 11,226,980

240 ST-DISASTER RELIEF

10-010-XXX General 0 1,668 18,000 18,000 11-160-XXX Road 0 8,203 0 0

0 9,871 18,000 18,000

242 ST-VETERANS' AFFAIRS 49,072 52,432 61,500 61,500

244 ST-HOPTR 1,388,518 1,380,557 1,400,000 1,400,000

245 ST-REALIGNMENT-SALES TAX

11-580-XXX Human Svcs-Realign 15,988,483 18,091,527 16,314,897 16,314,897 11-640-XXX Health-Realign 6,550,128 6,550,128 6,550,128 6,550,128 11-650-XXX Mental Health-Realign 9,615,708 9,615,707 9,615,707 9,615,707

32,154,319 34,257,362 32,480,732 32,480,732

247 ST-PROP 172-PUBLIC SAFETY 37,015,923 38,386,023 40,227,054 40,227,054

249 ST-REALIGNMENT-VLF 24,080,067 25,181,957 26,444,100 26,444,100

250 ST-OTHER

10-010-XXX General 5,384,474 7,410,831 3,545,177 7,972,190 11-300-XXX Mandated 10,717,688 8,946,339 8,646,969 8,646,969 11-600-XXX DCSS-Child Support Enf 363,414 289,943 347,524 347,524 11-610-XXX Dept of Health Services 2,097,329 3,261,411 2,730,547 2,810,482 11-660-XXX Mental Health Svcs Act 0 2,435,004 3,489,045 3,489,045 12-XXX-XXX Capital Projects 1,361,618 2,368,791 2,956,285 7,373,175

19,924,523 24,712,319 21,715,547 30,639,385 Total State Revenue 247,513,542 249,281,699 256,259,484 267,312,867

260 FED-PUBLIC ASST ADMIN

10-010-XXX General 14,179,337 16,786,881 13,695,769 13,695,769 11-610-XXX Dept of Health Services 7,243,820 6,243,367 8,382,974 8,382,974

21,423,157 23,030,248 22,078,743 22,078,743 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

20 INTERGOVERNMENTAL REVENUES (cont)

262 FED-PUBLIC ASST PROGRAM

10-010-XXX General 6,722,367 6,295,507 7,002,079 7,002,079 11-610-XXX Dept of Health Services 90,280 217,379 267,634 294,951

6,812,647 6,512,886 7,269,713 7,297,030

264 FED-HEALTH ADMIN

11-610-XXX Dept of Health Services 5,943 (86) 5,880 5,880

5,943 (86) 5,880 5,880

266 FED-CONSTRUCTION

12-XXX-XXX Capital Projects 0 0 0 216,800

0 0 0 216,800

268 FED-DISASTER RELIEF 0 0 74,250 74,250

270 FED-FOREST RESERVE 0 0 0 250,673

276 FED-IN LIEU TAXES 0 8,604 0 0

278 FED-OTHER

10-010-XXX General 10,740,419 11,337,419 9,556,532 10,247,901 11-160-XXX Road 3,707,367 5,654,319 15,297,162 16,651,571 11-600-XXX DCSS-Child Support Enf 9,997,372 9,843,294 9,894,663 9,894,663 11-610-XXX Dept of Health Services 329,214 277,261 209,775 276,693 12-XXX-XXX Capital Projects 335,487 516,044 292,400 1,352,400

25,109,859 27,628,337 35,250,532 38,423,228 Total Federal Revenue 53,351,606 57,179,989 64,679,118 68,346,604

290 OTHER GOVERNMENT AGENCIES

10-010-XXX General 11,588,151 11,719,693 13,234,094 13,642,316 10-065-XXX ACO Funds 69,007 80,833 74,397 74,397 11-110-XXX Advertising 187,299 148,877 125,000 219,700 11-160-XXX Road 1,848,826 1,718,717 2,321,000 2,137,000 11-300-XXX Mandated 83,803 8,750 60,000 68,750 11-610-XXX Dept of Health Services 292,274 190,217 285,929 285,929 12-XXX-XXX Capital Projects 67,921 239,748 873,000 1,654,321 13-XXX-XXX Debt Service 352,248 2,403,472 2,670,000 2,670,000

Total Other Revenue 14,489,529 16,510,307 19,643,420 20,752,413

20 TOTAL INTERGOVERNMENTAL REVENUES 315,354,677 322,971,995 340,582,022 356,411,884 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

30 CHARGES FOR SERVICES

300 ASSESSMENT/TAX COLL FEES

10-010-XXX General 6,464,188 7,536,632 6,471,905 6,471,905 12-XXX-XXX Capital Projects 0 (2,736) 0 0 13-XXX-XXX Debt Service (10,844) (11,497) 10,775 10,775

6,453,344 7,522,399 6,482,680 6,482,680

302 SPECIAL ASSESSMENTS

12-XXX-XXX Capital Projects 222,181 4,968,443 0 0 13-XXX-XXX Debt Service 27,502 169,645 (12,500) (12,500)

249,683 5,138,088 (12,500) (12,500)

304 AUDIT/ACCOUNTING FEES

10-010-XXX General 2,425,335 2,580,196 2,819,193 2,819,193 11-610-XXX Dept of Health Services 203,910 184,159 229,314 229,314

2,629,245 2,764,355 3,048,507 3,048,507

306 COMMUNICATION SERVICES 596,088 330,533 364,000 364,000

308 ELECTION SERVICES 1,223,569 129,977 769,800 769,800

310 LEGAL SERVICES 1,406,052 1,572,914 2,002,156 2,002,156

312 PERSONNEL SERVICES

11-610-XXX Dept of Health Services 142 1,385 700 700

142 1,385 700 700

314 PLANNING/ENGINEERING SERVICES

10-010-XXX General 3,946,732 3,849,068 5,339,351 6,826,047 11-160-XXX Road 5,517 7,419 5,000 5,000

3,952,249 3,856,487 5,344,351 6,831,047

318 AGRICULTURAL SERVICES 384,097 398,916 589,435 589,435

320 CIVIL PROCESS SERVICE

10-010-XXX General 150,443 151,149 146,857 146,857 11-300-XXX Mandated 79,180 90,634 98,000 98,000

229,623 241,783 244,857 244,857 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

30 CHARGES FOR SERVICES (cont)

322 COURT FEES/COSTS

10-010-XXX General 874,419 811,719 636,383 636,383 11-160-XXX Road 25,929 0 0 0 11-300-XXX Mandated 37,928 85,795 90,000 90,000

938,276 897,514 726,383 726,383

324 ESTATE FEES 211,496 194,426 176,000 176,000

326 HUMANE SERVICES

10-010-XXX General 120,134 64,991 39,260 39,260 11-300-XXX Mandated 79,206 76,225 116,330 116,330

199,340 141,216 155,590 155,590

328 LAW ENFORCEMENT SERVICES

10-010-XXX General 639,631 630,105 822,537 822,537 11-610-XXX Dept of Health Services 15,515 20,200 18,000 18,000

655,146 650,305 840,537 840,537

330 RECORDING FEES

10-010-XXX General 2,871,199 2,693,229 2,784,135 2,784,135 11-300-XXX Mandated 1,541,006 1,442,142 1,400,315 1,400,315 11-610-XXX Dept of Health Services 156,169 178,288 220,000 220,000 13-XXX-XXX Debt Service 0 (75) 0 0

4,568,374 4,313,584 4,404,450 4,404,450

332 ROAD/STREET SERVICES

10-010-XXX General 364,780 366,871 425,153 425,153 11-160-XXX Road 2,466,801 2,520,469 3,228,210 3,228,210

2,831,581 2,887,340 3,653,363 3,653,363

334 HEALTH FEES

10-010-XXX General 161,849 174,477 245,201 245,201 11-610-XXX Dept of Health Services 2,848,418 2,915,926 3,209,814 3,209,814

3,010,267 3,090,403 3,455,015 3,455,015

337 MENTAL HEALTH SERVICES

11-300-XXX Mandated 1,493,215 1,658,448 1,610,000 1,610,000 11-610-XXX Dept of Health Services 552,322 483,871 584,000 584,000

2,045,537 2,142,319 2,194,000 2,194,000 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

30 CHARGES FOR SERVICES (cont)

344 INSTITUTIONAL CARE/SERVICES

10-010-XXX General 2,152,697 1,641,042 1,445,358 1,450,358 11-300-XXX Mandated 7,940,557 8,079,233 5,815,990 5,815,990

10,093,254 9,720,275 7,261,348 7,266,348

347 EDUCATIONAL SERVICES

10-010-XXX General 9,670 21,876 18,860 18,860 11-610-XXX Dept of Health Services 160 120 0 0

9,830 21,996 18,860 18,860

350 PARK/RECREATION SERVICES

10-010-XXX General 1,521,727 1,678,031 1,987,191 2,007,191 11-300-XXX Mandated 12,644 40,290 45,750 45,750

1,534,371 1,718,321 2,032,941 2,052,941

360 OTHER CHARGES FOR SERVICES

10-010-XXX General 13,578,245 12,009,604 13,690,550 13,783,574 10-065-XXX ACO Funds 115,674 228,465 143,842 143,842 11-160-XXX Road 979 1,467 1,000 1,000 11-300-XXX Mandated 41,423 31,918 48,916 48,916 11-610-XXX Dept of Health Services 244,269 267,503 420,408 420,408 12-XXX-XXX Capital Projects 38,976 1,523 7,926 7,132 13-XXX-XXX Debt Service 22,479,356 22,795,367 0 0

36,498,922 35,335,847 14,312,642 14,404,872

398 REVENUE APPLIC TO PY

10-010-XXX General 1,324,335 1,936,394 875,388 875,388 11-110-XXX Advertising 120 0 0 0 11-160-XXX Road 1,500,030 1,975,520 0 0 11-190-XXX Tobacco Tax 0 (7,670) 0 0 11-300-XXX Mandated 280,580 43,069 0 0 11-610-XXX Dept of Health Services 405,223 821,867 0 0 12-XXX-XXX Capital Projects (94) 3,924,245 0 0 13-XXX-XXX Debt Service 3,396 (5,693,307) 0 0

3,513,590 3,000,118 875,388 875,388

30 TOTAL CHARGES FOR SERVICES 83,234,076 86,070,501 58,940,503 60,544,429 STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

40 MISCELLANEOUS REVENUES

400 WELFARE REPAYMENTS 1,849 3,919 1,000 1,000

402 OTHER SALES

10-010-XXX General 1,866,537 1,811,776 1,966,849 2,031,693 10-065-XXX ACO Funds 276,850 337,158 250,000 250,000 11-110-XXX Advertising 14,820 0 0 0 11-300-XXX Mandated 152,249 187,458 170,600 170,600 11-610-XXX Dept of Health Services 0300 12-XXX-XXX Capital Projects 420,000 0 0 0

2,730,456 2,336,395 2,387,449 2,452,293

404 MISCELLANEOUS REVENUES

10-010-XXX General 2,418,691 3,965,649 2,769,545 2,801,268 10-065-XXX ACO Funds 73,723 15,000 6,000 0 11-110-XXX Advertising 121,693 72,459 144,850 144,850 11-160-XXX Road 2,548,213 4,749,042 3,890,487 4,060,487 11-300-XXX Mandated 133,340 12,090,116 320,781 320,781 11-600-XXX DCSS-Child Support Enf 7,962 3,178 0 0 11-610-XXX Dept of Health Services 286,689 440,772 565,740 652,349 11-640-XXX Health-Realign 250,000 150 0 0 12-XXX-XXX Capital Projects 1,236,697 750,595 965,579 750,838 13-XXX-XXX Debt Service 0 20 0 0

7,077,008 22,086,981 8,662,982 8,730,573

40 TOTAL MISCELLANEOUS REVENUES 9,809,313 24,427,295 11,051,431 11,183,866 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF FINANCING SOURCES BY SOURCE BY FUND (FUND WITHIN OBJECT WITHIN CHARACTER) SCHEDULE 5 FISCAL YEAR 2006-07

Adopted Source Classification Actual Actual Recommended Bd of Sups (General Fund Unless Otherwise Indicated) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

46 OTHER FINANCING SOURCES

46X OPERATING/RESIDUAL EQUITY TRANSFERS IN

10-010-XXX General 28,737 69,344 32,912 32,912 11-160-XXX Road 9,896,186 0 0 0 11-640-XXX Health-Realign 422,330 0 0 0 13-XXX-XXX Debt Service 608,658 0 0 0

10,955,911 69,344 32,912 32,912

468 LONG TERM DEBT PROCEEDS

12-XXX-XXX Capital Projects 689,681 50,198 11,708,760 2,789,692

689,681 50,198 11,708,760 2,789,692

46 TOTAL OTHER FINANCING SOURCES* 11,645,592 119,542 11,741,672 2,822,604

GRAND TOTAL REVENUE ACCRUALS 628,139,335 669,723,661 658,879,621 672,352,456

*Excludes 2004-05 Actual transfers totalling $71,430,408, 2005-06 Actual transfers totalling $95,926,632, 2006-07 Recommended transfers totalling $73,665,078, and 2006-07 Adopted transfers totalling $80,738,388. COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF CURRENT PROPERTY TAXES AND ASSESSED VALUATION SCHEDULE 6 FISCAL YEAR 2006-07

CURRENT SECURED PROPERTY TAXES* CURRENT UNSECURED PROPERTY TAXES

Apportionment Voter Approved Debt Apportionment Voter Approved Debt from from Countywide Total Countywide Total County Funds Tax Rate Rate Amount Secured Tax Rate Rate Amount Unsecured (1) (2) (3) (4) (5) (6) (7) (8) (9)

10-010-XXX General 167,817,432 167,817,432 5,000,000 5,000,000 13-XXX-XXX Debt Service 1,575,214 1,575,214 0 0

TOTAL 169,392,646 169,392,646 5,000,000 5,000,000

COUNTYWIDE TAX BASE

SECURED ROLL Total Locally State Total Unsecured Secured & Assessed Assessed Secured Roll Unsecured (10) (11) (12) (13) (14) (15)

Land 24,286,295,402 47,731,552 24,334,026,954 49,776,397 24,383,803,351 Improvements 36,315,855,690 468,022,552 36,783,878,242 778,722,576 37,562,600,818 Personal Property 663,711,657 121,387,412 785,099,069 1,694,228,908 2,479,327,977

Total Gross Assessed Valuation 61,265,862,749 637,141,516 61,903,004,265 2,522,727,881 64,425,732,146

Less Exemptions: Homeowner's 630,646,440 0 630,646,440 389,691 631,036,131 Other 1,203,616,443 0 1,203,616,443 91,051,231 1,294,667,674

Total Net Assessed Valuation 59,431,599,866 637,141,516 60,068,741,382 2,431,286,959 62,500,028,341

*Includes Current Year Supplemental Taxes. COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 7 FISCAL YEAR 2006-07

Adopted Description Actual Actual Recommended Bd of Sups (By Function & Fund) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

General/Capital Projects 111,583,641 110,561,908 142,677,300 150,177,157 Public Protection 197,933,744 213,630,863 228,631,316 235,884,028 Public Ways/Facilities 40,386,295 36,708,996 52,592,133 47,695,672 Health/Sanitation 107,803,128 115,049,830 122,646,401 127,943,975 Public Assistance 136,961,081 145,795,641 149,506,536 150,456,460 Education 797,219 912,597 1,110,942 1,110,942 Recreation/Cultural Services 10,474,887 11,692,577 13,246,341 13,525,359 Debt Service 26,464,467 27,563,009 4,305,348 4,305,348

Sub Total 632,404,462 661,915,421 714,716,317 731,098,941

Appropriations for Contingencies 2,000,000 1,985,556 Provisions for Reserves/Designations 4,844,490 16,890,402

TOTAL FINANCING REQUIREMENTS BY FUNCTION 632,404,462 661,915,421 721,560,807 749,974,899

10-010-XXX General 426,005,390 481,021,202 496,157,356 518,479,924 10-020-XXX General Reserve 4,439,389 4,439,389 0 2,000,000 10-065-XXX ACO Funds 837,544 923,141 1,584,997 1,584,997

10 GENERAL FUND 431,282,323 486,383,732 497,742,353 522,064,921

11-110-XXX Advertising 4,518,177 4,635,146 5,123,947 5,968,294 11-140-XXX Fish/Wildlife 31,916 71,777 81,750 81,750 11-160-XXX Road 40,092,047 36,516,919 52,232,738 51,517,899 11-190-XXX Tobacco Tax 584,726 619,115 203,957 325,944 11-300-XXX Mandated 28,626,066 26,281,645 30,541,337 32,822,726 11-580-XXX Human Svcs-Realign 16,849,985 19,149,454 17,146,097 17,146,097 11-600-XXX DCSS-Child Support Enf 15,418,798 15,176,375 15,701,657 15,701,657 11-610-XXX Dept of Health Services 45,607,005 48,147,006 54,635,721 55,462,300 11-640-XXX Health-Realign 28,190,398 28,036,817 29,352,184 29,772,559 11-650-XXX Mental Health-Realign 17,159,592 21,542,928 19,358,394 18,883,835 11-660-XXX Mental Health Services Act 0 3,057 3,966,620 6,236,337

11 SPECIAL REVENUE 197,078,710 200,180,239 228,344,402 233,919,398

12 CAPITAL PROJECTS 36,658,752 25,351,938 47,139,761 47,894,926

13 DEBT SERVICE 26,464,467 27,563,009 4,305,348 4,305,348

Subtotal 691,484,252 739,478,918 777,531,864 808,184,593

XX TRANSFERS* (59,079,790) (77,563,497) (55,971,057) (58,209,694)

TOTAL FINANCING REQUIREMENTS BY FUND 632,404,462 661,915,421 721,560,807 749,974,899

*The following transfers within a fund have been eliminated from the above fund totals: 2004-05 Actuals - $12,350,618, 2005-06 Actuals - $18,363,135 2006-07 Recommended - $17,694,021, and 2006-07 Adopted - $22,528,694. Transfers between funds are included within the above funds and eliminated here before consolidating General County totals. COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8 FISCAL YEAR 2006-07

Adopted Actual Actual Recommended Bd of Sups Description 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

Total Specific Financing Uses by Budget Unit 632,404,462 661,915,421 714,716,317 731,098,941 (Brought Forward from Schedule 8A)

APPROPRIATIONS FOR CONTINGENCIES:

10-010-XXX General 2,000,000 1,985,556

Total Financing Uses 632,404,462 661,915,421 716,716,317 733,084,497

PROVISIONS FOR RESERVES/DESIGNATIONS:

10-010-XXX General 713,701 6,282,958 10-020-XXX General Reserve 0 2,000,000 10-065-XXX ACO Funds 288,013 277,013 11-110-XXX Advertising 194,050 756,966 11-160-XXX Road 0 4,330,337 11-300-XXX Mandated 3,250,932 3,124,488 11-610-XXX Dept of Health Services 0 118,640 11-640-XXX Health-Realign 397,794 0

Total Provisions for Reserves/Designations 0 0 4,844,490 16,890,402

TOTAL FINANCING REQUIREMENTS 632,404,462 661,915,421 721,560,807 749,974,899 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

GENERAL

LEGISLATIVE/ADMINISTRATIVE County Administrator 05-02-01 2,057,167 2,373,345 2,702,557 2,702,557 General Services-Admin 05-10-10 878,804 994,734 962,878 965,359 Board of Supervisors 05-19-40 2,040,577 2,159,067 2,490,122 2,523,122

TOTAL LEGISLATIVE/ADMINISTRATIVE 4,976,548 5,527,146 6,155,557 6,191,038

FINANCE Purchasing Agent 05-10-20 1,077,098 1,234,563 1,129,189 1,303,664 Assessment Appeals Board 05-19-50 32,442 24,143 33,872 33,872 Tax Collector-Treasurer 10-20-10 3,326,818 3,400,261 3,937,375 3,971,624 Central Collections 10-20-20 769,376 903,682 911,390 911,390 Assessor 10-21-01 6,250,084 6,348,395 8,486,856 8,569,823 Administrative Services 10-21-02 752,706 804,864 904,189 904,189 Assessor-Prop Char Data 10-21-10 28,634 77,668 42,974 42,974 Assessor-Prop Tax Admin 10-21-11 845,345 819,459 0 88,984 Auditor-Controller 10-22-01 9,903,650 10,792,009 11,684,253 12,030,105

TOTAL FINANCE 22,986,153 24,405,044 27,130,098 27,856,625

COUNSEL County Counsel 05-05-01 4,071,378 4,347,895 4,746,905 4,762,928

TOTAL COUNSEL 4,071,378 4,347,895 4,746,905 4,762,928

HUMAN RESOURCES Human Resources 05-06-01 3,783,394 4,160,582 4,678,589 4,783,589 Human Resources-Training 05-06-10 122,356 109,393 97,668 116,863 Community Involvement 05-06-20 168,197 0 0 0

TOTAL HUMAN RESOURCES 4,073,947 4,269,975 4,776,257 4,900,452

ELECTIONS County Clerk 05-19-10 426,727 482,462 569,070 569,070 Registrar of Voters 05-19-30 3,088,575 6,682,319 3,247,372 5,079,711

TOTAL ELECTIONS 3,515,302 7,164,781 3,816,442 5,648,781

COMMUNICATIONS Communication-Radio 05-07-16 1,007,961 1,109,533 1,203,982 1,211,082 Communications-Telephone 05-07-17 1,200,621 611,629 397,456 397,456

TOTAL COMMUNICATIONS 2,208,582 1,721,162 1,601,438 1,608,538 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

GENERAL (Cont)

PROPERTY MANAGEMENT Energy Division 05-10-53 3,729,343 4,354,039 5,030,162 5,045,162 Real Estate Program 05-10-54 4,829,781 5,317,932 5,697,339 5,739,955 Facilities Operations 05-10-55 5,417,686 5,934,227 6,233,165 6,247,043 Tidelands Leases Fund 05-10-95 52,040 24,776 66,040 66,040

TOTAL PROPERTY MANAGEMENT 14,028,850 15,630,974 17,026,706 17,098,200

PLANT ACQUISITION Capital Improvements 40-XX-XX 36,322,988 24,535,741 47,139,761 47,844,330

TOTAL PLANT ACQUISITION 36,322,988 24,535,741 47,139,761 47,844,330

PROMOTION Economic Development 15-30-01 1,172,670 1,304,603 1,309,940 1,494,192 Tourism Council 15-30-03 1,400,416 1,359,859 1,320,252 1,414,252 Advertising 35-75-01 628,504 605,728 868,949 872,128

TOTAL PROMOTION 3,201,590 3,270,190 3,499,141 3,780,572

OTHER GENERAL Administration 05-07-10 20,228 19,251 218,422 218,422 Applications-Maintenance 05-07-11 1,286,013 1,330,497 1,153,388 1,221,479 Technical Services 05-07-13 1,798,147 1,795,540 2,932,201 2,932,201 Work Group Support 05-07-15 910,697 534,792 530,032 923,056 Records 05-07-18 1,495,873 1,579,118 1,947,399 1,949,880 Reprographics 05-07-19 596,653 570,743 553,499 553,499 IS Replacement-B 05-07-24 21,078 15,506 24,350 24,350 Architect 05-10-12 20,246 (42,920) 57,947 57,947 Architect-Local Projects 05-10-13 1,581,695 1,651,435 1,785,185 1,870,635 Insurance 05-10-31 1,260,816 991,832 1,630,516 1,630,516 County Garage 05-10-60 3,140,493 3,141,230 3,233,475 3,233,475 Co Car Replacement ACO 05-10-61 367,544 234,251 776,984 776,984 Survey Monument Preservation 15-25-69 14,607 6,700 38,000 38,000 Employee Benefits 35-76-01 2,031,415 1,844,925 4,313,809 4,412,809 Other General Government 35-77-01 4,877,685 6,597,187 7,043,316 9,433,468 Other Financing Sources/Uses 35-77-02 (3,224,887) (581,087) 546,472 1,208,972

TOTAL OTHER GENERAL 16,198,303 19,689,000 26,784,995 30,485,693

TOTAL GENERAL 111,583,641 110,561,908 142,677,300 150,177,157 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

PUBLIC PROTECTION

JUDICIAL Sheriff-Court Security 20-40-75 4,389,209 4,908,186 5,101,690 5,373,258 D.A.-Criminal 20-42-10 14,015,480 14,996,094 15,933,814 16,231,521 D.A.-Special Expense 20-42-11 0 0 5,000 5,000 D.A.-Victim Witness 20-42-12 704,654 668,960 775,358 775,358 D.A.-Auto Insurance Fraud 20-42-40 43,393 0 10,000 10,000 D.A.-SLESF 20-42-50 134,739 133,874 136,800 136,800 D.A.-Consumer Protection Fund 20-42-60 4,602 4,168 79,025 79,025 D.A.-SCATT 20-42-70 0 0 480,000 480,000 Public Defender 20-45-01 6,784,907 7,245,848 8,032,712 8,118,460 Grand Jury 20-48-01 79,864 68,440 92,068 92,068 Courts-Non-Court Operations 20-51-40 9,594,111 8,560,077 8,481,118 8,625,588 Courts-Alternate Public Defender Svcs 20-51-60 1,901,018 2,469,083 2,200,302 2,619,310 Courts-Alternate Dispute Res 20-51-92 57,941 74,338 73,880 73,880

TOTAL JUDICIAL 37,709,918 39,129,068 41,401,767 42,620,268

POLICE PROTECTION Sheriff-Admin 20-40-10 7,473,997 8,470,326 8,727,566 8,771,410 Sheriff-Radio Replacement 20-40-13 0 0 0 386,876 Sheriff-Revenue Tracking Fund 20-40-14 31,613 29,311 754,052 752,216 Sheriff-Dispatch 20-40-20 3,344,365 3,419,127 3,504,991 3,504,991 Sheriff-Helicopter 20-40-30 1,642,881 1,744,317 1,894,379 1,897,802 Sheriff-Civil 20-40-40 602,728 602,615 741,413 741,413 Sheriff-Marine Unit 20-40-45 908,117 963,855 1,023,631 1,109,016 Sheriff-Patrol 20-40-50 21,015,138 23,541,279 24,760,720 25,578,542 Sheriff-Windsor 20-40-55 2,897,361 3,135,037 3,608,651 3,608,651 Sheriff-Sonoma 20-40-56 2,312,949 2,240,545 2,496,869 2,590,046 Sheriff-Investigation 20-40-60 6,556,217 6,752,533 7,169,057 7,076,085 Sheriff-Services-Records 20-40-70 1,767,686 1,887,006 1,926,653 1,926,653 Sheriff-DMV ID Fee 20-40-89 58,761 610,681 1,032,636 1,032,636 Sheriff-SLESF 20-40-91 222,589 220,332 225,725 240,963 Sheriff-Training 20-40-94 443,942 1,761,428 1,753,362 2,175,385

TOTAL POLICE PROTECTION 49,278,344 55,378,392 59,619,705 61,392,685 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

PUBLIC PROTECTION (Cont)

DETENTION & CORRECTION Sheriff-Transportation 20-40-76 1,108,481 1,711,676 1,247,022 1,247,222 Detention-Honor Farm 20-41-20 9,303,723 9,905,860 10,550,230 10,618,771 Detention-Main Jail 20-41-30 22,505,185 23,641,515 26,095,814 26,466,684 Detention-Administration 20-41-50 13,916,593 15,111,558 14,747,314 15,002,620 Detention-Jail Industries 20-41-60 72,137 99,524 150,495 150,495 Detention-SLESF 20-41-61 134,739 133,874 137,289 143,673 Detention-Training 20-41-70 938,723 728,200 1,041,725 1,048,508 Probation Department 20-43-10 5,759,820 6,231,136 6,916,845 6,946,701 Probation-Juvenile Svcs 20-43-11 4,046,500 4,408,971 5,228,502 5,237,902 Probation-Administration 20-43-12 2,203,394 2,280,427 2,551,681 2,814,103 Probation-State/Fed Revenues 20-43-13 0 306,204 0 0 Jail Programs 20-43-40 2,032,792 2,090,600 2,359,401 2,343,249 TANF-Community Based Orgs 20-43-50 309,754 0 0 0 JJCPA 2004/2005 20-43-90 1,259,120 125,368 1,329,488 1,388,472 JJCPA 2005/2006 20-43-92 213,411 1,222,161 0 0 Juvenile Halls 20-44-20 9,240,371 10,961,829 11,398,780 11,900,245 Sonoma County Youth Camp 20-44-30 1,888,857 1,899,350 2,200,870 2,193,897 Adolescent Inst Treatment 20-44-40 1,837,011 1,918,775 2,140,304 2,140,304 Supervised Adult Crews 20-44-60 1,835,252 1,434,990 1,502,555 1,502,555 Probation Camp/SAC 20-44-70 2,102,835 1,518,739 1,604,837 1,604,837

TOTAL DETENTION & CORRECTION 80,708,698 85,730,757 91,203,152 92,750,238

PROTECTION INSPECTION Agricultural Commissioner 30-70-10 2,790,862 3,102,319 3,124,260 3,270,673 Sealer Weights & Measures 30-70-20 654,256 684,436 918,424 918,424 W & M Transaction Verification 30-70-21 4,745 3,136 6,138 6,419

TOTAL PROTECTION INSPECTION 3,449,863 3,789,891 4,048,822 4,195,516 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

PUBLIC PROTECTION (Cont)

OTHER PROTECTION New Years Flood 06 05-10-83 0 412,780 0 0 Co Ctr Parking Enforce 05-10-90 119,921 127,381 134,310 134,310 Recorder 10-24-01 1,203,343 1,271,227 1,475,259 1,492,629 Recorder-Modernization 10-24-10 401,557 345,738 770,605 872,771 Recorder-Micrographics 10-24-20 250,207 211,286 275,771 275,771 Clerk/Recorder VRIP 10-24-30 5,367 26,742 56,612 86,046 P&RM-Administration 15-25-01 17,942,102 19,081,651 22,161,875 23,874,456 Sheriff-Coroner 20-40-80 1,687,463 1,910,092 1,916,131 1,916,131 Crime Analysis Prevention 20-40-95 232,070 185,102 328,702 330,602 Fish & Wildlife 30-70-30 27,182 57,628 65,750 65,750 Abalone Preservation Fund 30-70-31 4,734 14,149 16,000 16,000 Animal Regulation 30-70-40 2,567,136 2,666,255 3,054,885 3,086,937 Animal Reg-Pub Educ Fund 30-70-41 104,649 168,061 208,676 208,676 Emergency Svcs-Hazardous Materials 35-79-20 987,629 1,021,252 1,117,363 1,117,094 Emergency Management 35-79-30 1,253,561 2,103,411 775,931 1,448,148

TOTAL OTHER PROTECTION 26,786,921 29,602,755 32,357,870 34,925,321

TOTAL PUBLIC PROTECTION 197,933,744 213,630,863 228,631,316 235,884,028

PUBLIC WAYS/FACILITIES

PUBLIC WAYS Road Department 15-35-XX 40,092,047 36,516,919 52,232,738 47,187,562 Public Works-Special Projects 15-37-01 188,339 162,021 207,148 242,979 Public Works-District Formation 15-37-02 0 10,140 13,000 55,884 Public Works-Water Systems 15-37-03 105,909 19,916 139,247 209,247

TOTAL PUBLIC WAYS 40,386,295 36,708,996 52,592,133 47,695,672

TOTAL PUBLIC WAYS/FACILITIES 40,386,295 36,708,996 52,592,133 47,695,672

HEALTH/SANITATION

HEALTH HS-Administration 24-61-10 942,281 855,890 927,808 878,440 Prevention & Planning 24-62-20 1,698,445 1,964,222 1,877,570 2,051,304 Environmental Health 24-63-05 3,423,110 3,748,325 4,102,337 4,152,337 PH-Program Support 24-64-10 1,333,080 1,371,009 1,491,591 1,491,591 PH-Access to Health Care 24-64-15 259,637 373,255 1,319,492 1,329,492 PH-Disease Control & Surv 24-64-20 2,287,144 2,446,368 2,702,787 2,690,065 PH-MCH 24-64-30 3,804,916 4,069,708 4,580,382 4,580,382 PH-WIC 24-64-40 1,277,675 1,328,420 1,497,714 1,497,714 PH-HIV Prevention & Care 24-64-50 4,706,653 4,883,870 5,513,191 5,572,646 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

HEALTH/SANITATION (Cont)

HEALTH (Cont) PH-Clinics 24-64-60 3,432,580 3,569,297 3,681,052 3,681,052 PH-Juv Prob Health Svcs 24-64-65 7,760 31,564 0 0 PH-EMS 24-64-70 1,059,834 1,191,668 1,267,839 1,428,524 PH-Childrens Medical Services 24-64-75 5,099,481 5,250,165 6,338,822 6,338,822 PH-Clinical Lab 24-64-80 1,456,121 1,642,989 1,744,764 1,744,764 PH-PH Preparedness 24-64-85 105,752 107,294 251,870 378,893 PH-Revenue 24-64-90 (10,195,733) (10,289,127) (12,563,814) (12,646,383) MH-Program Support 24-65-10 2,223,230 2,214,648 2,359,745 2,300,477 MH-Psych Emergency Svcs 24-65-21 2,400,371 2,617,078 2,695,939 2,685,648 MH-24 Hour Services 24-65-22 2,204,416 2,022,282 1,313,014 1,245,844 MH-Adult Services 24-65-30 13,777,259 13,651,105 13,171,245 13,062,278 MH-Youth & Family Services 24-65-31 4,953,104 5,367,946 6,695,806 6,685,271 MH-Forensic & Special Programs 24-65-35 4,189,192 4,615,541 5,391,792 4,800,265 MH-Mental Health Svcs Act 24-65-50 0 0 2,053,750 2,053,750 MH-Revenue 24-65-90 (16,547,164) (17,798,613) (17,047,874) (16,200,764) AODS-Program Support 24-66-10 1,080,221 1,134,846 182,412 210,792 AODS-Residential Services 24-66-30 4,305,109 4,834,565 5,435,286 5,472,834 AODS-Outpatient Services 24-66-40 4,441,731 4,811,907 5,841,518 5,944,668 AODS-Adolescent Treatment Prog 24-66-50 406,911 459,686 696,585 799,856 AODS-Sonoma Works 24-66-60 (44,912) (31,271) 38,745 38,745 AODS-Drug Court 24-66-70 622,085 627,846 719,244 719,244 CMSP 24-67-05 718,946 718,946 0 0 PH-TT-Non-Co Hospitals 24-68-11 324,807 363,104 0 36,759 PH-TT-Non-Physicians 24-68-13 67,653 70,019 0 23,595 P&P-TT-Education 24-68-15 192,266 185,992 203,957 265,590 P&P-Children & Families First 24-68-16 4,147,234 4,148,689 4,646,663 6,389,037 PH-EMS Fund 24-68-20 332,581 345,976 344,775 345,545 EH-Solid Waste-EAG 24-68-30 26,220 26,254 25,923 25,923 P&P-Child Safety Seats 24-68-40 6,738 12,815 10,100 10,100 MHSA Planning 24-68-41 0 907 0 214,439 MHSA CSS 24-68-42 0 2,150 3,966,620 6,021,898 AOD Memorial Fund 24-68-61 9,243 11,107 22,300 30,044 MH-Interim Fund 24-68-65 23,797 16,727 78,463 72,063 MH-MHSA Planning 24-68-66 54,374 84,933 0 10,939 Health Realign-Operating 24-68-71 25,417,996 25,327,800 28,262,212 29,080,381 MH-Sutter Inpatient Unit 24-68-80 8,096,000 8,086,845 5,815,990 5,815,990 MH Realign-Operating 24-68-81 16,868,232 21,516,624 19,304,272 18,644,967 AODS-DUI Program 24-68-90 1,628,699 1,654,753 1,600,938 1,600,938 AODS-SACPA 24-68-93 2,302,066 2,368,973 1,812,404 1,914,251 PH-Vital Statistics Fund 24-68-94 73,246 47,631 48,145 48,145 MH-AB 2034 Adult Homeless 24-68-95 1,193,678 1,045,528 1,272,080 1,441,407 PH-Bioterrorism Program 24-68-98 946,062 1,941,574 950,947 963,413 Gen Fund Contribution 24-69-53 663,001 0 0 0

TOTAL HEALTH 107,803,128 115,049,830 122,646,401 127,943,975

TOTAL HEALTH/SANITATION 107,803,128 115,049,830 122,646,401 127,943,975 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

PUBLIC ASSISTANCE

ADMINISTRATION WP-Realignment 23-52-10 (14,888,160) (17,066,442) (15,049,185) (15,049,185) WP-Adoptions 23-52-20 5,207,383 5,663,151 6,146,278 6,146,278 WP-Case Service 23-52-30 11,954,750 13,372,292 14,099,936 14,099,936 WP-Refugees 23-52-40 1,319 8,477 3,000 3,000 Human Svcs Realign-Operating 23-58-11 16,849,985 19,149,454 17,146,097 17,146,097 Program Admin 23-59-01 58,419,241 65,405,355 65,394,683 65,849,276 V M Childrens Center 23-59-06 4,172,106 4,252,544 4,297,269 4,297,269 Human Svcs Grant Programs 23-59-08 1,393,335 668,749 560,330 710,661

TOTAL ADMINISTRATION 83,109,959 91,453,580 92,598,408 93,203,332

AID PROGRAMS WP-Foster Care 23-52-60 14,509,090 14,320,072 16,104,991 16,104,991 WP-TANF 23-52-80 17,245,747 17,914,474 18,244,044 18,244,044 Dependent Child Fund 23-58-54 37,926 44,339 145,955 145,955

TOTAL AID PROGRAMS 31,792,763 32,278,885 34,494,990 34,494,990

GENERAL RELIEF WP-General Assistance 23-52-70 702,234 937,074 1,037,569 1,037,569

TOTAL GENERAL RELIEF 702,234 937,074 1,037,569 1,037,569

VETERANS SERVICES Veterans Services 23-59-04 400,078 439,023 468,260 468,260

TOTAL VETERANS SERVICES 400,078 439,023 468,260 468,260

OTHER ASSISTANCE Area Agency on Aging (AAA) 23-59-02 2,830,492 2,942,973 2,912,284 2,932,284 Senior Services-MSSP 23-59-03 794,532 746,974 788,823 788,823 PA/PG/PC 23-59-09 473,343 565,934 557,869 557,869 Human Services Commission 23-59-12 1,027,198 1,256,323 946,676 1,271,676 DCSS-Child Support Enforcement 25-60-02 15,418,798 15,176,375 15,701,657 15,701,657 DCSS-Special Incentive 25-60-10 (381) (1,500) 0 0 Office of Commissions 25-69-01 412,065 0 0 0

TOTAL OTHER ASSISTANCE 20,956,047 20,687,079 20,907,309 21,252,309

TOTAL PUBLIC ASSISTANCE 136,961,081 145,795,641 149,506,536 150,456,460 COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF COUNTY FINANCING REQUIREMENTS SCHEDULE 8A FISCAL YEAR 2006-07

Adopted Requirements Actual Actual Recommended Bd of Sups (Section Within Program Within Function) 2004-05 2005-06 2006-07 2006-07 (1) (2) (3) (4) (5)

EDUCATION

AGRICULTURAL EDUCATION Agricultural Extension 30-71-01 797,219 912,597 1,110,942 1,110,942

TOTAL AGRICULTURAL EDUCATION 797,219 912,597 1,110,942 1,110,942

TOTAL EDUCATION 797,219 912,597 1,110,942 1,110,942

RECREATION/CULTURAL SERVICES

RECREATION FACILITIES Regional Parks 15-32-10 6,644,054 6,999,168 8,034,776 8,244,372 Spring Lake Park 15-32-20 1,521,979 1,556,922 1,870,717 1,970,717 County Grounds Maint 15-32-40 457,125 724,016 891,199 911,992 Partnerships for Youth 15-32-51 161,709 832,815 708,934 645,425 Regional Parks-Mitigation Funds 15-32-XX 280,000 60,000 54,917 54,917

TOTAL RECREATION FACILITIES 9,064,867 10,172,921 11,560,543 11,827,423

VETERANS MEMORIAL BUILDINGS Recreation/Cultural Services 15-32-30 1,410,020 1,519,656 1,685,798 1,697,936

TOTAL VETERANS MEMORIAL BUILDINGS 1,410,020 1,519,656 1,685,798 1,697,936

TOTAL RECREATION/CULTURAL SERVICES 10,474,887 11,692,577 13,246,341 13,525,359

DEBT SERVICE

RETIREMENT OF LONG-TERM DEBT Retirement of Long-Term Debt 35-XX-XX 26,464,467 27,563,009 4,305,348 4,305,348

TOTAL RETIREMENT OF LONG-TERM DEBT 26,464,467 27,563,009 4,305,348 4,305,348

TOTAL DEBT SERVICE 26,464,467 27,563,009 4,305,348 4,305,348

TOTAL SPECIFIC EXPENDITURE REQUIREMENTS* 632,404,462 661,915,421 714,716,317 731,098,941

*Excludes 2004-05 Actual transfers totalling $71,430,408, 2005-06 Actual transfers totalling $95,926,632, 2006-07 Recommended transfers totalling $73,665,078, and 2006-07 Adopted transfers totalling $80,738,388. COUNTY OF SONOMA STATE OF CALIFORNIA SUMMARY OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS BUDGET SCHEDULE 13 FISCAL YEAR 2006-07

ESTIMATED AVAILABLE FINANCING FINANCING REQUIREMENTS

Fund Balance Cancellation Estimated Prov for Unreserved/ Prior Year Additional Total Estimated Reserves/ Total Undesignated Res/Desig Financing Available Financing Designations Financing District/Fund June 30,2006 2005-06 Sources Financing Uses (New Or Icr) Requirements (1) (2) (3) (4) (5) (6) (7) (8)

COUNTY SERVICE AREAS

50-049-XXX #40-Fire Services 0 333,259 4,909,217 5,242,476 5,242,476 5,242,476 51-XXX-XXX #41-Lighting 0 97,131 87,337 184,468 184,382 86 184,468 51-035-XXX #41-Parks-Sonoma Valley 0 430 355,711 356,141 206,576 149,565 356,141

TOTAL COUNTY SERVICE AREAS 0 430,820 5,352,265 5,783,085 5,633,434 149,651 5,783,085

50-043-000 Rio Nido GHAD 0 5,200 4,800 10,000 10,000 10,000

50-045-XXX No Air Poll Control 0 690,743 1,740,884 2,431,627 2,431,627 2,431,627

50-XXX-XXX Lighting Districts 0 156,770 652,725 809,495 775,342 34,153 809,495

50-XXX-XXX Community Facilities 0 212,800 212,800 212,800 212,800

50-XXX-XXX Permanent Road Districts 0 16,365 16,365 2,410 13,955 16,365

SO CO WATER AGENCY

52-720-100 General Fund 0 4,287,000 4,287,000 3,984,146 302,854 4,287,000 52-720-300 Spring Lake Park 0 194,095 1,619,300 1,813,395 1,813,395 1,813,395 52-720-500 Waste/Recycled Water 0 4,600 400 5,000 5,000 5,000 53-730-XXX Special Revenue Funds 0 10,506,434 11,657,300 22,163,734 21,964,084 199,650 22,163,734 54-740-200 Warm Springs Dam-DS 0 7,345,572 7,345,572 7,285,572 60,000 7,345,572

TOTAL SO CO WATER AGENCY 0 10,705,129 24,909,572 35,614,701 35,052,197 562,504 35,614,701

50-930-000 IHSS Public Authority 0 1,351,337 1,351,337 1,351,337 1,351,337

50-950-XXX So Co Library-Jt Powers 0 1,491,195 15,465,351 16,956,546 15,639,046 1,317,500 16,956,546

50-960-XXX So Co Ag Pres/OSD 0 1,075,405 42,656,702 43,732,107 43,732,107 43,732,107

COMMUNITY DEVELOPMENT

65-XXX-XXX Community Development 0 7,500 36,536,808 36,544,308 36,544,308 36,544,308 66-XXX-XXX Redevelopment 0 4,101,604 4,689,415 8,791,019 8,791,019 8,791,019 66-XXX-XXX Redevelopment-DS 0 453,070 453,070 309,700 143,370 453,070

TOTAL COMMUNITY DEVELOPMENT 0 4,109,104 41,679,293 45,788,397 45,645,027 143,370 45,788,397

GRAND TOTAL 0 18,664,366 134,042,094 152,706,460 150,485,327 2,221,133 152,706,460

APPROPRIATION LIMIT 57,053,080

APPROPRIATION SUBJECT TO THE LIMITATION 5,012,848 COUNTY OF SONOMA STATE OF CALIFORNIA ANALYSIS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS FUND BALANCE SCHEDULE 14 AS OF JUNE 30, 2006

FUND BALANCE-RESERVED/DESIGNATED JUNE 30,2006

RESERVES

Fund Balance Fund Balance Unreserved/ Per Auditor General and Undesignated as of Other June 30, District/Fund June 30,2006 Encumbrances Reserves Designations 2006 (1) (2) (3) (4) (5) (6)

COUNTY SERVICE AREAS

50-049-XXX #40-Fire Services 2,703,041 264,083 2,438,958 0 51-XXX-XXX #41-Lighting 297,756 297,756 0 51-035-XXX #41-Parks-Sonoma Valley 358,173 335,845 22,328 0

TOTAL COUNTY SERVICE AREAS 3,358,970 599,928 0 2,759,042 0

50-043-000 Rio Nido GHAD 120,219 120,219 0

50-045-XXX No Air Poll Control 2,459,549 388,392 2,071,157 0

50-XXX-XXX Lighting Districts 4,065,887 35,746 4,030,141 0

50-XXX-XXX Community Facilities 32,994 2,090 30,904 0

50-XXX-XXX Permanent Road Districts 71,340 71,340 0

SO CO WATER AGENCY

52-720-100 General Fund 2,868,893 1,050,038 1,818,855 0 52-720-300 Spring Lake Park 377,437 377,437 0 52-720-500 Waste/Recycled Water 626,979 579,549 47,430 0 53-730-XXX Special Revenue Funds 30,266,246 10,570,232 19,696,014 0 54-740-200 Warm Springs Dam-DS 74,747,672 74,747,672 0

TOTAL SO CO WATER AGENCY 108,887,227 12,199,819 74,747,672 21,939,736 0

50-930-000 IHSS Public Authority 110,512 110,512 0

50-950-XXX So Co Library-Jt Powers 8,042,516 8,042,516 0

50-960-XXX So Co Ag Pres/OSD 2,768,170 581,490 2,186,680 0

COMMUNITY DEVELOPMENT

65-XXX-XXX Community Development 6,255,494 6,255,494 0 66-XXX-XXX Redevelopment 16,055,439 16,055,439 0 66-XXX-XXX Redevelopment-DS 1,687,695 1,687,695 0

TOTAL COMMUNITY DEVELOPMENT 23,998,628 0 1,687,695 22,310,933 0

GRAND TOTAL 153,916,012 13,807,465 76,435,367 63,673,180 0 COUNTY OF SONOMA STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS SCHEDULE 15 FISCAL YEAR 2006-07

Amount Made Available for Incr or New Res/Desig Reserves/ 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 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (6) (7)

COUNTY SERVICE AREAS

50-049-100 #40-Fire Services Desig 1,133,259 12,000 1,121,259 50-049-100 #40-Fire Services Equipment 10,000 10,000 50-049-110 #40-Geoth Tax Lit Desig 301,029 301,029 50-049-200 #40-Dry Creek Desig 93,561 93,561 50-049-300 #40-Sea Ranch Desig 653,815 195,211 313,759 340,056 50-049-400 #40-Fitch Mountain Desig 202,315 7,500 7,500 194,815 50-049-700 #40-Wilmar Desig 44,979 44,979

Total CSA #40 2,438,958 202,711 333,259 0 0 2,105,699

51-003-000 #41-Light-Roseland Desig 174,630 78,092 78,092 96,538 51-004-000 #41-Light-Meadowlark Desig 1,181 86 86 1,267 51-031-310 #41-Light-A.L.W.-Z5 Desig 43,766 16,158 16,158 27,608 51-035-000 #41-Parks-Sonoma Vly Desig 148,610 22,853 22,853 171,463 51-035-210 #41-Parks-SV-Ernie Smith Desig (126,712) 270,048 126,712 0 51-035-220 #41-Parks-SV-Larson Desig 430 430 430 0 51-036-010 #41-Light-ABC Desig 78,179 2,881 2,881 75,298

Total CSA #41 320,084 367,609 97,561 22,939 149,651 372,174

TOTAL COUNTY SERVICE AREAS 2,759,042 570,320 430,820 22,939 149,651 2,477,873

HAZARDOUS ABATEMENT

50-043-000 Rio Nido GHAD Desig 120,219 5,200 5,200 115,019

TOTAL HAZARDOUS ABATEMENT 120,219 5,200 5,200 0 0 115,019

AIR POLLUTION CONTROL

50-045-000 No Air Poll Control Desig 724,322 125,551 63,355 660,967 50-045-010 NSCAPCD-VPMP Desig 907,143 64,732 557,870 349,273 50-045-100 NSCAPCD-GAMP Desig 248,383 7,216 7,216 241,167 50-045-300 NSCAPCD-Community Prog Desig 191,309 62,302 62,302 129,007

TOTAL AIR POLLUTION CONTROL 2,071,157 259,801 690,743 0 0 1,380,414 COUNTY OF SONOMA STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS SCHEDULE 15 FISCAL YEAR 2006-07

Amount Made Available for Incr or New Res/Desig Reserves/ 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 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (6) (7)

LIGHTING

50-060-000 Belmont Terrace Desig 26,876 788 788 26,088 50-062-000 Carmet Desig 62,120 3,368 3,368 65,488 50-063-000 Cinnabar Desig 103,241 4,122 4,122 107,363 50-064-000 Countryside Manor Desig 8,349 568 568 7,781 50-065-000 Forestville Desig 101,775 530 530 102,305 50-066-000 Geyserville Desig 58,033 1,229 1,229 56,804 50-067-000 Graton Desig 192,605 11,409 11,409 204,014 50-068-000 Guerneville Desig 683,403 64,812 64,812 618,591 50-069-000 Jenner Desig 124,854 2,144 2,144 122,710 50-070-000 Madrone Acres Desig 127,639 2,440 2,440 130,079 50-071-000 Monte Rio Desig 188,781 13,805 13,805 174,976 50-072-000 Pacific View Desig 4,040 133 133 4,173 50-073-000 Penngrove Desig 159,554 7,971 7,971 167,525 50-074-000 Rio Nido Desig 354,725 1,838 1,838 356,563 50-075-000 South Park Desig 32,263 1,763 1,763 30,500 50-077-000 Summer Home Park Desig 36,357 288 288 36,645 50-078-000 Valley of the Moon Desig 1,719,148 70,057 70,057 1,649,091 50-079-000 West Side Desig 11,758 1,604 1,604 10,154 50-080-000 Woodside Desig 34,620 2,054 2,054 36,674

TOTAL LIGHTING 4,030,141 156,770 156,770 34,153 34,153 3,907,524

COMMUNITY FACILITIES

50-082-001 CFD #4 Wilmar Desig 5,995 5,995 50-083-001 CFD #5 Dry Creek Desig 8,650 8,650 50-084-001 CFD #7 Mayacamas Desig 16,259 16,259

TOTAL COMMUNITY FACILITIES 30,904 000030,904

PERMANENT ROADS

50-09X-000 Permanent Roads Desig 71,340 13,955 13,955 85,295

TOTAL PERMANENT ROADS 71,340 0 0 13,955 13,955 85,295

SO CO WATER AGENCY

52-720-100 General Desig 1,743,855 1,509,318 302,854 2,046,709 52-720-100 General-Des for Cont Desig 75,000 75,000 52-720-300 Spring Lake Park Desig 377,437 94,095 194,095 183,342 52-720-500 Waste/Recycled Wat Loan Desig 47,430 4,600 400 42,830 53-730-200 Laguna Mark (1A) Desig 4,239,830 2,362,037 3,630,037 609,793 53-730-300 Petaluma (2A) Desig 4,857,679 1,383,217 2,363,217 2,494,462 53-730-400 Vly of the Moon (3A) Desig 328,625 70,108 311,892 258,517 53-730-500 Low Russ Riv (5A) Desig 1,010,034 71,500 71,500 1,081,534 53-730-600 North Coast (7A) Desig 69,113 7,800 7,800 61,313 53-730-700 South Coast (8A) Desig 1,077,377 128,150 128,150 1,205,527 53-730-800 Warm Springs Dam Desig 8,113,356 4,073,272 4,435,272 3,678,084 54-740-200 Warm Springs Dam-DS Other 74,747,672 60,000 60,000 74,807,672

TOTAL SO CO WATER AGENCY 96,687,408 7,920,421 10,705,129 2,081,260 562,504 86,544,783 COUNTY OF SONOMA STATE OF CALIFORNIA DETAIL OF RESERVES/DESIGNATIONS OF NON-ENTERPRISE SPECIAL DISTRICTS UNDER THE BOARD OF SUPERVISORS SCHEDULE 15 FISCAL YEAR 2006-07

Amount Made Available for Incr or New Res/Desig Reserves/ 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 30,2006 Recommended 2006-07 Recommended 2006-07 Budget Year (1) (2) (3) (4) (5) (6) (7)

IHSS PUBLIC AUTHORITY

50-930-000 IHSS Public Authority Desig 110,512 110,512

TOTAL IHSS PUBLIC AUTHORITY 110,512 0000110,512

SO CO LIBRARY

50-950-010 JP-So Co Library Desig 5,387,418 1,507,971 1,447,395 3,940,023 50-950-010 JP-So Co Library Equipment 0 50,000 50,000 50,000 50-950-010 JP-Self Check Systems Desig 0 1,250,000 1,250,000 1,250,000 50-950-120 Gifts & Donations Desig 652,579 29,500 17,500 670,079 50-950-130 Library Branch Projects Desig 1,273,080 22,200 32,200 1,240,880 50-950-140 Cromwell Bequest Desig 659,085 4,000 4,000 655,085 50-950-150 Wine Library Desig 70,354 7,600 7,600 62,754

TOTAL SO CO LIBRARY 8,042,516 1,541,771 1,491,195 1,329,500 1,317,500 7,868,821

OPEN SPACE DISTRICT

50-960-010 So Co Ag Pres/OSD Desig 130,643 263,100 130,643 0 50-960-010 SCAPOSD-Endowment Desig 175,000 175,000 50-960-040 SCAPOSD-Install Pymt Desig 52,442 16,167 16,167 36,275 50-960-050 SCAPOSD-SR Creek Desig 1,728,595 928,595 928,595 800,000 50-960-100 SCAPOSD-Land Acq Desig 100,000 100,000

TOTAL OPEN SPACE DISTRICT 2,186,680 1,207,862 1,075,405 0 0 1,111,275

COMMUNITY DEVELOPMENT

65-XXX-XXX Community Development Desig 6,255,494 7,500 6,247,994 66-XXX-XXX Redevelopment Desig 16,055,439 4,101,604 4,101,604 11,953,835 66-XXX-XXX Redevelopment-DS Other 1,687,695 143,370 143,370 1,831,065

TOTAL COMMUNITY DEVELOPMENT 23,998,628 4,101,604 4,109,104 143,370 143,370 20,032,894

GRAND TOTAL 140,108,547 15,763,749 18,664,366 3,625,177 2,221,133 123,665,314

*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 STATE FUNCTION CATEGORY (as presented in this document) General Public Protection Public Ways/ Facilities Health/ Sanitation Public Assistance Education Recreation / Cultural Debt Service

ADMINISTRATIVE & FISCAL SERVICES County Administrator X County Counsel X Human Resources X Information Systems X General Services X Supervisors/Appeals Board X Tax Collector-Treasurer X Assessor X Auditor-Controller X Recorder X Employee Benefits X Other General Government X Retirement of Long-Term Debt X

JUSTICE SERVICES Sheriff X District Attorney X Probation X Public Defender X Grand Jury X Court Support X

HEALTH & HUMAN SERVICES Human Services X Health Services X Child Support Services X

DEVELOPMENT SERVICES Permit and Resources Management X Economic Development X Regional Parks X Transportation and Public Works X Emergency Services X

OTHER COUNTY SERVICES Agricultural Commissioner X Extension X Advertising X

CAPITAL IMPROVEMENTS Capital Improvements X PERMANENT POSITION SUMMARY (BY DEPARTMENT HEAD)

2004-05 2005-06 2006-07 2006-07 Department Allocated Allocated Recommended Allocated

County Administrator 14.50 14.50 14.55 14.55 County Counsel 33.50 33.50 35.75 35.75 Human Resources 31.25 35.40 34.00 34.00 Information Systems 130.00 130.00 131.00 131.00 General Services 150.00 148.00 149.00 149.00 County Clerk/ 36.80 37.79 37.79 37.79 Board of Supervisors Treasurer-Tax Collector 36.00 36.00 35.00 35.00 Assessor 85.60 85.60 82.00 82.00 Auditor-Controller 70.25 71.76 71.75 71.75 Recorder 17.00 17.00 17.00 17.00 Permit and Resource Mgmt 157.75 164.00 168.00 168.00 Economic Development Board 8.50 3.50 3.50 3.50 Regional Parks 86.05 88.80 90.30 90.30 Public Works 260.50 243.50 241.00 241.00 Sheriff/Adult Detention 690.24 693.24 694.24 704.74 District Attorney 114.75 115.75 116.75 118.75 Probation/Juvenile Institutions 283.35 282.35 279.85 286.85 Public Defender 47.00 47.00 49.00 49.00 Human Services 596.13 607.15 608.15 608.15 Health Services 612.98 615.17 607.61 612.40 Dept of Child Support Services 164.00 152.00 152.00 152.00 Office of Commissions 7.00 0.00 0.00 0.00 Agricultural Commissioner 58.50 58.50 60.50 61.01 UC Cooperative Extension 7.81 8.00 8.60 8.60 Dept of Emergency Svcs 20.50 20.50 22.50 22.50 Ag Pres/Open Space Dist 18.00 18.00 18.00 18.00 Water Agency 198.00 200.00 206.00 206.00 Community Development 47.00 46.00 46.00 46.00 Fairgrounds 41.10 40.10 40.10 40.10 Library 130.30 130.30 131.30 131.30 TOTALS (FTE) 4,154.36 4,143.41 4,151.24 4,176.04

The majority of the FY 2006-07 increases in allocated positions for Sheriff/Adult Detention are for 7 new Correctional Officers, needed to supervise an increase in inmate population at the Main Adult Detention Facilty.

FY 2005-06 decreases in allocated positions for the Economic Development Board were due to the transition of the Tourism program to the Sonoma County Tourism Bureau, a non-profit agency. This transition eliminated 5 positions.

The majority of the FY 2005-06 decreases in allocated positions for Public Works (13 positions) and 'the Department of Child Support Services (12 positions) were from the elimination of several vacant positions that were no longer funded.

FY 2005-06 decreases in allocated positions for the Office of Commissions were from the FY 2004-05 Board of Supervisors approved reorganization that dissolved the Office of Commissions and transferred the functions (7 positions) to the Human Services and Human Resources Departments. SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

COUNTY ADMINISTRATOR COUNTY ADMINISTRATOR COUNTY ADMINISTRATOR 8154 1.00 1.00 1.00 1.00 ASSISTANT COUNTY ADMINISTRATOR 6395 1.00 1.00 1.00 1.00 DEPUTY COUNTY ADMINISTRATOR 4962 3.00 3.00 3.00 3.00 ADM ANALYST III LAFCO 3871 1.00 1.00 1.00 1.00 ADMINISTRATIVE ANALYST III 3761 4.75 4.80 4.80 4.80 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 2.75 2.75 2.75 2.75 ------

PERMANENT POSITIONS 14.50 14.55 14.55 14.55

EXTRA HELP .56 .88 .88 .88

OVERTIME .01 .01 .01 .01

COUNTY COUNSEL COUNTY COUNSEL COUNTY COUNSEL 7266 1.00 1.00 1.00 1.00 ASST COUNTY COUNSEL 6109 1.00 1.00 1.00 1.00 CHIEF DEPUTY COUNTY COUNSEL 5552 4.00 4.00 4.00 4.00 DEPUTY COUNTY COUNSEL IV 5050 11.30 11.30 11.30 11.30 DEPUTY COUNTY COUNSEL III 4485 7.45 7.45 7.45 7.45 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 LEGAL ASSISTANT CONFIDENTIAL 2186 5.00 5.00 5.00 5.00 LEGAL SECRETARY II CONFID 2027 4.00 4.00 4.00 4.00 RECEPTIONIST CONFIDENTIAL 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 35.75 35.75 35.75 35.75

HUMAN RESOURCES HUMAN RESOURCES DIRECTOR HUMAN RESOURCES 5630 1.00 1.00 1.00 1.00 EMPLOYEE RELATIONS MANAGER 4563 1.00 1.00 1.00 1.00 DEPUTY CT EXEC OFFICER 4270 1.00 1.00 1.00 1.00 HUMAN RESOURCES MANAGER 3757 3.00 4.00 3.00 3.00 HUMAN RESOURCES ANALYST III 3270 9.90 10.00 10.00 10.00 DEPARTMENT ANALYST 2769 2.00 2.00 2.00 2.00 ADMINISTRATIVE AIDE CONFIDEN 2189 3.00 3.00 3.00 3.00 HUMAN RESOURCES TECH-CONF 2105 5.50 5.50 5.00 5.00 ACCOUNT CLERK III CONFID 1945 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT-C 1764 6.00 6.00 5.00 5.00 ------

PERMANENT POSITIONS 36.40 37.50 34.00 34.00

EXTRA HELP .29 .29 .29

OVERTIME .01 .01 .01 .01

INFORMATION SYSTEMS ISD ADMINISTRATION INFORMATION SYSTEM DIRECTOR 6045 1.00 1.00 1.00 1.00 INFO SYSTEMS PROJECT MANAGER 4283 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

INFORMATION SYSTEMS ISD ADMINISTRATION ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 6.00 7.00 7.00 7.00

APPLICATIONS-MAINTENANCE INFO SYS DIVISION DIRECTOR 4921 1.00 1.00 1.00 1.00 INFO SYSTEMS PROJECT MANAGER 4283 5.50 5.00 5.00 5.00 SYSTEMS SOFTWARE ANALYST 3887 1.00 1.00 1.00 1.00 SENIOR PROGRAMMER ANALYST 3700 17.00 17.00 17.00 17.00 SR PROGRAMMER ANALYST-CONFID 3700 3.00 2.00 2.00 2.00 GEOGRAPHIC INFO SYSTEMS COORD 3586 1.00 1.00 1.00 1.00 PROGRAMMER ANALYST 3096 5.00 5.00 5.00 5.00 INFO TECHNOLOGY ANALYST II 2931 1.00 1.00 1.00 1.00 GEOGRAPHIC INFO TECH II 2664 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 36.50 35.00 35.00 35.00

EXTRA HELP .74 .74 .74 .74

OVERTIME .24 .24 .24 .24

TECHNICAL SVCS (MAINFRAME) INFO SYS DIVISION DIRECTOR 4921 1.00 1.00 1.00 1.00 INFO SYSTEMS PROJECT MANAGER 4283 3.50 3.00 3.00 3.00 SENIOR NETWORK ANALYST 4058 1.00 1.00 1.00 SYSTEMS SOFTWARE ANALYST 3887 10.00 10.00 10.00 10.00 NETWORK ANALYST 3775 2.00 2.00 2.00 INFO TECHNOLOGY ANALYST III 3608 2.00 3.00 3.00 3.00 INFO TECHNOLOGY ANALYST II 2931 4.00 4.00 4.00 4.00 GEOGRAPHIC INFO TECH II 2664 2.00 2.00 2.00 2.00 SR SYSTEMS SUPPORT TECHNICIAN 2414 3.00 3.00 3.00 3.00 SYSTEMS SUPPORT TECHNICIAN 2012 7.00 7.00 7.00 7.00 ------

PERMANENT POSITIONS 32.50 36.00 36.00 36.00

EXTRA HELP 1.73 1.73 1.73 1.73

OVERTIME 1.39 1.39 1.39 1.39

WORK GROUP SUPPORT INFO SYS DIVISION DIRECTOR 4921 1.00 1.00 1.00 1.00 INFO SYSTEMS PROJECT MANAGER 4283 3.00 2.00 2.00 2.00 SENIOR NETWORK ANALYST 4058 2.00 1.00 1.00 1.00 NETWORK ANALYST 3775 4.00 2.00 2.00 2.00 SENIOR PROGRAMMER ANALYST 3700 1.00 1.00 1.00 SR PROGRAMMER ANALYST-CONFID 3700 1.00 1.00 1.00 INFO TECHNOLOGY ANALYST III 3608 3.00 2.00 2.00 2.00 INFO TECHNOLOGY ANALYST II 2931 12.00 12.00 12.00 12.00 STOREKEEPER 1754 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 26.00 23.00 23.00 23.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

INFORMATION SYSTEMS WORK GROUP SUPPORT

OVERTIME 1.10 1.10 1.10 1.10

COMMUNICATION-RADIO ASSISTANT COMMUNICATIONS MANAG 3555 1.00 1.00 1.00 1.00 SENIOR COMMUNICATIONS TECH 2979 1.00 1.00 1.00 1.00 COMMUNICATIONS TECHNICIAN II 2709 3.00 4.00 4.00 4.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 6.00 7.00 7.00 7.00

EXTRA HELP .88

OVERTIME .11 .11 .11 .11

COMMUNICATIONS-TELEPHONE COMMUNICATIONS MANAGER 4088 1.00 1.00 1.00 1.00 ASSISTANT COMMUNICATIONS MANAG 3555 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 3.00 3.00 3.00 3.00

RECORDS RECORDS MANAGER 3183 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 SENIOR STOREKEEPER 1946 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 MATERIALS HANDLER 1678 3.00 3.00 3.00 3.00 MAIL CLERK 1549 3.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 10.00 10.00 10.00 10.00

EXTRA HELP .78 .78 .78 .78

OVERTIME .03 .03 .03 .03

REPROGRAPHICS REPROGRAPHICS MANAGER 3183 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 REPROGRAPHICS SUPERVISOR 2101 1.00 1.00 1.00 1.00 GRAPHICS DESIGNER PHOTOGRAPHER 2101 1.00 1.00 1.00 1.00 REPROGRAPHICS TECHNICIAN III 1904 2.00 2.00 2.00 2.00 REPROGRAPHICS TECHNICIAN II 1749 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 10.00 10.00 10.00 10.00

EXTRA HELP .72 .72 .72 .72

OVERTIME .23 .23 .23 .23 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

GENERAL SERVICES GENERAL SERVICES-ADMIN GENERAL SERVICES DIRECTOR 5627 1.00 1.00 1.00 1.00 FACILITY MANAGER 4088 1.00 DEP DIRECTOR GENERAL SERVICES 4033 1.00 1.00 1.00 1.00 SUPERVISING ACCOUNTANT 3295 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 ACCOUNTANT II CONFIDENTIAL 2714 1.00 1.00 1.00 1.00 DEPT INFORMATION SPECIALIST 2664 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 2.00 2.00 2.00 2.00 SECRETARY 1931 .50 1.50 .50 .50 ACCOUNT CLERK II 1764 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 14.50 16.50 14.50 14.50

ARCHITECT COUNTY ARCHITECT 4498 1.00 1.00 1.00 1.00 ASSOCIATE ARCHITECT 3909 2.00 2.00 2.00 2.00 MAJOR PROJECT ARCHITECT 3646 1.00 1.00 1.00 1.00 SENIOR PROJECT SPECIALIST 3398 4.00 4.00 4.00 4.00 PROJECT SPECIALIST 2957 7.00 7.00 7.00 7.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 3.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 22.00 22.00 22.00 22.00

EXTRA HELP .14 .14 .14 .14

OVERTIME .09

PURCHASING AGENT PURCHASING AGENT 3510 1.00 1.00 1.00 1.00 ASSISTANT PURCHASING AGENT 3051 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 BUYER 2398 4.00 4.00 4.00 4.00 SECRETARY 1931 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 1.00 ------

PERMANENT POSITIONS 8.00 8.00 8.00 8.00

REAL ESTATE PROGRAM REAL ESTATE MANAGER 4284 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 LEGAL SECRETARY II 2027 1.00 1.00 1.00 1.00 SECRETARY 1931 .50 .50 .50 .50 ------

PERMANENT POSITIONS 3.50 3.50 3.50 3.50

FACILITIES OPERATIONS FACILITY MANAGER 4088 1.00 1.00 1.00 1.00 ASST FACILITY MANAGER 3905 1.00 1.00 1.00 1.00 ASSISTANT BUILDING SUPT 3203 4.00 4.00 4.00 4.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

GENERAL SERVICES FACILITIES OPERATIONS PROJECT SPECIALIST 2957 2.00 2.00 2.00 2.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 BUILDING MECHANIC II 2605 32.00 32.00 32.00 32.00 PAINTER 2295 4.00 4.00 4.00 4.00 ADMINISTRATIVE AIDE 2188 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 BUILDING MAINTENANCE WORKER 1568 3.00 3.00 3.00 3.00 OFFICE ASSISTANT II 1549 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 53.00 54.00 54.00 54.00

EXTRA HELP 1.01

OVERTIME 1.07 .32 .32 .32

COUNTY GARAGE FLEET MANAGER 4088 1.00 1.00 1.00 1.00 ASSISTANT FLEET MANAGER 3518 1.00 1.00 1.00 1.00 HEAVY EQ FLEET MAINT SUP 3062 1.00 1.00 1.00 1.00 AUTO FLEET MAINT SUPERVISOR 2823 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 WELDER 2504 1.00 1.00 1.00 1.00 HEAVY EQUIPMENT MECHANIC II 2504 7.00 7.00 7.00 7.00 AUTOMOTIVE TECHNICIAN 2321 7.00 7.00 7.00 7.00 SENIOR STOREKEEPER 1946 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 1.00 1.00 HEAVY EQUIPMENT MECHANIC I 1777 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 MATERIALS HANDLER 1678 2.00 2.00 2.00 2.00 MOTOR POOL ATTENDANT 1428 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 27.00 27.00 27.00 27.00

OVERTIME .14 .14 .14 .14

COUNTY CLERK/BOARD OF SUPS COUNTY CLERK CHIEF DEPUTY COUNTY CLERK 3223 1.00 1.00 1.00 1.00 SENIOR LEGAL PROCESSOR 1938 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 6.00 6.00 6.00 6.00

REGISTRAR OF VOTERS ASSISTANT REGISTRAR OF VOTERS 4328 1.00 1.00 1.00 1.00 PROGRAM DEVELOPMENT MANAGER 3477 1.00 1.00 1.00 1.00 ELECTION SYSTEMS SUPERVISOR 2407 1.00 1.00 1.00 1.00 ELECTION SERVICES SUPERVISOR 2407 2.00 2.00 2.00 2.00 SR ELECTION SPECIALIST 1938 3.00 3.00 3.00 3.00 SECRETARY 1931 1.00 1.00 1.00 1.00 ELECTION SPECIALIST II 1764 5.00 5.00 5.00 5.00 STOREKEEPER 1754 1.00 1.00 1.00 1.00 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

COUNTY CLERK/BOARD OF SUPS REGISTRAR OF VOTERS

PERMANENT POSITIONS 15.00 15.00 15.00 15.00

EXTRA HELP 2.87 2.87 2.87 2.87

OVERTIME 2.73 2.73 2.73 2.73

BOARD OF SUPERVISORS SUPERVISOR 5287 5.00 5.00 5.00 5.00 ADMIN SUPPORT MGR BOS 3223 1.00 1.00 1.00 1.00 BRD OF SUPS STAFF ASSISTANT 2976 4.99 4.99 4.99 4.99 OFFICE SUPPORT SUPERVISOR BOS 2410 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 3.00 3.00 3.00 3.00 SENIOR OFFICE ASSISTANT-C 1764 .80 .80 .80 .80 RECEPTIONIST CONFIDENTIAL 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 16.79 16.79 16.79 16.79

TREASURER - TAX COLLECTOR TREASURER - TAX COLLECTOR TAX COLLECTOR - TREASURER 5766 1.00 1.00 1.00 1.00 ASSISTANT TREASURER 4328 1.00 1.00 1.00 1.00 ASSISTANT TAX COLLECTOR 4328 1.00 1.00 1.00 1.00 TREASURY MANAGER 3527 1.00 1.00 1.00 1.00 TAX COLLECTION MANAGER 3527 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 SPECIAL ASSESSMENT SUPERVISOR 2293 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 ACCOUNTING ASSISTANT 2151 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 3.00 3.00 3.00 3.00 ACCOUNT CLERK III 1945 5.00 5.00 5.00 5.00 ACCOUNT CLERK II 1764 7.00 7.00 7.00 7.00 ------

PERMANENT POSITIONS 27.00 27.00 27.00 27.00

EXTRA HELP .91 .91 .91 .91

CENTRAL COLLECTIONS CENTRAL COLLECTION MANAGER 3223 1.00 COLLECTION AGENT III 2346 1.00 1.00 1.00 1.00 COLLECTION AGENT II 2119 6.00 6.00 6.00 6.00 COLLECTIONS ASSISTANT 1938 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 9.00 8.00 8.00 8.00

EXTRA HELP .19 .19 .19 .19

ASSESSOR ASSESSOR ASSISTANT ASSESSOR 4970 1.00 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

ASSESSOR ASSESSOR CHIEF OF ASSESSMENT STANDARDS 4026 1.00 1.00 1.00 1.00 ASSESSMENT PROCESS MANAGER 3527 1.00 1.00 1.00 1.00 SUPERVISING AUDITOR-APPRAISER 3300 1.00 1.00 1.00 1.00 APPRAISER IV 3176 3.00 3.00 3.00 3.00 APPRAISER ANALYST 2914 2.00 3.00 3.00 3.00 AUDITOR-APPRAISER II 2822 5.00 6.00 6.00 6.00 APPRAISER III 2755 17.00 21.00 21.00 21.00 DEPT INFORMATION SPECIALIST 2664 1.00 1.00 1.00 CADASTRAL MAPPING SUPERVISOR 2562 1.00 1.00 1.00 1.00 AUDITOR-APPRAISER I 2416 1.00 1.00 1.00 1.00 ASSESSMENT PROCESS SUPERVISOR 2206 3.00 3.00 3.00 3.00 CADASTRAL MAPPING TECH II 2181 5.00 5.00 5.00 5.00 ASSESSMENT PROCESS SPECIALIST 2003 9.00 10.00 10.00 10.00 APPRAISER AIDE 1866 3.00 3.00 3.00 ASSESSMENT CLERK 1784 11.00 13.00 13.00 13.00 ------

PERMANENT POSITIONS 61.00 74.00 74.00 74.00

OVERTIME .48 .48 .48

ADMINISTRATIVE SERVICES COUNTY CLERK-RECORDER-ASSESSOR 6055 1.00 1.00 1.00 1.00 ACCOUNTING MANAGER AUD CONT OF 4000 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 ACCOUNTANT II 2714 1.00 1.00 1.00 1.00 ACCOUNTANT II CONFIDENTIAL 2714 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 8.00 8.00 8.00 8.00

PROP TAX ADMIN PROGRAM APPRAISER ANALYST 2914 1.00 AUDITOR-APPRAISER II 2822 1.00 APPRAISER III 2755 4.00 DEPT INFORMATION SPECIALIST 2664 1.00 APPRAISER II 2474 1.00 ASSESSMENT PROCESS SPECIALIST 2003 1.00 APPRAISER AIDE 1866 3.00 ASSESSMENT CLERK 1784 4.60 ------

PERMANENT POSITIONS 16.60

EXTRA HELP 1.50

OVERTIME .92

AUDITOR-CONTROLLER AUDITOR-CONTROLLER AUDITOR-CONTROLLER 6055 1.00 1.00 1.00 1.00 ASSISTANT AUDITOR-CONTROLLER 4807 1.00 1.00 1.00 1.00 AUDIT MANAGER 4000 1.00 1.00 1.00 1.00 ACCOUNTING MANAGER AUD CONT OF 4000 2.00 2.00 2.00 2.00 PAYROLL MANAGER AUD CONT OFF 3804 1.00 1.00 1.00 1.00 TAX ACCOUNT MANAG AUD CONT OFF 3804 1.00 1.00 1.00 1.00 SENIOR PROJECT SPECIALIST 3398 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

AUDITOR-CONTROLLER AUDITOR-CONTROLLER SUPERVISING ACCOUNTANT 3295 5.00 5.00 5.00 5.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 ACCOUNTANT/AUDITOR II 3020 15.00 12.00 11.00 11.00 ACCOUNTANT II 2714 8.00 4.00 4.00 4.00 ACCOUNTANT/AUDITOR I 2701 4.00 4.00 4.00 ACCOUNTANT I 2329 3.00 3.00 3.00 ACCOUNTANT I-CONFIDENTIAL 2329 1.00 1.00 1.00 1.00 AUDITORS PAYROLL TECHNICIAN C 2172 5.00 6.00 5.00 5.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 ACCOUNTING ASSISTANT 2151 8.00 8.00 8.00 8.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 11.00 11.00 11.00 11.00 ACCOUNT CLERK III CONFID 1945 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 DATA ENTRY OPERATOR II 1767 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 5.00 5.00 5.00 5.00 CLERICAL HELPER 1176 .75 .75 .75 .75 ------

PERMANENT POSITIONS 71.75 73.75 71.75 71.75

EXTRA HELP .31 .17 .17 .17

OVERTIME .09 .09 .09 .09

RECORDER RECORDER CHIEF DEPUTY RECORDER 3527 1.00 1.00 1.00 1.00 DOCUMENT RECORDER II 1938 7.00 7.00 7.00 7.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 MICROGRAPHIC TECHNICIAN II 1764 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 13.00 13.00 13.00 13.00

EXTRA HELP .27 .27 .27 .27

OVERTIME .02 .02 .02 .02

RECORDER-MODERNIZATION DOCUMENT RECORDER III 2267 1.00 1.00 1.00 1.00 SUPERVISING MICROGRAPHIC TECH 1939 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 2.00 2.00 2.00 2.00

EXTRA HELP 1.43 1.43 1.43 1.43

OVERTIME .02 .02 .02 .02

RECORDER-MICROGRAPHICS MICROGRAPHIC TECHNICIAN II 1764 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 2.00 2.00 2.00 2.00

EXTRA HELP .18 .18 .18 .18 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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PERMIT AND RESOURCE MGMT PRMD-ADMINISTRATION

OVERTIME .03 .03 .03 .03

PERMIT AND RESOURCE MGMT PRMD-ADMINISTRATION DIRECTOR PRMD 5948 1.00 1.00 1.00 1.00 DEP DIR ENGINEERING CONSTRUCTI 5172 1.00 1.00 1.00 1.00 DEPUTY DIRECTOR/PLANNING 4685 1.00 1.00 1.00 1.00 ENGINEERING DIVISION MANAGER 4498 1.00 1.00 1.00 1.00 BUILDING DIVISION MANAGER 4498 1.00 1.00 1.00 1.00 PRMD DIVISION MANAGER 4074 6.00 6.00 6.00 6.00 SENIOR ENGINEER 3986 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 ENGINEER 3618 5.00 5.00 5.00 5.00 CODE ENFORCEMENT SUPERVISOR 3516 1.00 1.00 1.00 1.00 SUPERVISING BUILDING INSPECTOR 3476 2.00 2.00 2.00 2.00 SUPERVISING PLANNER 3435 2.00 2.00 2.00 2.00 LICENSED LAND SURVEYOR 3405 1.00 1.00 1.00 1.00 SPEC DIST PROJECT COORD PROJ 3397 1.00 1.00 1.00 1.00 CUSTOMER SERVICE SUPERVISOR 3354 1.00 1.00 1.00 1.00 PREAPPLICATION PROJECT COORDIN 3353 1.00 1.00 1.00 1.00 SUPV E H SPECIALIST 3274 1.00 2.00 2.00 2.00 ENGINEERING TECHICIAN IV 3211 1.00 1.00 1.00 SR CODE ENFORCEMENT INSPECTOR 3197 3.00 3.00 3.00 3.00 SR BUILDING PLANS EXAMINER 3195 2.00 2.00 2.00 2.00 PLANNER III 3123 20.00 21.00 21.00 21.00 ACCOUNTANT III 3121 1.00 1.00 1.00 1.00 SENIOR DEPT INFORMATION SPEC 3066 1.00 1.00 1.00 1.00 ASSISTANT ENGINEER 3043 2.00 2.00 2.00 2.00 SENIOR BUILDING INSPECTOR 3043 4.00 4.00 4.00 4.00 SENIOR ENVIROMENTAL SPECIALIST 3020 2.00 2.00 2.00 2.00 SR ENVIRON SPEC PROJECT 3020 1.00 1.00 1.00 1.00 CODE ENFORCEMENT INSPECTOR II 2956 5.00 5.00 5.00 5.00 BLDG PLANS EXAMINER II 2955 5.00 5.00 5.00 5.00 ENVIRON HEALTH SPECIALIST III 2880 5.00 5.00 5.00 5.00 SR GEOGRAPHIC INFO TECH 2851 1.00 1.00 1.00 1.00 BUILDING INSPECTOR II 2813 10.00 10.00 10.00 10.00 ENVIROMENTAL SPECIALIST 2810 3.00 3.00 3.00 3.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ENVIRON HEALTH SPECIALIST II 2700 9.00 9.00 9.00 9.00 ENGINEERING TECHNICIAN III 2674 13.00 14.00 14.00 14.00 DEPT INFORMATION SPECIALIST 2664 4.00 4.00 4.00 4.00 GEOGRAPHIC INFO TECH II 2664 3.00 3.00 3.00 3.00 ENGINEERING TECHNICIAN II 2296 1.00 PERMIT TECHNICIAN II 2295 6.00 7.00 7.00 7.00 ADMINISTRATIVE AIDE CONFIDEN 2189 2.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PERMIT TECHNICIAN I 2091 1.00 1.00 1.00 1.00 OFFICE SUPPORT SUPERVISOR 2090 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 PLANNING TECHNICIAN 1934 1.00 1.00 1.00 1.00 SECRETARY 1931 4.00 4.00 4.00 4.00 SENIOR OFFICE ASSISTANT 1764 11.00 11.00 11.00 11.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 1.00 2.00 2.00 2.00 TELEPHONE OPERATOR 1574 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 6.00 6.00 6.00 6.00 ------

PERMANENT POSITIONS 164.00 168.00 168.00 168.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

PERMIT AND RESOURCE MGMT PRMD-ADMINISTRATION

EXTRA HELP 1.65 1.65 1.65 1.65

OVERTIME 1.19 1.19 1.19 1.19

ECONOMIC DEVELOPMENTBOARD ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT COORDINAT 4471 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 .50 .50 .50 .50 SECRETARY 1931 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 3.50 3.50 3.50 3.50

EXTRA HELP 4.17 5.51 5.51 5.51

REGIONAL PARKS REGIONAL PARKS DIRECTOR OF REGIONAL PARKS 5114 1.00 1.00 1.00 1.00 PARKS GROUNDS MAINTENANCE MNGR 3845 1.00 1.00 1.00 1.00 PARK PLANNING AND DESIGN ADMIN 3845 1.00 1.00 1.00 1.00 PARK MANAGER 3845 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 ACCOUNTANT III 3121 1.00 1.00 1.00 1.00 PARK PLANNER II 2938 4.00 4.00 4.00 4.00 ENVIROMENTAL SPECIALIST 2810 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 2.00 2.00 2.00 2.00 AQUATIC SPECIALIST 2697 1.00 1.00 1.00 1.00 PARK RANGER III 2697 3.00 3.00 3.00 3.00 PARKS GROUNDS MAINT SUPERVISOR 2269 1.00 1.00 1.00 1.00 PARK RANGER II 2222 3.00 3.00 3.00 3.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 BOOKING & RESERVATION COORD 2050 1.00 1.00 1.00 1.00 PARK RANGER I 2028 6.00 7.00 7.00 7.00 PARKS GROUNDS MAINT WORKER II 1960 7.00 9.00 9.00 9.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 PLANNING TECHNICIAN 1934 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 PARK RANGER TRAINEE 1782 4.00 3.00 3.00 3.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 3.00 3.00 3.00 3.00 SENIOR OFFICE ASSISTANT-C 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 53.00 55.00 55.00 55.00

EXTRA HELP 29.73 31.39 31.39 32.20

OVERTIME .74 .74 .74 .74

SPRING LAKE PARK PARK RANGER III 2697 1.00 1.00 1.00 1.00 PARKS GROUNDS MAINT SUPERVISOR 2269 1.00 1.00 1.00 1.00 PARK RANGER II 2222 1.00 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

REGIONAL PARKS SPRING LAKE PARK ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 PARK RANGER I 2028 3.00 3.00 3.00 3.00 PARKS GROUNDS MAINT WORKER II 1960 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 9.00 9.00 9.00 9.00

EXTRA HELP 8.91 9.18 9.18 9.18

OVERTIME .59 .59 .59 .59

REC & CULTURAL SERVICES PUBLIC FACILITIES MANAGER 3845 1.00 1.00 1.00 1.00 EVENTS SERVICES SUPERVISOR 2156 1.00 1.00 1.00 1.00 BOOKING & RESERVATION COORD 2050 2.00 2.00 2.00 2.00 EVENT SERVICES WORKER 1960 7.50 7.50 7.50 7.50 OFFICE ASSISTANT II 1549 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 12.50 12.50 12.50 12.50

EXTRA HELP 3.00 3.00 3.00 3.00

OVERTIME .27 .27 .27 .27

COUNTY GROUNDS MAINTENANCE PARKS GROUNDS MAINT SUPERVISOR 2269 1.00 1.00 1.00 1.00 PARKS GROUNDS MAINT WORKER II 1960 8.00 8.00 8.00 8.00 ------

PERMANENT POSITIONS 9.00 9.00 9.00 9.00

EXTRA HELP 1.31 3.25 2.75 3.13

OVERTIME .06 .06 .06 .06

PARTNERSHIPS FOR YOUTH DEPARTMENT ANALYST 2769 .50 ------

PERMANENT POSITIONS .50

EXTRA HELP .24 .74 .74 .74

ROAD DIVISION ROAD DEPARTMENT DIRECTOR OF TRAN/PUBLIC WORKS 6611 1.00 1.00 1.00 1.00 DEP DIR-TRANSPORT/OPERATION 5173 1.00 1.00 1.00 1.00 DEP DIR-ENGINEERING/MAINT 5173 1.00 1.00 1.00 1.00 ENGINEERING DIVISION MANAGER 4498 3.00 3.00 3.00 3.00 TRANSIT SYSTEMS MANAGER 4281 1.00 1.00 1.00 1.00 SENIOR ENGINEER 3986 5.00 4.00 4.00 4.00 RIGHT OF WAY SECTION MANAGER 3927 1.00 1.00 1.00 1.00 SENIOR ENGINEERING PROGRAMMER 3797 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 ENGINEER 3618 7.00 7.00 7.00 7.00 PUBLIC WORKS OPERATIONS COORDI 3548 2.00 2.00 2.00 2.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

ROAD DIVISION ROAD DEPARTMENT PROGRAM DEVELOPMENT MANAGER 3477 1.00 1.00 1.00 SUPERVISING RIGHT OF WAY AGENT 3414 3.00 3.00 3.00 3.00 LICENSED LAND SURVEYOR 3405 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 ENGINEERING TECHICIAN IV 3211 8.00 8.00 8.00 8.00 RISK MANAGEMENT ANALYST II 3153 1.00 1.00 1.00 1.00 SPECIAL DISTRICTS COORDINATOR 3121 1.00 TRANSIT SPECIALIST II 3026 2.00 2.00 2.00 2.00 RIGHT OF WAY AGENT II 3020 1.00 1.00 1.00 1.00 MAINTENANCE SUPERVISOR II 2951 1.00 1.00 1.00 1.00 TRAFFIC MAINT SUPERVISOR II 2951 1.00 1.00 1.00 1.00 TRAFFIC SIGNAL TECHNICIAN 2798 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 3.00 4.00 4.00 4.00 MAINTENANCE SUPERVISOR I 2684 9.00 9.00 9.00 9.00 TRAFFIC MAINT SUPERVISOR I 2684 1.00 1.00 1.00 1.00 ENGINEERING TECHNICIAN III 2674 11.00 11.00 11.00 11.00 BRIDGE SUPERVISOR I 2645 1.00 1.00 1.00 1.00 TRANSIT SPECIALIST I 2480 2.00 2.00 2.00 2.00 BRIDGE WORKER II 2405 2.00 2.00 2.00 2.00 SENIOR MAINTENANCE SPRAYER 2357 1.00 1.00 1.00 1.00 ENGINEERING TECHNICIAN II 2296 4.00 4.00 4.00 4.00 MAINTENANCE WORKER III 2269 30.00 30.00 30.00 30.00 TRAFFIC PAINT & SIGN WORKER 2269 4.00 4.00 4.00 4.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 BRIDGE WORKER I 2139 4.00 4.00 4.00 4.00 MATERIALS EQUIPMENT SPECIALIST 2128 1.00 1.00 1.00 1.00 OFFICE SUPPORT SUPERVISOR 2090 2.00 2.00 2.00 2.00 MAINTENANCE WORKER II-HT 2078 17.00 17.00 17.00 17.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 MAINTENANCE WORKER II 1960 23.00 23.00 23.00 23.00 ACCOUNT CLERK III 1945 4.00 4.00 4.00 4.00 SENIOR OFFICE ASSISTANT 1764 2.00 2.00 2.00 2.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 YARD CLERK 1764 2.00 2.00 2.00 2.00 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 175.00 175.00 175.00 175.00

EXTRA HELP 7.75 14.40 14.40 14.40

OVERTIME 4.76 4.74 4.74 4.74

SHERIFF-LAW ENFORCEMENT SHERIFF-ADMIN SHERIFF-CORONER ADV POST 6948 1.00 1.00 1.00 1.00 ASSISTANT SHERIFF ADV POST 5699 1.00 1.00 1.00 1.00 SHERIFFS CAPTAIN ADV POST 5002 1.00 1.00 1.00 1.00 SHERIFF LIEUTENANT ADV POST 4550 2.00 2.00 2.00 2.00 INFO SYSTEMS PROJECT MANAGER 4283 1.00 1.00 1.00 DEPT ADMIN SERVICES DIRECTOR 4234 1.00 1.00 1.00 1.00 SHERIFF SERGEANT IA INVEST ADV 3981 1.00 1.00 1.00 1.00 SHERIFF SERGEANT PERS BG ADV 3981 1.00 1.00 1.00 1.00 SHERIFFS SUPPORT SVC MGR 3761 1.00 DEPARTMENT ACCOUNTING MANAGER 3585 1.00 1.00 1.00 1.00 PERS/BACKGROUND INVEST SGT 3501 1.00 1.00 1.00 1.00 CORRECTIONAL SERGEANT IA INV 3501 1.00 1.00 1.00 1.00 DEPUTY SHERIFF PER BG INT POST 3329 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 2.00 2.00 2.00 2.00 SENIOR DEPT INFORMATION SPEC 3066 2.00 2.00 2.00 2.00 PERSONNEL BACKGROUND INVESTIGA 2803 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 6.00 6.00 6.00 6.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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SHERIFF-LAW ENFORCEMENT SHERIFF-ADMIN ACCOUNTANT II 2714 1.00 1.00 1.00 1.00 DEPT INFORMATION SPECIALIST 2664 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 2.00 2.00 2.00 2.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 SENIOR STOREKEEPER 1946 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 2.00 ACCOUNT CLERK III CONFID 1945 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 2.00 2.00 2.00 2.00 ACCOUNT CLERK II 1764 3.50 3.50 3.50 2.50 MAIL CLERK 1549 1.00 1.00 1.00 ------

PERMANENT POSITIONS 41.50 41.50 41.50 41.50

EXTRA HELP .26 1.00 1.00 1.00

OVERTIME .44 .77 .69 .76

SHERIFF-DISPATCH COMMUNICATIONS DISPATCH MANAGE 3470 1.00 1.00 1.00 1.00 SUPERVISING COMMUNICATIONS DIS 2943 5.00 5.00 5.00 5.00 SENIOR COMMUNICATIONS DISPATCH 2596 8.00 8.00 8.00 8.00 COMMUNICATIONS DISPATCHER II 2476 16.50 16.50 16.50 16.50 ------

PERMANENT POSITIONS 30.50 30.50 30.50 30.50

EXTRA HELP .53 .48 .48 .48

OVERTIME 3.79 3.01 3.01 3.01

SHERIFF-HELICOPTER SHERIFFS SERGEANT- ADV POST 3801 1.00 1.00 1.00 1.00 DEPUTY SHERIFF II ADV POST 3252 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 2.00 2.00 2.00 2.00

OVERTIME .41 .47 .47 .47

SHERIFF-CIVIL ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 DEPUTY SHERIFF II ADV POST 3252 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 SENIOR LEGAL PROCESSOR 1938 1.00 COMMUNITY SERVICES OFFICER 1851 2.00 2.00 2.00 2.00 LEGAL PROCESSOR II 1764 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 7.00 7.00 7.00 7.00

EXTRA HELP 1.61 1.45 1.45 1.45

OVERTIME .03 .03 .03 .03 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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SHERIFF-LAW ENFORCEMENT SHERIFF-MARINE UNIT SHERIFFS SERGEANT- ADV POST 3801 1.00 1.00 1.00 1.00 DEPUTY SHERIFF II ADV POST 3252 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 5.00 5.00 5.00 5.00

EXTRA HELP .74

OVERTIME .61 .57 .57 .57

SHERIFF-PATROL SHERIFFS CAPTAIN ADV POST 5002 1.00 1.00 1.00 1.00 SHERIFF LIEUTENANT ADV POST 4550 6.00 6.00 6.00 6.00 SHERIFFS SERGEANT- ADV POST 3801 13.00 13.00 13.00 13.00 SHERIFFS SERGEANT-INT PO 3711 2.00 2.00 2.00 2.00 DEPUTY SHERIFF RES ADV POST 3562 3.00 3.00 3.00 3.00 DEPUTY SHERIFF II ADV POST 3252 51.00 51.00 51.00 51.00 DEPUTY SHERIFF II INT POST 3174 29.00 29.00 29.00 31.00 DEPUTY SHERIFF II 3097 25.00 25.00 25.00 25.00 DEPUTY SHERIFF I 2790 2.00 2.00 2.00 2.00 COMMUNITY SERVICES OFFICER 1851 3.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 135.00 135.00 135.00 137.00

EXTRA HELP .39 .39 .39 .39

OVERTIME 26.31 29.62 26.45 29.04

SHERIFF-WINDSOR SHERIFF LIEUTENANT ADV POST 4550 1.00 1.00 1.00 1.00 SHERIFFS SERGEANT- ADV POST 3801 2.00 2.00 2.00 2.00 DEPUTY SHERIFF II ADV POST 3252 7.00 7.00 7.00 7.00 DEPUTY SHERIFF II INT POST 3174 6.00 6.00 6.00 6.00 DEPUTY SHERIFF II 3097 3.00 3.00 3.00 3.00 SECRETARY 1931 1.00 1.00 1.00 1.00 COMMUNITY SERVICES OFFICER 1851 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 .50 .50 .50 .50 ------

PERMANENT POSITIONS 21.50 21.50 21.50 21.50

OVERTIME 2.89 2.70 2.70 2.70

SHERIFF-SONOMA SHERIFF LIEUTENANT ADV POST 4550 1.00 1.00 1.00 1.00 SHERIFFS SERGEANT- ADV POST 3801 2.00 2.00 2.00 2.00 DEPUTY SHERIFF II ADV POST 3252 4.00 4.00 4.00 4.00 DEPUTY SHERIFF II INT POST 3174 3.00 3.00 3.00 4.00 DEPUTY SHERIFF II 3097 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 COMMUNITY SERVICES OFFICER 1851 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 15.00 15.00 15.00 16.00

OVERTIME 2.38 2.53 2.53 2.16 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SHERIFF-LAW ENFORCEMENT SHERIFF-INVESTIGATION SHERIFF LIEUTENANT ADV POST 4550 1.00 1.00 1.00 1.00 SERGEANT-DETECTIVE-APV POST 4073 6.00 6.00 6.00 6.00 DEPUTY SHERIFF II DET ADV POST 3484 14.00 14.00 14.00 13.00 DEPUTY SHERIFF II DET INT POST 3407 8.00 8.00 8.00 8.00 DEPUTY SHERIFF-DETECTIVE 3329 6.00 6.00 6.00 6.00 SECRETARY 1931 1.00 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 4.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 40.00 40.00 40.00 39.00

EXTRA HELP 1.00 1.00 1.00 1.00

OVERTIME 3.29 3.30 3.30 3.30

SHERIFF-SVCS-RECORDS SHERIFFS INFO BUREAU MANAGER 3270 1.00 1.00 1.00 1.00 LEGAL STAFF SUPERVISOR 2267 2.00 2.00 2.00 2.00 SENIOR LEGAL PROCESSOR 1938 3.00 3.00 3.00 3.00 COMMUNITY SERVICES OFFICER 1851 8.00 8.00 8.00 8.00 LEGAL PROCESSOR II 1764 7.60 7.60 7.60 7.60 ------

PERMANENT POSITIONS 21.60 21.60 21.60 21.60

EXTRA HELP .48 .48 .48

OVERTIME .94 .72 .72 .72

SHERIFF-COURT SECURITY SHERIFF LIEUTENANT ADV POST 4550 .80 .80 .80 .80 SHERIFFS SERGEANT- ADV POST 3801 2.00 2.00 2.00 2.00 DEPUTY SHERIFF II ADV POST 3252 16.00 16.00 16.00 16.00 DEPUTY SHERIFF II INT POST 3174 4.00 4.00 4.00 6.00 DEPUTY SHERIFF II 3097 6.00 6.00 6.00 6.00 CORRECTIONAL OFFICER II 2669 6.00 6.00 6.00 6.00 ------

PERMANENT POSITIONS 34.80 34.80 34.80 36.80

EXTRA HELP 6.66 7.88 7.88 7.88

OVERTIME 1.17 1.16 1.16 1.16

SHERIFF-TRANSPORTATION SHERIFF LIEUTENANT ADV POST 4550 .20 .20 .20 .20 DEPUTY SHERIFF II ADV POST 3252 6.00 6.00 6.00 6.00 ------

PERMANENT POSITIONS 6.20 6.20 6.20 6.20

EXTRA HELP .60 .64 .64 .64

OVERTIME .71 .73 .73 .73 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SHERIFF-LAW ENFORCEMENT SHERIFF-CORONER SERGEANT-DETECTIVE-APV POST 4073 1.00 1.00 1.00 1.00 DEPUTY SHERIFF II DET ADV POST 3484 2.00 2.00 2.00 2.00 DEPUTY SHERIFF II DET INT POST 3407 2.00 2.00 2.00 2.00 FORENSIC ASSISTANT 2046 1.14 1.14 1.14 1.14 SECRETARY 1931 1.00 1.00 1.00 1.00 COMMUNITY SERVICES OFFICER 1851 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 8.14 8.14 8.14 8.14

OVERTIME .81 .74 .74 .74

CRIME ANALYSIS PREVENTION DEPARTMENT ANALYST 2769 1.00 1.00 1.00 COMMUNITY SERVICES OFFICER 1851 3.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 3.00 3.00 3.00 3.00

EXTRA HELP .32 .32 .32 .32

OVERTIME .07 .09 .09 .09

SHERIFF-DETENTION DIVISION NORTH COUNTY DETENTION FACILITY SHERIFFS CAPTAIN 4764 1.00 1.00 1.00 1.00 CORRECTIONAL LIEUTENANT 4333 1.00 1.00 1.00 1.00 CORRECTIONAL SERGEANT 3335 4.00 4.00 4.00 4.00 CORRECTIONAL OFFICER II 2669 54.00 54.00 54.00 54.00 SECRETARY 1931 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 7.00 7.00 7.00 7.00 ------

PERMANENT POSITIONS 68.00 68.00 68.00 68.00

EXTRA HELP .87 1.01 1.01 1.01

OVERTIME 6.69 9.58 9.58 9.58

DETENTION-MAIN JAIL SHERIFFS CAPTAIN 4764 1.00 1.00 1.00 1.00 CORRECTIONAL LIEUTENANT 4333 5.00 5.00 5.00 5.00 CORRECTIONAL SERGEANT 3335 16.00 16.00 16.00 16.00 CORRECTIONAL OFFICER II 2669 127.00 127.00 127.00 130.50 LEGAL STAFF SUPERVISOR 2267 2.00 2.00 2.00 2.00 CORRECTIONAL OFFICER I 2090 19.00 19.00 19.00 19.00 SECRETARY 1931 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 24.00 24.00 24.00 27.00 LEGAL PROCESSOR I 1549 5.00 5.00 5.00 5.00 ------

PERMANENT POSITIONS 200.00 200.00 200.00 206.50

EXTRA HELP 2.20 1.97 1.97 1.97

OVERTIME 25.81 33.17 32.96 31.18 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SHERIFF-DETENTION DIVISION DETENTION-ADMINISTRATION ASSISTANT SHERIFF ADV POST 5699 1.00 1.00 1.00 1.00 CORRECTIONAL LIEUTENANT 4333 1.00 1.00 1.00 1.00 SHERIFFS INFO BUREAU MANAGER 3270 1.00 1.00 1.00 1.00 INSTITUTIONAL SERVICES MANAGER 3270 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 CHEF - JAIL 2197 1.00 1.00 1.00 2.00 INMATE SERVICES PARALEGAL 2186 1.00 1.00 1.00 1.00 SUPERVISING DETENTION ASST 2076 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 COOK - JAIL 1859 10.00 10.00 10.00 9.00 DETENTION ASSISTANT 1847 20.00 20.00 20.00 20.00 HEAD JANITOR DETENTION 1801 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ASSISTANT COOK - JAIL 1694 7.00 7.00 7.00 7.00 JANITOR-DETENTION 1602 6.00 6.00 6.00 6.00 ------

PERMANENT POSITIONS 55.00 55.00 55.00 55.00

OVERTIME 2.75 3.22 3.13 3.13

DISTRICT ATTORNEY D A-CRIMINAL DISTRICT ATTORNEY 7126 1.00 1.00 1.00 1.00 ASST DA LIMITED TERM 6109 1.00 1.00 1.00 1.00 ASSISTANT DISTRICT ATTORNEY 6109 1.00 1.00 1.00 1.00 CHIEF DEPUTY DISTRICT ATTORNEY 5552 3.00 3.00 3.00 3.00 DEPUTY DIST ATTY IV 5050 25.00 34.00 24.00 25.00 CHIEF CRIMINAL INV ADV POST 4595 1.00 1.00 1.00 1.00 DEPUTY DIST ATTY III 4485 14.00 18.00 17.00 18.00 SENIOR INVESTIGATOR ADV POST 4128 1.00 1.00 1.00 1.00 DEPUTY DIST ATTY II 3899 4.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 DA INVESTIGATOR II ADV PO 3632 14.00 17.00 14.00 14.00 MARRIAGE FAMILY THERAPIST 2848 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 DEPT INFORMATION SPECIALIST 2664 1.00 1.00 1.00 1.00 VICTIM WITNESS ADVOCATE II 2343 1.00 1.00 1.00 EXECUTIVE LEGAL SECRETARY CONF 2296 1.00 1.00 1.00 1.00 LEGAL STAFF SUPERVISOR 2267 3.00 3.00 3.00 3.00 CASE MANAGEMENT SPECIALIST 2202 2.00 2.00 2.00 2.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 LEGAL ASSISTANT 2186 7.00 6.00 6.00 6.00 ACCOUNTING TECH CONFID 2060 1.00 1.00 1.00 1.00 VICTIM WITNESS ADVOCATE I 2037 2.00 LEGAL SECRETARY II 2027 6.00 10.00 8.00 8.00 ACCOUNT CLERK III CONFID 1945 .75 .75 .75 .75 SENIOR LEGAL PROCESSOR 1938 2.00 2.00 2.00 2.00 SECRETARY 1931 1.00 1.00 1.00 1.00 LEGAL SECRETARY I 1765 2.00 LEGAL PROCESSOR II 1764 11.00 17.00 17.00 17.00 LEGAL PROCESSOR I 1549 6.00 ------

PERMANENT POSITIONS 111.75 128.75 109.75 111.75

EXTRA HELP 3.36 3.86 2.10 3.86

OVERTIME .06 .06 .06 .06 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

DISTRICT ATTORNEY D A - VICTIM WITNESS HUMAN SERVICES PROGRAM MANAGER 3021 1.00 1.00 1.00 1.00 VICTIM WITNESS ADVOCATE II 2343 3.00 3.00 3.00 3.00 VICTIM CLAIMS SUPERVISOR 2293 1.00 1.00 1.00 1.00 VICTIM CLAIMS SPECIALIST II 2013 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 7.00 7.00 7.00 7.00

EXTRA HELP .10 .10 .10

PROBATION DIVISION ADULT PROBATION SERVICES PROBATION DIVISION DIRECTOR II 3783 1.00 1.00 1.00 1.00 PROBATION OFFICER IV 3244 5.00 5.00 5.00 5.00 PROBATION OFFICER III 2699 31.00 31.00 30.00 30.00 PROBATION OFFICER II 2390 14.00 14.00 14.00 14.00 LEGAL STAFF SUPERVISOR 2267 1.00 1.00 1.00 1.00 SENIOR LEGAL PROCESSOR 1938 4.00 4.00 4.00 4.00 PROBATION ASSISTANT 1847 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 6.00 6.00 5.50 5.50 ------

PERMANENT POSITIONS 63.00 63.00 61.50 61.50

EXTRA HELP 1.85 1.85 1.85 1.85

OVERTIME .55 .55 .55 .55

JUVENILE PROBATION SERVICES PROBATION DIVISION DIRECTOR II 3783 1.00 1.00 1.00 1.00 PROBATION OFFICER IV 3244 3.00 3.00 3.00 3.00 PROBATION OFFICER III 2699 14.00 14.00 14.00 14.00 PROBATION OFFICER II 2390 11.00 11.00 11.00 11.00 LEGAL STAFF SUPERVISOR 2267 1.00 1.00 1.00 1.00 SENIOR LEGAL PROCESSOR 1938 5.00 5.00 5.00 5.00 SECRETARY 1931 1.00 1.00 1.00 1.00 PROBATION ASSISTANT 1847 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 3.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 40.00 40.00 40.00 40.00

EXTRA HELP .91 .91 .91 .91

OVERTIME .40 .40 .40 .40

PROB-ADMINISTRATION CHIEF PROBATION OFFICER 5456 1.00 1.00 1.00 1.00 DEPUTY CHIEF PROBATION OFFICER 4353 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 ENGINEERING PROGRAMMER II 3313 1.00 1.00 1.00 ACCOUNTANT III 3121 1.00 1.00 1.00 1.00 SENIOR DEPT INFORMATION SPEC 3066 1.00 DEPARTMENT ANALYST 2769 1.50 2.50 2.50 2.50 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ACCOUNT CLERK III CONFID 1945 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 4.60 4.60 4.60 4.60 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

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PROBATION DIVISION PROB-ADMINISTRATION

PERMANENT POSITIONS 16.10 17.10 17.10 17.10

EXTRA HELP .17 .17 .17 .17

JAIL PROGRAMS PROBATION OFFICER IV 3244 2.00 2.00 2.00 2.00 PROBATION OFFICER III 2699 12.00 12.00 12.00 12.00 PROBATION OFFICER II 2390 1.00 1.00 1.00 1.00 SENIOR LEGAL PROCESSOR 1938 1.00 1.00 1.00 1.00 PROBATION ASSISTANT 1847 1.00 1.00 1.00 1.00 LEGAL PROCESSOR II 1764 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 19.00 19.00 19.00 19.00

OVERTIME .90 .59 .59 .59

JJCPA 2004/2005 DEPARTMENT ANALYST 2769 .50 .50 .50 PROBATION OFFICER III 2699 2.00 2.00 2.00 PROBATION OFFICER II 2390 2.00 2.00 2.00 PROBATION ASSISTANT 1847 1.00 1.00 1.00 ------

PERMANENT POSITIONS 5.50 5.50 5.50

OVERTIME .05 .05 .05

JJCPA 2005/2006 DEPARTMENT ANALYST 2769 .50 PROBATION OFFICER III 2699 2.00 PROBATION OFFICER II 2390 2.00 PROBATION ASSISTANT 1847 1.00 ------

PERMANENT POSITIONS 5.50

OVERTIME .03

INSTITUTIONS JUVENILE HALLS PROBATION DIVISION DIRECTOR II 3783 1.00 1.00 1.00 1.00 PROBATION DIVISION DIRECTOR I 3437 2.00 2.00 2.00 2.00 JUVENILE CORRECTION CNSLR IV 2663 8.00 8.00 8.00 8.00 JUVENILE CORRECTION CNSLR III 2390 7.00 7.00 7.00 7.00 JUVENILE CORRECTION CNSLR II 2089 59.00 66.00 59.00 66.00 CHEF 1998 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 1.00 1.00 COOK 1689 3.00 3.00 3.00 3.00 JANITOR 1526 2.00 RESIDENTIAL SERVICE WORKER 1498 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 86.00 91.00 84.00 91.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

INSTITUTIONS JUVENILE HALLS

EXTRA HELP 12.17 12.17 12.17 12.17

OVERTIME 2.50 2.50 2.50 2.50

PROBATION CAMP PROBATION DIVISION DIRECTOR II 3783 1.00 1.00 1.00 1.00 PROBATION DIVISION DIRECTOR I 3437 1.00 1.00 1.00 1.00 JUVENILE CORRECTION CNSLR III 2390 10.00 10.00 10.00 10.00 PROBATION INDUSTRIES CREW SUPV 2381 1.00 1.00 1.00 1.00 JUVENILE CORRECTION CNSLR II 2089 4.00 4.00 4.00 4.00 CHEF 1998 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 1.00 1.00 PROBATION ASSISTANT 1847 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 21.00 21.00 21.00 21.00

EXTRA HELP 3.26 3.26 3.26 3.26

OVERTIME .20 .20 .20 .20

SIERRA YOUTH CENTER PROBATION DIVISION DIRECTOR I 3437 1.00 1.00 1.00 1.00 JUVENILE CORRECTION CNSLR IV 2663 2.00 2.00 2.00 2.00 JUVENILE CORRECTION CNSLR III 2390 5.00 5.00 5.00 5.00 JUVENILE CORRECTION CNSLR II 2089 6.00 6.00 6.00 6.00 SECRETARY 1931 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 15.00 15.00 15.00 15.00

EXTRA HELP 3.01 3.01 3.01 3.01

OVERTIME .20 .20 .20 .20

SUPERVISED ADULT CREWS PROBATION DIVISION DIRECTOR I 3437 1.00 1.00 1.00 1.00 PROBATION INDUSTRIES FLD SUPV 2671 2.00 2.00 2.00 2.00 PROBATION INDUSTRIES CREW SUPV 2381 11.75 11.75 11.75 11.75 MAINTENANCE WORKER III 2269 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 16.75 16.75 16.75 16.75

EXTRA HELP .71 .71 .71 .71

OVERTIME .28 .28 .28 .28

PUBLIC DEFENDER PUBLIC DEFENDER PUBLIC DEFENDER 6640 1.00 1.00 1.00 1.00 CHIEF DEPUTY PUBLIC DEFENDER 5552 4.00 4.00 4.00 4.00 DEPUTY PUBLIC DEFENDER IV 4999 11.00 11.00 11.00 11.00 DEPUTY PUBLIC DEFENDER III 4440 11.00 7.50 7.50 7.50 DEPUTY PUBLIC DEFENDER II 3861 2.50 2.50 2.50 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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PUBLIC DEFENDER PUBLIC DEFENDER SR PUB DEFENDER INVESTIGATOR 3705 1.00 1.00 1.00 1.00 DEPUTY PUBLIC DEFENDER I 3514 2.00 4.00 3.00 3.00 PUB DEF INVESTIGATOR II 3459 5.00 6.00 6.00 6.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 PUB DEF INVESTIGATOR I APV POS 3165 1.00 1.00 1.00 1.00 PUB DEF INVESTIGATOR I 3016 1.00 LEGAL STAFF SUPERVISOR 2267 1.00 1.00 1.00 1.00 LEGAL SECRETARY II 2027 6.00 6.00 6.00 6.00 LEGAL PROCESSOR II 1764 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 49.00 50.00 49.00 49.00

EXTRA HELP 3.50 3.50 1.38 3.50

ADMINISTRATION PROGRAM ADMIN DIRECTOR OF HUMAN SERVICES 6415 1.00 1.00 1.00 1.00 ASST DIRECTOR HUMAN SERVICES 5451 1.00 1.00 1.00 1.00 HUMAN SERVICES DIVISION DIR 4472 5.00 5.00 5.00 5.00 DEPT ADMIN SERVICES DIRECTOR 4234 1.00 1.00 1.00 1.00 CHIEF WELFARE FRAUD INVESTIGAT 3929 1.00 1.00 1.00 1.00 HUMAN SERVICES SECTION MANAGER 3865 7.00 7.00 7.00 7.00 SENIOR WELF FRAUD INV-ADV POST 3631 1.00 1.00 1.00 1.00 DEPARTMENT SYSTEMS MANAGER 3524 1.00 1.00 1.00 1.00 PROGRAM DEVELOPMENT MANAGER 3477 5.00 5.00 5.00 5.00 WELFARE FRAUD INV II ADV PO 3390 3.00 3.00 3.00 3.00 SUPERVISING ACCOUNTANT 3295 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 3.00 3.00 3.00 3.00 WELFARE FRAUD INV II 3228 1.00 1.00 1.00 1.00 ACCOUNTANT III 3121 3.00 3.00 3.00 3.00 SOCIAL SERVICE SUPERVISOR II 3110 13.00 13.00 13.00 13.00 PROGRAMMER ANALYST 3096 1.00 1.00 1.00 1.00 SENIOR DEPT INFORMATION SPEC 3066 2.00 2.00 2.00 2.00 PUBLIC ASST SYSTE COORD 2988 2.00 2.00 2.00 2.00 SOCIAL SERVICE SUPERVISOR I 2964 4.00 4.00 4.00 4.00 SUPV EMP & TRNG COUN 2964 4.00 4.00 4.00 4.00 PROGRAM PLANNING ANALYST 2870 15.00 15.00 15.00 15.00 SOCIAL SERVICE WORKER IV 2782 82.00 82.00 82.00 82.00 DEPARTMENT ANALYST 2769 2.00 2.00 2.00 2.00 ACCOUNTANT II 2714 2.00 2.00 2.00 2.00 DEPT INFORMATION SPECIALIST 2664 10.00 10.00 10.00 10.00 EMPL & TRNG COORD 2608 3.00 3.00 3.00 3.00 PROGRAM SPECIALIST 2598 7.00 6.00 6.00 6.00 SUPV EMP & TRNG SPEC 2591 5.00 5.00 5.00 5.00 SOCIAL SERVICE WORKER III 2485 8.00 8.00 8.00 8.00 EMPL & TRNG COUNS II 2485 27.00 26.00 26.00 26.00 ELIGIBILITY SUPERVISOR 2466 15.00 15.00 15.00 15.00 SENIOR EMPLOYMENT & TRNG SPEC 2355 6.00 6.00 6.00 6.00 SOCIAL SERVICE WORKER II 2327 12.00 12.00 12.00 12.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 4.00 4.00 4.00 4.00 ELIGIBILITY WORKER III 2183 24.00 24.00 24.00 24.00 EMPLOYMENT & TRNG SPECIALIST 2183 27.00 27.00 27.00 27.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 OFFICE SUPPORT SUPERVISOR 2090 11.00 11.00 11.00 11.00 OFFICE SUPPORT SUPERVISOR CONF 2090 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 3.00 3.00 3.00 3.00 ACCOUNTING TECHNICIAN 2060 3.00 3.00 3.00 3.00 ELIGIBILITY WORKER II 2013 88.50 88.50 88.50 88.50 SENIOR STOREKEEPER 1946 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 4.00 4.00 4.00 4.00 ACCOUNT CLERK III CONFID 1945 1.00 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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ADMINISTRATION PROGRAM ADMIN SECRETARY 1931 4.00 4.00 4.00 4.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 COMPUTER SUPPORT TECHNICIAN 1914 1.00 1.00 1.00 1.00 HOME CARE SUPPORT SPECIALIST 1798 3.50 3.50 3.50 3.50 SOCIAL WORK ASSISTANT 1795 8.00 8.00 8.00 8.00 SENIOR OFFICE ASSISTANT 1764 38.50 38.50 38.50 38.50 RECEPTIONIST 1764 6.00 6.00 6.00 6.00 MICROGRAPHIC TECHNICIAN II 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 10.75 10.75 10.75 10.75 MATERIALS HANDLER 1678 2.00 2.00 2.00 2.00 HUMAN SERVICES AIDE II 1608 11.00 11.00 11.00 11.00 MICROGRAPHIC TECHNICIAN I 1600 6.00 6.00 6.00 6.00 TELEPHONE OPERATOR 1574 4.00 4.00 4.00 4.00 OFFICE ASSISTANT II 1549 17.00 17.00 17.00 17.00 MAIL CLERK 1549 3.00 3.00 3.00 3.00 PUBLIC HEALTH AIDE II 1448 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 542.25 540.25 540.25 540.25

EXTRA HELP 2.15 2.15 2.15

OVERTIME 5.90 .35 .35 .35

AREA AGENCY ON AGING PROGRAM DEVELOPMENT MANAGER 3477 1.00 1.00 1.00 1.00 ACCOUNTANT III 3121 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 2.00 2.00 2.00 2.00 SOCIAL SERVICE WORKER IV 2782 2.00 2.00 2.00 2.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 .50 .50 .50 .50 ------

PERMANENT POSITIONS 7.50 7.50 7.50 7.50

EXTRA HELP .39 .15 .15 .15

SENIOR SERVICES-MSSP SOCIAL SERVICE SUPERVISOR II 3110 1.00 1.00 1.00 1.00 SOCIAL SERVICE WORKER IV 2782 4.00 4.00 4.00 4.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 7.00 7.00 7.00 7.00

VETERANS SERVICES VETERANS SERVICE OFFICER 3279 1.00 1.00 1.00 1.00 VETERANS CLAIMS WORKER III 2238 1.00 1.00 1.00 1.00 VETERANS CLAIMS WORKER II 2041 2.00 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 5.00 5.00 5.00 5.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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ADMINISTRATION V M CHILDRENS CENTER VM CHILDRENS HOME MGR 3477 1.00 1.00 1.00 1.00 SUPV CHILDRENS RESIDENT CNLR 2663 2.00 2.00 2.00 2.00 JUVENILE CORRECTION CNSLR IV 2663 4.00 4.00 4.00 4.00 CHILDRENS RESIDENTIAL CNSLR II 2089 11.50 11.50 11.50 11.50 JUVENILE CORRECTION CNSLR II 2089 13.00 13.00 13.00 13.00 CHEF 1998 1.00 1.00 1.00 1.00 COOK 1689 2.00 2.00 2.00 2.00 RESIDENTIAL SERVICE WORKER 1498 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 35.50 35.50 35.50 35.50

EXTRA HELP 8.23 8.23 8.23 8.23

OVERTIME .67 .67 .67 .67

PA/PG/PC CHIEF PUB ADMIN/GUARD/CONSERV 3223 1.00 1.00 1.00 1.00 SENIOR PUB ADMIN/GUARD/CONSERV 2696 2.00 2.00 2.00 2.00 DEP PUBLIC ADMIN/GUARD/CONSERV 2385 3.10 3.10 3.10 3.10 ACCOUNT CLERK III 1945 .80 .80 .80 .80 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 7.90 7.90 7.90 7.90

HUMAN SVCS COMMISSION DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 ------

PERMANENT POSITIONS 3.00 2.00 2.00 2.00

EXTRA HELP .19 .19 .19

HS-ADMINISTRATION HEALTH SVCS ADMINISTRATION DIRECTOR OF HEALTH SERVICES 6669 1.00 1.00 1.00 1.00 ASSISTANT DIRECTOR OF HEALTH S 5538 1.00 1.00 1.00 1.00 DEPT ADMIN SERVICES DIRECTOR 4234 1.00 1.00 1.00 1.00 COMPLIANCE/PRIVACY OFFICER 3787 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER II 3761 1.00 DEPARTMENT ACCOUNTING MANAGER 3585 1.00 1.00 1.00 1.00 PROGRAM DEVELOPMENT MANAGER 3477 1.00 1.00 1.00 1.00 DEPT INFO SYST COORDINATOR 3309 1.00 1.00 1.00 1.00 SUPERVISING ACCOUNTANT 3295 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 ACCOUNTANT III 3121 1.00 2.00 1.00 1.00 DEPARTMENT ANALYST 2769 3.00 3.00 3.00 3.00 SR HEALTH INFO SPECIALIST 2724 1.00 1.00 1.00 1.00 ACCOUNTANT II 2714 9.59 10.00 10.00 10.00 HEALTH INFO SPECIALIST II 2534 1.00 1.00 1.00 1.00 ACCOUNTANT I 2329 .10 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 PAYROLL CLERK CONFIDENTIAL 2065 2.00 2.00 2.00 3.00 ACCOUNTING TECHNICIAN 2060 5.00 5.00 5.00 5.00 ACCOUNT CLERK III 1945 6.00 6.00 6.00 6.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

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HS-ADMINISTRATION HEALTH SVCS ADMINISTRATION ACCOUNT CLERK III CONFID 1945 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 8.75 8.75 8.75 7.75 SENIOR OFFICE ASSISTANT-C 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II CONFID 1764 2.00 2.00 2.00 2.00 MATERIALS HANDLER 1678 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 56.44 57.75 56.75 56.75

EXTRA HELP 1.57 .83 .83 2.06

OVERTIME .17 .17 .17 .17

PREVENTION & PLANNING PREVENTION AND PLANNING DIV DIR PLANNING PREV INFOR ED 4238 1.00 1.00 1.00 1.00 HEALTH PROGRAM MANAGER 3378 2.00 2.00 2.00 2.00 HEALTH INFO SPECIALIST II 2534 7.60 7.60 7.60 8.11 HEALTH INFO SPECIALIST I 2303 .50 .50 .50 .50 SECRETARY 1931 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 13.10 13.10 13.10 13.61

EXTRA HELP .14

ENVIRONMENTAL HEALTH ENVIRONMENTAL HEALTH DIRECTOR OF ENVIRONMENTAL HLTH 4238 1.00 1.00 1.00 1.00 ENVIRO HEALTH PROGRAM MANAGER 3670 2.00 2.00 2.00 2.00 ENVIRON HEALTH SPECIALIST III 2880 8.10 8.10 8.10 8.10 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 DAIRY INSPECTOR 2755 1.90 1.90 1.90 1.90 ENVIRON HEALTH SPECIALIST II 2700 11.16 11.28 11.28 11.28 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 3.00 3.00 3.00 3.00 OFFICE ASSISTANT II 1549 1.17 1.17 1.17 1.17 ------

PERMANENT POSITIONS 31.33 31.45 31.45 31.45

EXTRA HELP 1.00 1.00 1.00 1.00

OVERTIME .24 .24 .24 .24

PUBLIC HEALTH PH-PROGRAM SUPPORT PUBLIC HEALTH OFFICER 7489 1.00 1.00 1.00 1.00 SUPV NURSE PRACT/PHYS ASSISTAN 4112 .30 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 DEPT INFO SYST COORDINATOR 3309 1.00 1.00 1.00 1.00 DEPT INFO SPECIALIST II 3024 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.50 1.50 1.50 1.50 ACCOUNT CLERK III 1945 1.00 1.50 1.50 1.50 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

PUBLIC HEALTH PH-PROGRAM SUPPORT SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 .50 .50 .50 .50 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 9.30 9.50 9.50 9.50

EXTRA HELP .84 .84 .84 .84

PH-ACCESS TO HEALTH CARE HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 .75 .75 .75 .75 PUBLIC HEALTH ASSISTANT 1798 1.00 SENIOR OFFICE ASSISTANT 1764 .50 .50 .50 .50 ------

PERMANENT POSITIONS 3.25 2.25 2.25 2.25

PH-DISEASE CONTROL & SURV DEPUTY PUBLIC HEALTH OFFICER 7132 .80 .80 .80 .80 PUBLIC HEALTH PHYSICIAN 6791 .13 .13 .13 .13 SUPERVISING PUBLIC HEALTH NURS 3686 1.00 1.00 1.00 1.00 SR PUBLIC HEALTH NURSE 3361 4.00 4.00 4.00 4.00 PUBLIC HEALTH NURSE II 3126 4.95 4.95 4.95 4.95 BIOSTATISTICIAN 2996 2.00 2.00 2.00 2.00 DEPARTMENT ANALYST 2769 .50 .50 .50 .50 PUBLIC HEALTH INVESTIGATOR 2259 1.00 1.00 1.00 1.00 VITAL STATISTICS TECHNICIAN 1896 3.50 3.50 3.50 3.50 PUBLIC HEALTH ASSISTANT 1798 .60 .60 .60 .60 SENIOR OFFICE ASSISTANT 1764 1.05 1.05 1.05 1.05 CLINIC CLERK 1764 2.00 2.00 2.00 2.00 PUBLIC HEALTH AIDE II 1448 1.40 1.40 1.40 1.40 ------

PERMANENT POSITIONS 22.93 22.93 22.93 22.93

EXTRA HELP .56 .56 .56 .56

PH-MCH DIRECTOR OF P H NURSING 4361 .55 .55 .55 .55 SUPERVISING PUBLIC HEALTH NURS 3686 2.00 2.00 2.00 2.00 HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 SR PUBLIC HEALTH NURSE 3361 3.00 3.00 3.00 3.00 PUBLIC HEALTH NURSE II 3126 8.19 8.19 8.19 8.19 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 SOCIAL SERVICE WORKER IV 2782 2.00 2.00 2.00 2.00 HEALTH INFO SPECIALIST II 2534 1.40 1.40 1.40 1.40 SOCIAL SERVICE WORKER III 2485 9.31 9.31 9.31 9.31 SOCIAL SERVICE WORKER II 2327 1.00 1.00 1.00 1.00 SECRETARY 1931 1.85 1.85 1.85 1.85 PUBLIC HEALTH ASSISTANT 1798 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.70 1.70 1.70 1.70 OFFICE ASSISTANT II 1549 1.50 1.50 1.50 1.50 PUBLIC HEALTH AIDE II 1448 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 37.50 37.50 37.50 37.50

EXTRA HELP 2.34 1.84 1.05 1.11 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

PUBLIC HEALTH PH-WIC HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 SUPERVISING NUTRITIONIST 2805 1.00 1.00 1.00 1.00 HEALTH INFO SPECIALIST II 2534 .50 .50 .50 .50 NUTRITIONIST 2445 3.00 3.00 3.00 3.00 PUBLIC HEALTH ASSISTANT 1798 5.00 5.00 5.00 5.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 PUBLIC HEALTH AIDE II 1448 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 15.50 15.50 15.50 15.50

EXTRA HELP .48 1.99

PH-HIV PREVENTION & CARE PUBLIC HEALTH PHYSICIAN 6791 2.42 2.42 2.42 2.42 HEALTH SERVICE SECTION MANAGER 4100 1.00 1.00 1.00 1.00 FAMILY NURSE PRACT-MS 4019 1.15 1.15 1.15 1.15 STAFF NURSE II-B.S. 3572 1.00 1.00 1.00 1.00 STAFF NURSE II 3401 1.01 1.01 1.01 1.01 HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 1.75 1.75 1.75 1.75 MARRIAGE FAMILY THERAPIST 2848 .75 .75 .75 .75 LICENSED CLINICAL SOCIAL WKR 2848 2.00 1.75 1.75 1.75 SR HEALTH INFO SPECIALIST 2724 1.00 1.00 1.00 1.00 HEALTH INFO SPECIALIST II 2534 .75 .75 .75 .75 NUTRITIONIST 2445 .50 .50 .50 .50 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 COMPUTER SUPPORT TECHNICIAN 1914 .80 .50 .50 .50 PUBLIC HEALTH ASSISTANT 1798 3.75 3.75 3.75 3.75 SOCIAL WORK ASSISTANT 1795 .50 .50 .50 .50 SENIOR OFFICE ASSISTANT 1764 2.00 2.00 2.00 2.00 CLINIC CLERK 1764 3.02 3.02 3.02 3.02 ------

PERMANENT POSITIONS 26.40 25.85 25.85 25.85

EXTRA HELP 3.88 4.32 4.32 4.69

PH-CLINICS HEALTH SERVICES CLINIC MANAGER 4523 1.00 1.00 1.00 1.00 PHYSICIAN ASSISTANT - MS 4019 .60 .60 .60 .60 FAMILY NURSE PRACT-MS 4019 .40 .30 .30 .30 FAMILY NURSE PRACT-BS 3926 1.15 1.00 1.00 .75 FAM NURSE PRACT/PHYS ASSIST 3738 2.35 2.60 2.60 2.60 STAFF NURSE II-B.S. 3572 .50 .50 .50 .50 STAFF NURSE II 3401 .65 .65 .65 1.40 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 SR HEALTH INFO SPECIALIST 2724 1.00 1.00 1.00 1.00 HEALTH INFO SPECIALIST II 2534 1.50 1.50 1.50 1.50 PUBLIC HEALTH INVESTIGATOR 2259 1.00 1.00 1.00 1.00 LICENSED VOCATIONAL NURSE II 2162 .75 .75 .75 SUPERVISING CLINIC CLERK 2110 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 .50 .50 .50 .50 SECRETARY 1931 1.00 1.00 1.00 1.00 PUBLIC HEALTH ASSISTANT 1798 4.10 4.10 4.10 4.10 ACCOUNT CLERK II 1764 1.20 1.20 1.20 1.20 CLINIC CLERK 1764 6.50 6.50 6.50 6.50 ------

PERMANENT POSITIONS 26.20 26.20 26.20 25.95 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

PUBLIC HEALTH PH-CLINICS

EXTRA HELP 2.14 2.14 1.86 1.86

PH-JUV PROB HEALTH SVCS FORENSIC PSYCHIATRIST 8251 .24 .24 .24 .24 SUPV NURSE PRACT/PHYS ASSISTAN 4112 .50 FAMILY NURSE PRACT-MS 4019 1.00 1.00 1.00 1.00 STAFF NURSE II-B.S. 3572 .70 .70 .70 STAFF NURSE II 3401 3.20 2.50 2.50 2.50 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 MARRIAGE FAMILY THERAPIST 2848 3.00 3.00 3.00 3.40 AOD SERVICES COUNSELOR II 2432 .10 .10 .10 .10 CLINIC CLERK 1764 1.50 1.50 1.50 1.50 ------

PERMANENT POSITIONS 10.54 10.04 10.04 10.44

EXTRA HELP .19 .19 .19 .34

PH-EMS REG EMERG MED SERVICES MGR 4100 1.00 1.00 1.00 1.00 EMERG MED SERVICES COORD 3070 3.00 3.00 3.00 3.00 ADVANCED LIFE SUPPORT CORRD 2926 1.00 1.00 1.00 1.00 EMER MED SERVICES SPECIALIST 2316 1.00 1.00 1.00 1.00 SECRETARY 1931 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 7.00 7.00 7.00 7.00

EXTRA HELP .74 .73 .73 .73

PH-CHILDRENS MEDICAL SERVICES PUBLIC HEALTH PHYSICIAN 6791 .55 .55 .55 .55 DIRECTOR OF P H NURSING 4361 .45 .45 .45 .45 CHIEF THERAPIST CTP 3739 1.00 1.00 1.00 1.00 SUPERVISING PUBLIC HEALTH NURS 3686 2.05 2.05 2.05 2.05 HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 SR PUBLIC HEALTH NURSE 3361 3.68 3.68 3.68 3.68 PUBLIC HEALTH NURSE II 3126 10.59 10.59 10.59 10.59 OCCUPATIONAL THERAPIST II CTP 3058 4.30 4.30 4.30 4.30 PHYSICAL THERAPIST II CTP 3058 4.95 4.95 4.95 4.95 SOCIAL SERVICE WORKER IV 2782 1.50 1.50 1.50 1.50 HEALTH INFO SPECIALIST II 2534 1.80 1.80 1.80 1.80 NUTRITIONIST 2445 .10 .10 .10 .10 SOCIAL SERVICE WORKER II 2327 4.00 4.00 4.00 4.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SECRETARY 1931 1.15 1.15 1.15 1.15 MEDICAL SECRETARY 1931 1.00 1.00 1.00 1.00 PUBLIC HEALTH ASSISTANT 1798 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 4.75 4.75 4.75 4.75 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 1.85 2.85 2.85 2.85 PUBLIC HEALTH AIDE II 1448 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 49.72 50.72 50.72 50.72

EXTRA HELP .80 .43 .43 .43 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

PUBLIC HEALTH PH-CLINICAL LAB PUBLIC HEALTH LABR DIRECTOR 3795 1.00 1.00 1.00 1.00 PUBLIC HEALTH MICROBIOLOGISTII 2797 5.79 5.79 5.79 5.79 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 LABORATORY ASSISTANT 1711 3.00 3.00 3.00 3.00 ------

PERMANENT POSITIONS 11.79 11.79 11.79 11.79

EXTRA HELP .40 .40 .40 .40

OVERTIME .06 .06 .06 .06

PH-PH PREPAREDNESS DEPUTY PUBLIC HEALTH OFFICER 7132 .20 .20 .20 .20 PUBLIC HEALTH NURSE II 3126 .90 .90 .90 .90 PROGRAM PLANNING ANALYST 2870 1.00 2.00 2.00 2.00 PUBLIC HEALTH MICROBIOLOGISTII 2797 2.00 2.00 2.00 2.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 SR HEALTH INFO SPECIALIST 2724 .50 .50 .50 .50 ADMINISTRATIVE AIDE 2188 .75 .75 .75 .75 SENIOR OFFICE ASSISTANT 1764 .85 .75 .75 .75 ------

PERMANENT POSITIONS 7.20 8.10 8.10 8.10

EXTRA HELP 2.13 .93 .93 .93

MENTAL HEALTH MH-PROGRAM SUPPORT PUBLIC HEALTH OFFICER 7489 1.00 1.00 1.00 1.00 STAFF PSYCHST MEDICAL CHIEF 6720 .50 MENTAL HEALTH SERVICE DIRECTOR 5538 1.00 .80 .80 .80 HEALTH SERVICE SECTION MANAGER 4100 1.00 .85 .85 .85 PATIENT CARE ANALYST 3787 3.00 3.00 3.00 3.00 DEPT INFO SPECIALIST II 3024 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 2.00 1.50 1.50 1.50 SECRETARY 1931 2.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 14.50 12.15 12.15 12.15

EXTRA HELP .68 .05 .05 .05

MH-PSYCH EMERGENCY SVCS STAFF PSYCHIATRIST 6720 1.74 CLIENT CARE MANAGER 3948 1.00 1.00 1.00 1.00 PSYCHIATRIC NURSE 3432 7.15 4.99 4.99 4.99 HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 MARRIAGE FAMILY THERAPIST 2848 3.39 4.00 4.00 4.00 LICENSED CLINICAL SOCIAL WKR 2848 1.60 3.15 3.15 3.15 PSYCHIATRIC TECHNICIAN 2162 2.00 2.05 2.05 2.05 SENIOR OFFICE ASSISTANT 1764 .50 .50 .50 .50 ADMISSIONS WORKER 1764 2.22 2.20 2.20 2.20 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

MENTAL HEALTH MH-PSYCH EMERGENCY SVCS

PERMANENT POSITIONS 20.60 18.89 18.89 18.89

EXTRA HELP 3.64 3.57 3.57 3.57

OVERTIME .60 .60 .60 .60

MH-24 HOUR SERVICES FORENSIC PSYCHIATRIST 8251 1.17 1.17 1.17 STAFF PSYCHIATRIST 6720 4.18 13.55 13.55 13.55 STAFF PSYCHST MEDICAL CHIEF 6720 1.00 1.00 1.00 HEALTH SERVICE SECTION MANAGER 4100 .50 .50 .50 .50 INPATIENT PSYCHOLOGIST 3824 1.00 1.00 1.00 1.00 PATIENT CARE ANALYST 3787 .10 MEDICAL RECORD CLERK III 1948 1.00 1.00 1.00 1.00 MEDICAL RECORD CLERK II 1661 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 7.78 19.22 19.22 19.22

MH-ADULT SERVICES STAFF PSYCHIATRIST 6720 3.65 HEALTH SERVICE SECTION MANAGER 4100 1.00 1.00 1.00 1.00 PSYCHIATRIC NURSE-MS 3690 .80 PSYCHIATRIC NURSE- BS 3604 1.40 2.20 2.20 2.20 PSYCHIATRIC NURSE 3432 3.60 3.10 3.10 3.10 HEALTH PROGRAM MANAGER 3378 4.00 4.00 4.00 4.00 MARRIAGE FAMILY THERAPIST 2848 4.54 5.54 5.54 5.54 LICENSED CLINICAL SOCIAL WKR 2848 9.55 5.55 5.55 5.55 SENIOR CLIENT SUPPORT SPEC 2202 12.60 11.60 11.60 11.60 SUPERVISING CLINIC CLERK 2110 .50 ELIGIBILITY WORKER II 2013 2.00 2.00 2.00 2.00 SECRETARY 1931 2.00 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 4.70 4.70 4.70 4.70 RECEPTIONIST 1764 .80 .80 .80 .80 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 MEDICAL RECORD CLERK II 1661 1.00 1.00 1.00 1.00 CLIENT SUPPORT ASSISTANT 1611 5.87 5.87 5.87 5.87 ------

PERMANENT POSITIONS 59.01 50.36 50.36 50.36

EXTRA HELP .50 .50 .50

OVERTIME .82 .33 .33 .33

MH-YOUTH & FAMILY SERVICES STAFF PSYCHIATRIST 6720 1.45 HEALTH SERVICE SECTION MANAGER 4100 1.00 .90 .90 .90 PSYCHIATRIC NURSE 3432 .50 HEALTH PROGRAM MANAGER 3378 2.00 1.50 1.50 1.50 MARRIAGE FAMILY THERAPIST 2848 11.00 9.00 9.00 9.00 LICENSED CLINICAL SOCIAL WKR 2848 6.45 6.95 6.95 6.95 SENIOR CLIENT SUPPORT SPEC 2202 3.75 2.75 2.75 2.75 SUPERVISING CLINIC CLERK 2110 .50 SENIOR OFFICE ASSISTANT 1764 2.00 2.00 2.00 2.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

MENTAL HEALTH MH-YOUTH & FAMILY SERVICES

PERMANENT POSITIONS 29.65 24.10 24.10 24.10

MH-FORENSIC & SPECIAL PROGRAMS FORENSIC PSYCHIATRIST 8251 1.17 .43 STAFF PSYCHIATRIST 6720 2.53 STAFF PSYCHST MEDICAL CHIEF 6720 .10 HEALTH SERVICE SECTION MANAGER 4100 1.00 .50 .50 .50 CLIENT CARE MANAGER 3948 1.00 1.00 1.00 PATIENT CARE ANALYST 3787 .10 PSYCHIATRIC NURSE 3432 3.75 3.75 3.75 3.75 HEALTH PROGRAM MANAGER 3378 4.00 3.00 3.00 3.00 MARRIAGE FAMILY THERAPIST 2848 6.95 6.95 6.95 6.95 LICENSED CLINICAL SOCIAL WKR 2848 6.05 6.05 6.05 7.05 SENIOR CLIENT SUPPORT SPEC 2202 1.00 1.40 1.40 1.40 ELIGIBILITY WORKER II 2013 .50 .50 .50 .50 SECRETARY 1931 3.00 3.00 3.00 3.00 SENIOR OFFICE ASSISTANT 1764 2.50 2.00 2.00 2.25 RECEPTIONIST 1764 1.00 1.00 1.00 CLIENT SUPPORT ASSISTANT 1611 1.00 OFFICE ASSISTANT II 1549 1.00 ------

PERMANENT POSITIONS 34.65 29.15 29.15 30.83

EXTRA HELP 1.15 1.15 1.15 1.15

OVERTIME .20 .30 .30 .30

MH-MENTAL HEALTH SVCS ACT MENTAL HEALTH SERVICE DIRECTOR 5538 .20 .20 .20 HEALTH SERVICE SECTION MANAGER 4100 .75 .75 .75 SUPERVISING STAFF NURSE 3751 1.00 PSYCHIATRIC NURSE 3432 .50 .50 1.50 HEALTH PROGRAM MANAGER 3378 1.50 1.50 1.50 MARRIAGE FAMILY THERAPIST 2848 3.00 3.00 3.00 LICENSED CLINICAL SOCIAL WKR 2848 4.50 4.50 3.55 DEPARTMENT ANALYST 2769 .50 .50 .50 SENIOR CLIENT SUPPORT SPEC 2202 2.60 2.60 4.00 SUPERVISING CLINIC CLERK 2110 1.00 1.00 1.00 ELIGIBILITY WORKER II 2013 1.50 1.50 1.50 SECRETARY 1931 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 2.00 2.00 2.00 ------

PERMANENT POSITIONS 19.05 19.05 21.50

ALCOHOL & OTHER DRUG SERVICES AODS-PROGRAM SUPPORT DIV DIR ALCO DRUG TOBACCO SERV 4619 1.00 1.00 1.00 1.00 HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

ALCOHOL & OTHER DRUG SERVICES AODS-PROGRAM SUPPORT OFFICE ASSISTANT II 1549 .30 .30 .30 .30 ------

PERMANENT POSITIONS 8.30 10.30 9.30 9.30

EXTRA HELP .54 1.60 .40 .40

AODS-RESIDENTIAL SERVICES HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 SUPERVISING AODS ASST 2182 3.25 3.25 3.25 3.25 AOD ASSISTANT III 1983 3.00 3.00 3.00 3.00 AOD ASSISTANT II 1788 10.91 7.70 7.70 7.70 COOK 1689 1.00 1.00 1.00 1.00 AOD ASSISTANT I 1577 4.00 7.21 7.21 7.21 ------

PERMANENT POSITIONS 23.16 23.16 23.16 23.16

EXTRA HELP 1.44 1.44 .76 .76

OVERTIME .45 .45 .45 .45

AODS-OUTPATIENT SERVICES HEALTH PROGRAM MANAGER 3378 2.00 1.31 1.31 1.31 AOD SERVICES SPECIALIST 2537 1.00 1.50 1.00 1.00 SOCIAL SERVICE WORKER III 2485 .50 AOD SERVICES COUNSELOR II 2432 10.84 11.69 11.69 11.69 AOD SERVICES COUNSELOR I 2206 1.66 1.66 1.66 1.66 AOD SERVICE INTAKE INTERVIEWER 1788 1.00 1.00 1.00 1.00 AOD ASSISTANT II 1788 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 1.50 1.50 1.50 1.50 LABORATORY AIDE 1425 1.25 1.25 1.25 1.25 ------

PERMANENT POSITIONS 20.25 21.41 20.41 20.41

EXTRA HELP 1.98 2.16 1.09 1.09

AODS-ADOLESCENT TREATMENT PROG HEALTH PROGRAM MANAGER 3378 .30 .30 .30 AOD SERVICES COUNSELOR II 2432 2.25 1.75 1.75 1.75 AOD SERVICES COUNSELOR I 2206 1.00 1.50 1.50 1.50 ------

PERMANENT POSITIONS 3.25 3.55 3.55 3.55

EXTRA HELP .05 .05 .05 .05

AODS-SONOMA WORKS HEALTH PROGRAM MANAGER 3378 .10 .10 .10 AOD SERVICES COUNSELOR II 2432 1.50 1.50 1.50 1.50 ------

PERMANENT POSITIONS 1.50 1.60 1.60 1.60 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

ALCOHOL & OTHER DRUG SERVICES AODS-DRUG COURT AOD SERVICES SPECIALIST 2537 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 1.00 1.00 1.00 1.00

EXTRA HELP .08 .08 .08 .08

OVERTIME .03 .03 .03 .03

SPECIAL REVENUE FUNDS P&P-CHILDREN & FAMILIES FIRST HEALTH PROGRAM MANAGER 3378 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 HEALTH INFO SPECIALIST II 2534 1.00 .50 .50 .50 ADMINISTRATIVE AIDE 2188 .75 .75 .75 .75 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 4.75 4.25 4.25 4.25

EXTRA HELP .09 .09 .09 .09

MH-SUTTER INPATIENT UNIT STAFF PSYCHST MEDICAL CHIEF 6720 .40 HEALTH SERVICE SECTION MANAGER 4100 .50 .50 .50 .50 CLIENT CARE MANAGER 3948 1.00 1.00 1.00 1.00 PATIENT CARE ANALYST 3787 .80 SUPERVISING STAFF NURSE 3751 1.00 1.00 1.00 1.00 PSYCHIATRIC NURSE-MS 3690 2.10 2.10 2.10 2.10 PSYCHIATRIC NURSE- BS 3604 1.50 PSYCHIATRIC NURSE 3432 13.20 6.30 6.30 6.30 OCCUPATIONAL THERAPIST II 3058 1.00 1.00 1.00 1.00 MARRIAGE FAMILY THERAPIST 2848 1.00 1.00 1.00 1.00 LICENSED CLINICAL SOCIAL WKR 2848 2.00 1.00 1.00 1.00 PSYCHIATRIC TECHNICIAN 2162 10.80 8.40 8.40 8.40 ELIGIBILITY WORKER II 2013 1.00 MEDICAL UNIT CLERK 1764 2.80 2.30 2.30 2.30 NURSING ASSISTANT 1673 .70 ------

PERMANENT POSITIONS 39.80 24.60 24.60 24.60

EXTRA HELP 10.07 8.39 8.39 8.39

OVERTIME 4.33 2.00 2.00 2.00

AODS-DUI PROGRAM HEALTH PROGRAM MANAGER 3378 1.00 AOD SERVICES SPECIALIST 2537 2.00 2.00 2.00 2.00 AOD SERVICES COUNSELOR II 2432 5.05 2.80 2.80 2.80 AOD SERVICES COUNSELOR I 2206 1.55 3.05 3.05 3.05 AOD SERVICE INTAKE INTERVIEWER 1788 2.00 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 1.25 1.25 1.25 1.25 ACCOUNT CLERK II 1764 .75 .75 .75 .75 OFFICE ASSISTANT II 1549 2.50 2.50 2.50 2.50 OFFICE ASSISTANT I 1389 .50 .50 .50 .50 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SPECIAL REVENUE FUNDS AODS-DUI PROGRAM

PERMANENT POSITIONS 16.60 14.85 14.85 14.85

EXTRA HELP .28 .28 .28 .28

AODS-SACPA HEALTH PROGRAM MANAGER 3378 .29 .29 .29 PROGRAM PLANNING ANALYST 2870 1.00 AOD SERVICES COUNSELOR II 2432 3.00 1.00 1.00 1.00 AOD SERVICES COUNSELOR I 2206 1.00 1.00 1.00 AOD SERVICE INTAKE INTERVIEWER 1788 1.00 LEGAL PROCESSOR II 1764 1.00 OFFICE ASSISTANT II 1549 1.00 1.00 1.00 ------

PERMANENT POSITIONS 6.00 3.29 3.29 3.29

EXTRA HELP .50 .50 .50 1.50

DEPT OF CHILD SUPPORT SERVICES DCSS-CHILD SUPPORT ENFORCEMENT CHIEF CHILD SUPPORT ATTORNEY 5552 1.00 1.00 1.00 1.00 DIRECTOR OF CHILD SUPPORT SVC 5469 1.00 1.00 1.00 1.00 CHILD SUPPORT ATTORNEY IV 5050 6.00 6.00 6.00 6.00 HUMAN SERVICES SECTION MANAGER 3865 2.00 2.00 2.00 2.00 ADMIN SERVICES OFFICER II 3761 1.00 1.00 1.00 1.00 DEPARTMENT SYSTEMS MANAGER 3524 1.00 1.00 1.00 1.00 PROGRAM DEVELOPMENT MANAGER 3477 1.00 1.00 1.00 1.00 SUPERVISING ACCOUNTANT 3295 1.00 1.00 1.00 1.00 PROGRAM PLANNING ANALYST 2870 1.00 1.00 1.00 1.00 ACCOUNTANT II 2714 1.00 1.00 1.00 1.00 DEPT INFORMATION SPECIALIST 2664 2.00 2.00 2.00 2.00 PROGRAM SPECIALIST 2598 5.00 5.00 5.00 5.00 SUPV CHILD SUPPORT OFFICER 2539 7.00 7.00 7.00 7.00 EXECUTIVE LEGAL SECRETARY CONF 2296 1.00 1.00 1.00 1.00 CHILD SUPPORT OFFICER III 2274 19.00 19.00 19.00 19.00 LEGAL STAFF SUPERVISOR 2267 4.00 4.00 4.00 4.00 CHILD SUPPORT ACCTG SUPV 2267 2.00 2.00 2.00 2.00 CHILD SUPPORT OFFICER II 2119 34.00 34.00 34.00 34.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 LEGAL SECRETARY II 2027 5.00 5.00 5.00 5.00 SENIOR STOREKEEPER 1946 1.00 1.00 1.00 ACCOUNT CLERK III 1945 14.00 14.00 14.00 14.00 SENIOR LEGAL PROCESSOR 1938 13.00 13.00 13.00 13.00 LEGAL PROCESSOR II 1764 21.00 21.00 21.00 21.00 ACCOUNT CLERK II 1764 6.00 6.00 6.00 6.00 STOREKEEPER 1754 1.00 ------

PERMANENT POSITIONS 152.00 152.00 152.00 152.00

OFFICE OF COMMISSIONS OFFICE OF COMMISSIONS ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

AGRICULTURAL COMM AGRICULTURAL COMMISSIONER AGRICULTURAL COMMR-SEALER 4613 1.00 1.00 1.00 1.00 ASSISTANT AGRICULTURAL COMM 3539 1.00 1.00 1.00 1.00 AG & VINEYARD CONSERV COORD 3305 1.00 1.00 1.00 1.00 CHIEF DEP AG COMMISSIONER 3077 1.00 1.00 1.00 1.00 DEPUTY AGRICULTRUAL COMMISSION 2858 3.00 3.00 3.00 3.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 SR AG BIOLOGIST\STANDARD SPEC 2598 3.00 3.00 3.00 3.00 AG BIOLOGIST\STANDARD SPEC III 2472 9.00 7.00 7.00 7.00 AG BIOLOGIST/STANDARDS SPEC II 2245 2.00 2.00 2.00 HUNTER AND TRAPPER 1978 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 26.00 26.00 26.00 26.00

EXTRA HELP 5.40 5.40 .79 5.40

OVERTIME .05 .05 .03 .05

SEALER WEIGHTS & MEASURES CHIEF DEPUTY SEALER 3077 1.00 1.00 1.00 1.00 SR AG BIOLOGIST\STANDARD SPEC 2598 2.00 2.00 2.00 2.00 AG BIOLOGIST\STANDARD SPEC III 2472 3.00 3.00 3.00 3.00 AG BIOLOGIST/STANDARDS SPEC I 1959 2.00 2.00 2.00 ------

PERMANENT POSITIONS 6.00 8.00 8.00 8.00

EXTRA HELP .59 .25 .25 .25

ANIMAL REGULATION ANIMAL REGULATION DIRECTOR 3077 1.00 1.00 1.00 1.00 SUPERVISING ANIMAL REG OFF 2363 3.00 3.00 3.00 3.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ANIMAL REGULATION OFFICER II 1978 11.00 11.00 11.00 11.00 ANIMAL HEALTH TECHNICIAN 1884 4.00 4.00 4.00 4.00 SENIOR OFFICE ASSISTANT 1764 1.00 ACCOUNT CLERK II 1764 4.50 6.01 5.50 6.01 ------

PERMANENT POSITIONS 26.50 27.01 26.50 27.01

EXTRA HELP 1.22 1.22 1.22 1.22

OVERTIME .39 .39 .39 .39

U C COOPERATIVE EXT U C COOPERATIVE EXT DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 PUBLIC INFORMATION SPECIALIST 2187 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 .60 .60 .60 SENIOR AG PROGRAM ASSISTANT 1900 2.00 2.00 2.00 2.00 SENIOR OFFICE ASSISTANT 1764 3.00 3.00 3.00 3.00 AGRICULTURAL PROGRAM ASSISTANT 1585 1.00 1.00 1.00 1.00 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

U C COOPERATIVE EXT U C COOPERATIVE EXT

PERMANENT POSITIONS 8.00 8.60 8.60 8.60

EXTRA HELP .13 2.13 2.13 2.13

DEPT OF EMERGENCY SERVICES ES - HAZARDOUS MATERIALS FIRE SERVICES OFFICER 4184 1.00 1.00 1.00 1.00 FIRE INSPECTOR 3300 4.00 4.00 4.00 4.00 ------

PERMANENT POSITIONS 5.00 5.00 5.00 5.00

EXTRA HELP .22 .52 .52 .52

OVERTIME .28 .39 .39 .39

EMERGENCY MANAGEMENT EMERGENCY SERVICES COORDINATOR 3883 1.00 1.00 1.00 1.00 DEPUTY EMER SVS COOR 2769 2.00 3.00 2.00 2.00 GEOGRAPHIC INFO TECH II 2664 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 .50 ------

PERMANENT POSITIONS 4.00 5.50 4.00 4.00

EXTRA HELP .38

OVERTIME .02 .02 .02 .02

REFUSE DISPOSAL ENT INTEGRATED WASTE RECYCLE MARKT SLD WASTE MANG 5173 1.00 1.00 1.00 1.00 ENGINEERING DIVISION MANAGER 4498 1.00 1.00 1.00 1.00 SENIOR ENGINEER 3986 2.00 2.00 2.00 2.00 ENGINEER 3618 3.00 3.00 3.00 3.00 PUBLIC WORKS OPERATIONS COORDI 3548 1.00 1.00 1.00 1.00 LANDFILL FACILITIES SPECIALIST 3070 1.00 1.00 1.00 1.00 ASSISTANT ENGINEER 3043 1.00 GEOLOGIST 2880 1.00 1.00 1.00 1.00 DEPARTMENT ANALYST 2769 1.50 1.50 1.50 1.50 WASTE MANAGEMENT SPECIALIST II 2707 3.00 3.00 3.00 3.00 DISPOSAL SUPERVISOR 2686 3.00 3.00 3.00 3.00 ENGINEERING TECHNICIAN III 2674 4.00 4.00 4.00 4.00 BUILDING MECHANIC I 2301 1.00 1.00 1.00 1.00 DISPOSAL WORKER II 2269 9.00 8.00 8.00 8.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 DISPOSAL WORKER I 1964 17.50 17.50 17.50 17.50 GROUNDSKEEPER 1850 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 .50 ------

PERMANENT POSITIONS 54.50 52.00 52.00 52.00

EXTRA HELP 11.36 10.36 10.36 10.36 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

REFUSE DISPOSAL ENT INTEGRATED WASTE

OVERTIME 6.35 6.35 6.35 6.35

SPUD PT MARINA ENT SPUD PT MARINA ENT MARINA SUPERVISOR 3079 1.00 1.00 1.00 1.00 SENIOR MARINA ATTENDANT 2098 1.00 1.00 1.00 1.00 MARINA ATTENDANT 1960 2.80 2.80 2.80 2.80 ------

PERMANENT POSITIONS 4.80 4.80 4.80 4.80

EXTRA HELP .58 .58 .58 .58

OVERTIME .11 .11 .11 .11

AIRPORT ENTERPRISE AIRPORT ENTERPRISE AIRPORT FACILITY MANAGER 4498 1.00 1.00 1.00 1.00 AIRPORT OPERATIONS SUPERVISOR 2507 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 AIRPORT SERVICE WORKER II 1960 5.00 5.00 5.00 5.00 ------

PERMANENT POSITIONS 8.00 8.00 8.00 8.00

EXTRA HELP .18 .18 .18 .18

OVERTIME .13 .13 .13 .13

SELF FUNDED INS PROG-ISF SELF FUNDED INS PROG-ADMIN RISK MANAGER 4172 1.00 1.00 1.00 1.00 RISK MANAGEMENT ANALYST III 3628 4.00 4.00 4.00 4.00 VOCATIONAL REHAB COUNSELOR 3628 1.00 1.00 1.00 1.00 RISK MANAGEMENT ANALYST II 3153 5.00 5.00 5.00 5.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 ADMINISTRATIVE AIDE CONFIDEN 2189 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT-C 1764 3.00 3.00 3.00 3.00 RECEPTIONIST CONFIDENTIAL 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II CONFID 1764 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II-C 1549 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 20.00 20.00 20.00 20.00

EXTRA HELP .76

CSA #40 FIRE SERVICES CSA #40 FIRE SERVICES DIRECTOR FIRE/EMERGENCY PROGRA 5547 1.00 1.00 1.00 1.00 FIRE MARSHAL 4827 1.00 1.00 1.00 1.00 FIRE SERVICES OFFICER 4184 1.00 2.00 2.00 2.00 SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

CSA #40 FIRE SERVICES CSA #40 FIRE SERVICES FIRE INSPECTOR 3300 3.00 3.00 3.00 3.00 BLDG PLANS EXAMINER II 2955 1.00 1.00 1.00 1.00 ACCOUNTANT II 2714 1.00 1.00 1.00 1.00 GEOGRAPHIC INFO TECH II 2664 1.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 MATERIALS HANDLER 1678 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 .50 .50 .50 .50 ------

PERMANENT POSITIONS 13.50 13.50 13.50 13.50

EXTRA HELP 4.30 4.29 4.29 4.29

OVERTIME .32 .32 .32 .32

NSC AIR POLL CONTROL NO AIR POLLUTION CONTROL AIR QUALITY MANAGER 4288 1.00 1.00 1.00 1.00 AIR QUALITY ENGINEER 3548 1.00 1.00 1.00 1.00 AIR QUALITY SPECIALIST III 2907 3.00 3.00 3.00 3.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 6.00 6.00 6.00 6.00

EXTRA HELP .14 .14 .14 .14

OVERTIME .03 .03 .03 .03

IHSS PUBLIC AUTHORITY IHSS PUBLIC AUTHORITY IHSS PUBLIC AUTHORITY MGR 4934 1.00 1.00 1.00 1.00 IHSS PA DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 IHSS PUBLIC AUTH SECRETARY CF 1931 1.00 1.00 1.00 1.00 ------

PERMANENT POSITIONS 3.00 3.00 3.00 3.00

SC AG PRES/OPEN SPACE DIST SC AG PRES/OPEN SPACE DIST OSD GENERAL MANAGER 5117 1.00 1.00 1.00 1.00 OSD ASSISTANT GENERAL MANAGER 4417 1.00 1.00 1.00 1.00 OSD CONSERVATION PROGRAM MGR 3838 1.00 1.00 1.00 1.00 OSD COMMUNITY RELATIONS MGR 3434 1.00 1.00 1.00 1.00 OSD LAND ACQUISITION SPECIALIS 3416 3.00 3.00 3.00 3.00 OSD STEWARD COORDINATOR 3205 1.00 1.00 1.00 1.00 OSD ASSOCIATE PLANNER 2789 4.00 4.00 4.00 4.00 OSD EXECUTIVE ASSISTANT 2516 1.00 1.00 1.00 1.00 OSD CONSERVATION GIS ANALYST 2392 1.00 1.00 1.00 1.00 OSD ACQUISITION ASSISTANT 2263 1.00 1.00 1.00 1.00 OSD TECHNICIAN 2093 1.00 1.00 1.00 1.00 OSD OFFICE ADMINISTRATOR 2030 1.00 1.00 1.00 1.00 OSD RECEPTIONIST 1765 1.00 1.00 1.00 1.00 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SC AG PRES/OPEN SPACE DIST SC AG PRES/OPEN SPACE DIST

PERMANENT POSITIONS 18.00 18.00 18.00 18.00

EXTRA HELP 2.01 2.01 2.01 2.01

OVERTIME .16 .16 .16 .16

SCWA - ADMIN/GENERAL SCWA - GENERAL FUND GENERAL MANAGER/CHIEF ENGINEER 6873 1.00 1.00 1.00 1.00 DEPUTY CHIEF ENGINEER 5318 3.00 3.00 3.00 3.00 WATER AGENCY CAPITAL PROJ MGR 4860 1.00 1.00 1.00 1.00 WATER AGENCY DIV MNGR ADM SERV 4807 1.00 1.00 1.00 1.00 WATER AGENCY DIV MNGR ENV RESO 4766 1.00 1.00 1.00 1.00 WATER AGENCY PRINCIPAL ENGINR 4443 5.00 5.00 5.00 5.00 WATER AGENCY COORDINATOR 4145 9.00 9.00 9.00 9.00 ENGINEERING PROGRAM MANAGER 4142 1.00 1.00 1.00 1.00 WATER AGENCY GOVRN AFFAIR CORD 4142 1.00 1.00 1.00 1.00 ENVIRONMENTAL RESOURCES COORD 4142 1.00 1.00 1.00 1.00 NETWORK ANALYST 3775 1.00 1.00 1.00 RISK MANAGEMENT ANALYST III 3628 1.00 1.00 1.00 1.00 WATER AGENCY ENGINEER 3618 14.00 16.00 16.00 17.00 TECHNICAL WRITING MANAGER 3601 2.00 2.00 2.00 2.00 PRINCIPAL ENVIRONMENTAL SPEC 3601 2.00 2.00 2.00 2.00 WA PRINCIPAL PROGRAM SPEC 3541 1.00 1.00 1.00 1.00 LICENSED LAND SURVEYOR 3405 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 3.00 3.00 3.00 3.00 ENGINEERING TECHICIAN IV 3211 2.00 2.00 2.00 1.00 RISK MANAGEMENT ANALYST II 3153 1.00 1.00 1.00 1.00 ENVIRO COMPLIANCE INSPECTOR 3116 2.00 2.00 2.00 2.00 ELECTRICIAN/INSTRMNTATION TECH 3103 7.00 7.00 7.00 7.00 PROGRAMMER ANALYST 3096 5.00 5.00 5.00 5.00 WATER AGENCY LEAD MECHANIC 3070 7.00 7.00 7.00 7.00 WATER AGENCY SENIOR PLANT OPER 3054 16.00 16.00 16.00 16.00 SENIOR ENVIROMENTAL SPECIALIST 3020 10.00 11.00 11.00 11.00 RIGHT OF WAY AGENT II 3020 2.00 1.00 1.00 1.00 TECHNICAL WRITING SPECIALIST 2947 5.00 5.00 5.00 5.00 WATER AGENCY CHEMIST 2889 4.00 4.00 4.00 4.00 WA PROGRAMS SPECIALIST 2853 8.00 9.00 9.00 9.00 SR GEOGRAPHIC INFO TECH 2851 1.00 1.00 1.00 ENVIROMENTAL SPECIALIST 2810 2.00 2.00 2.00 2.00 WATER AGENCY PLANT OPERATOR 2778 1.00 1.00 1.00 1.00 WATER AGENCY MECHANIC 2778 20.00 20.00 20.00 20.00 DEPARTMENT ANALYST 2769 1.00 1.00 1.00 1.00 WATER AGENCY LEAD MAINTENANCE 2683 5.00 5.00 5.00 5.00 ENGINEERING TECHNICIAN III 2674 17.00 16.00 16.00 16.00 HEAVY EQUIPMENT MECHANIC II 2504 2.00 2.00 2.00 2.00 WATER AGENCY MAINT WORKER III 2439 7.00 7.00 7.00 7.00 GEOGRAPHIC INFO TECH I 2396 1.00 1.00 1.00 AUTOMOTIVE MECHANIC 2286 2.00 2.00 2.00 2.00 ADMINISTRATIVE AIDE 2188 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 MATERIALS EQUIPMENT SPECIALIST 2128 1.00 1.00 1.00 1.00 WATER AGENCY MAINT WORKER II 2104 7.00 7.00 7.00 7.00 PAYROLL CLERK CONFIDENTIAL 2065 1.00 1.00 1.00 1.00 ACCOUNTING TECHNICIAN 2060 1.00 1.00 1.00 1.00 ACCOUNT CLERK III 1945 2.00 2.00 2.00 2.00 SECRETARY CONFIDENTIAL 1931 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 3.00 4.00 4.00 4.00 ACCOUNT CLERK II 1764 1.00 1.00 1.00 1.00 STOREKEEPER 1754 1.00 1.00 1.00 1.00 OFFICE ASSISTANT II 1549 6.00 6.00 6.00 6.00 ------SONOMA COUNTY BUDGET - POSITION ALLOCATION

06-07 06-07 06-07 06-07 DIV SECT CLASSIFICATION RANGE BASE REQ'D RECOM ALL'D

SCWA - ADMIN/GENERAL SCWA - GENERAL FUND

PERMANENT POSITIONS 200.00 206.00 206.00 206.00

EXTRA HELP 15.79 17.77 17.77 17.77

OVERTIME 4.35 4.34 4.34 4.34

GENERAL ADMINISTRATIVE CDC GENERAL ADMIN EXECUTIVE DIRECTOR - CDC 5624 1.00 1.00 1.00 1.00 ASSISTANT EXECUTIVE DIRECTOR 4715 1.00 1.00 1.00 1.00 COMMUNITY DEVELOPMENT MANAGER 4098 1.00 1.00 1.00 1.00 LEASED HOUSING MANAGER 4098 1.00 1.00 1.00 1.00 REDEVELOPMENT MANAGER 4098 1.00 1.00 1.00 1.00 CONTROLLER 3995 1.00 1.00 1.00 1.00 AFFORDABLE HOUSING ASST MGR 3564 1.00 1.00 1.00 1.00 COMMUNITY DEV ASST MGR 3564 1.00 1.00 1.00 1.00 ADMIN SERVICES OFFICER I 3270 1.00 1.00 1.00 1.00 AFFORDABLE HOUSING SPECIALIST 3217 1.00 1.00 1.00 1.00 REDEVELOPMENT ASSOCIATE 3123 1.00 1.00 1.00 1.00 SENIOR DEPT INFORMATION SPEC 3066 1.00 1.00 1.00 1.00 SPECIAL PROJECT COORDINATOR 3021 1.00 1.00 1.00 1.00 HOUSING REHABILITATION SPECIAL 2746 4.00 4.00 4.00 4.00 SENIOR LEASE NEGOTIATOR/INSPEC 2717 1.00 1.00 1.00 1.00 ACCOUNTANT II CONFIDENTIAL 2714 1.00 1.00 1.00 1.00 LEASE NEGOTIATOR/INSPECTOR 2470 6.00 6.00 6.00 6.00 TENANT SERVICES SUPERVISOR 2456 1.00 1.00 1.00 1.00 ACCOUNTANT I-CONFIDENTIAL 2329 1.00 1.00 1.00 1.00 EMPLOYMENT HOUSING COUNSELOR 2327 1.00 1.00 1.00 1.00 EXECUTIVE SECRETARY CONFID 2171 1.00 1.00 1.00 1.00 COMMUNITY DEVELOPMENT ASSISTAN 2134 1.00 1.00 1.00 1.00 TENANT SERVICES REPRESENTATIVE 2134 7.00 7.00 7.00 7.00 HOUSING ASSISTANT 2134 1.00 1.00 1.00 1.00 AFFORDABLE HOUSING ASSISTANT 2134 1.00 1.00 1.00 1.00 ACCOUNT CLERK III CONFID 1945 1.00 1.00 1.00 1.00 SENIOR OFFICE ASSISTANT 1764 1.00 1.00 1.00 1.00 RECEPTIONIST 1764 1.00 1.00 1.00 1.00 ACCOUNT CLERK II 1764 2.00 2.00 2.00 2.00 ------

PERMANENT POSITIONS 46.00 46.00 46.00 46.00 FAIRGROUNDS AND LIBRARY POSITIONS LIST

2005 2006 2006 2006 05-06 06-07 06-07 06-07 Classification Range All’d Req’d Rec’d All’d Classification Range All’d Req’d Rec’d All’d

FAIRGROUNDS LIBRARY Fair Manager 4394 1.0 1.0 1.0 1.0 Library Director 6817 1.0 1.0 1.0 1.0 CFO/Dep Fair Mgr 3539 0.0 0.0 0.0 0.0 Library Asst Director 5097 0.0 0.0 0.0 0.0 Supervising Accountant 3075 1.0 1.0 1.0 1.0 Librarian IV + 3749 2.0 2.0 2.0 2.0 Fair Bldg Supt 3230 1.0 1.0 1.0 1.0 Librarian IV 3676 3.0 3.0 3.0 3.0 Asst Fair Manager 3075 1.0 1.0 1.0 1.0 Admin Asst III 3676 1.0 1.0 1.0 1.0 Prem Exhibit Coord 3075 1.0 1.0 1.0 1.0 Admin Svc Mgr 3270 1.0 1.0 1.0 1.0 Human Rescs Mngr 3123 1.0 1.0 1.0 1.0 Mktg Prom Coord 2990 2.0 2.0 2.0 2.0 Librarian III + 3123 5.0 5.0 5.0 5.0 Dept Analyst 2583 0.0 0.0 0.0 0.0 Librarian III 2903 4.0 4.0 4.0 4.0 Interim Event Coord 2990 1.0 1.0 1.0 1.0 Facilities Coordntr 2903 1.0 1.0 1.0 1.0 Bldg Mechanic II 2455 2.0 2.0 2.0 2.0 Sr Info Tech Spec 2888 1.0 1.0 1.0 1.0 Auto Mechanic 2154 1.0 1.0 1.0 1.0 Librarian II + 2699 7.0 7.0 7.0 7.0 Bldg Mechanic I 2169 1.0 1.0 1.0 1.0 Bldg Mech II 2552 1.0 1.0 1.0 1.0 Exec Secretary 1982 1.0 1.0 1.0 1.0 Librarian II - BiLing 2610 4.0 4.0 4.0 4.0 Painter 2163 1.0 1.0 1.0 1.0 Librarian I/II 2510 27.3 27.3 27.3 27.3 Accounting Technician 1922 0.0 1.0 1.0 1.0 Admin Aide 2181 3.5 3.5 3.5 3.5 Sr Fair Maint Worker 1873 6.0 6.0 6.0 6.0 Acct Asst 2149 2.0 2.0 2.0 2.0 Account Clerk III 1815 0.6 1.0 1.0 1.0 Graphic Artist 2133 1.0 1.0 1.0 1.0 Storekeeper 1638 1.0 1.0 1.0 1.0 Supervising Lib Tech 2133 4.0 4.0 4.0 4.0 Account Clerk II 1646 1.5 0.1 0.1 0.1 Tech Supp Spec II 2133 1.0 1.0 1.0 1.0 Premium Exhibit Aide 1646 1.0 1.0 1.0 1.0 Library Associate 1927 5.9 5.9 5.9 5.9 Fair Prem Exhibit Asst 1803 1.0 1.0 1.0 1.0 Tech Supp Spec I 1817 1.0 1.0 1.0 1.0 Auto Service Worker 1597 0.0 0.0 0.0 0.0 Custodian 1696 2.0 2.0 2.0 2.0 Fair Maint Worker 1543 10.0 10.0 10.0 10.0 Acct Clrk II 1692 0.9 0.9 0.9 0.9 Senior Office Assistant 1646 0.0 0.0 0.0 0.0 Delivery Person 1692 2.0 2.0 2.0 2.0 Sr Simulcast Attendant 1811 1.0 1.0 1.0 1.0 Library Tech III BiLing 1722 2.0 2.0 2.0 2.0 Janitor 1424 1.0 1.0 1.0 1.0 Library Tech III 1622 37.0 37.0 37.0 37.0 Simulcast Attendant 1646 3.0 3.0 3.0 3.0 Library Tech II 1375 9.9 9.9 9.9 9.9 Total 40.1 40.1 40.1 40.1 Total 131.3 131.3 131.3 131.3 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

100 2,087 2,546 1568 32,726 39,760 1765 36,838 44,769

456 9,517 11,563 1574 32,851 39,947 1767 36,879 44,810

764 15,946 19,368 1577 32,914 40,010 1768 36,900 44,831

810 16,906 20,579 1583 33,039 40,156 1769 36,921 44,873

1077 22,478 27,320 1585 33,081 40,198 1777 37,088 45,082

1102 23,000 27,967 1588 33,143 40,281 1782 37,192 45,207

1120 23,376 28,427 1596 33,310 40,490 1784 37,234 45,249

1149 23,981 29,115 1600 33,394 40,594 1785 37,255 45,270

1167 24,357 29,595 1602 33,436 40,636 1788 37,318 45,374

1169 24,398 29,637 1608 33,561 40,782 1795 37,464 45,541

1176 24,545 29,846 1611 33,624 40,887 1798 37,526 45,604

1267 26,444 32,142 1621 33,832 41,116 1801 37,589 45,687

1284 26,799 32,559 1627 33,957 41,262 1838 38,361 46,626

1311 27,362 33,269 1647 34,375 41,763 1847 38,549 46,856

1317 27,487 33,415 1653 34,500 41,951 1850 38,612 46,939

1340 27,967 33,999 1661 34,667 42,139 1851 38,633 46,960

1343 28,030 34,083 1673 34,918 42,452 1859 38,800 47,190

1352 28,218 34,312 1676 34,980 42,515 1866 38,946 47,336

1371 28,614 34,792 1678 35,022 42,577 1871 39,050 47,461

1389 28,990 35,231 1689 35,251 42,849 1873 39,092 47,503

1400 29,220 35,523 1692 35,314 42,932 1884 39,321 47,795

1411 29,449 35,815 1694 35,356 42,974 1893 39,509 48,025

1419 29,616 36,003 1698 35,439 43,078 1896 39,572 48,129

1425 29,741 36,170 1706 35,606 43,287 1900 39,655 48,212

1428 29,804 36,232 1711 35,711 43,412 1902 39,697 48,254

1448 30,222 36,733 1714 35,773 43,496 1904 39,739 48,296

1449 30,242 36,754 1725 36,003 43,767 1914 39,947 48,588

1468 30,639 37,234 1739 36,295 44,122 1928 40,240 48,901

1498 31,265 38,027 1740 36,316 44,143 1930 40,281 48,964

1506 31,432 38,194 1749 36,504 44,351 1931 40,302 48,985 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

1946 40,615 49,360 2064 43,078 52,345 2188 45,666 55,517

1948 40,657 49,402 2065 43,099 52,387 2189 45,687 55,538

1950 40,699 49,486 2072 43,245 52,575 2197 45,854 55,726

1952 40,741 49,548 2076 43,329 52,658 2201 45,938 55,830

1957 40,845 49,653 2078 43,370 52,721 2202 45,958 55,851

1959 40,887 49,694 2080 43,412 52,762 2206 46,042 55,977

1960 40,908 49,715 2089 43,600 52,992 2208 46,084 56,018

1964 40,991 49,820 2090 43,621 53,034 2209 46,104 56,039

1968 41,075 49,903 2091 43,642 53,055 2222 46,376 56,394

1972 41,158 50,049 2093 43,683 53,096 2238 46,710 56,791

1976 41,241 50,133 2098 43,788 53,222 2243 46,814 56,916

1978 41,283 50,195 2101 43,850 53,305 2245 46,856 56,958

1981 41,346 50,258 2104 43,913 53,368 2250 46,960 57,083

1983 41,388 50,300 2105 43,934 53,409 2259 47,148 57,333

1990 41,534 50,508 2107 43,976 53,451 2263 47,232 57,417

1998 41,701 50,696 2110 44,038 53,535 2264 47,252 57,438

2003 41,805 50,801 2119 44,226 53,764 2267 47,315 57,500

2007 41,889 50,905 2128 44,414 53,973 2269 47,357 57,542

2008 41,909 50,926 2134 44,539 54,161 2274 47,461 57,688

2012 41,993 51,072 2136 44,581 54,203 2281 47,607 57,876

2013 42,014 51,093 2139 44,644 54,265 2285 47,691 57,959

2016 42,076 51,155 2141 44,685 54,307 2286 47,712 57,980

2018 42,118 51,197 2151 44,894 54,599 2288 47,753 58,022

2022 42,202 51,281 2156 44,998 54,703 2293 47,858 58,168

2024 42,243 51,343 2161 45,103 54,808 2295 47,899 58,252

2027 42,306 51,406 2162 45,124 54,850 2296 47,920 58,272

2028 42,327 51,427 2165 45,186 54,912 2299 47,983 58,335

2030 42,369 51,531 2171 45,311 55,100 2301 48,025 58,377

2037 42,515 51,677 2172 45,332 55,121 2303 48,066 58,418

2041 42,598 51,781 2178 45,457 55,246 2309 48,192 58,565 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

2329 48,609 59,066 2476 51,677 62,822 2674 55,810 67,831

2343 48,901 59,441 2480 51,761 62,927 2683 55,997 68,061

2345 48,943 59,483 2484 51,844 63,010 2684 56,018 68,082

2346 48,964 59,504 2485 51,865 63,031 2686 56,060 68,124

2347 48,985 59,525 2487 51,907 63,094 2689 56,123 68,207

2352 49,089 59,692 2496 52,095 63,344 2696 56,269 68,416

2355 49,152 59,754 2500 52,178 63,428 2697 56,290 68,437

2357 49,193 59,796 2504 52,261 63,511 2699 56,331 68,478

2363 49,319 59,942 2505 52,282 63,553 2700 56,352 68,499

2380 49,673 60,380 2507 52,324 63,595 2701 56,373 68,520

2381 49,694 60,401 2516 52,512 63,845 2707 56,498 68,666

2385 49,778 60,485 2527 52,742 64,095 2709 56,540 68,708

2390 49,882 60,652 2531 52,825 64,242 2714 56,644 68,875

2392 49,924 60,714 2533 52,867 64,283 2717 56,707 68,938

2394 49,966 60,756 2534 52,888 64,304 2724 56,853 69,105

2396 50,007 60,798 2537 52,950 64,367 2737 57,124 69,438

2398 50,049 60,840 2539 52,992 64,409 2743 57,250 69,585

2404 50,174 60,986 2562 53,472 64,993 2746 57,312 69,647

2405 50,195 61,007 2570 53,639 65,223 2747 57,333 69,668

2407 50,237 61,048 2591 54,077 65,744 2748 57,354 69,689

2410 50,300 61,173 2596 54,182 65,849 2755 57,500 69,919

2413 50,362 61,236 2598 54,223 65,890 2760 57,605 70,023

2414 50,383 61,257 2605 54,369 66,099 2769 57,792 70,232

2416 50,425 61,299 2608 54,432 66,162 2770 57,813 70,273

2432 50,759 61,716 2628 54,850 66,663 2778 57,980 70,482

2436 50,842 61,800 2636 55,016 66,871 2782 58,064 70,566

2439 50,905 61,862 2637 55,037 66,892 2789 58,210 70,733

2445 51,030 62,029 2640 55,100 66,997 2790 58,231 70,816

2447 51,072 62,071 2645 55,204 67,101 2797 58,377 70,962

2448 51,093 62,113 2655 55,413 67,351 2798 58,398 70,983 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

2823 58,919 71,609 3020 63,031 76,639 3183 66,433 80,730

2842 59,316 72,110 3021 63,052 76,660 3195 66,683 81,064

2848 59,441 72,256 3022 63,073 76,681 3197 66,725 81,105

2851 59,504 72,340 3024 63,115 76,723 3202 66,830 81,231

2853 59,546 72,381 3025 63,135 76,743 3203 66,850 81,252

2858 59,650 72,507 3026 63,156 76,764 3205 66,892 81,314

2867 59,838 72,736 3033 63,302 76,952 3207 66,934 81,356

2870 59,900 72,820 3043 63,511 77,203 3211 67,017 81,481

2880 60,109 73,070 3051 63,678 77,411 3217 67,143 81,606

2889 60,297 73,279 3054 63,741 77,474 3223 67,268 81,773

2898 60,485 73,529 3058 63,824 77,599 3228 67,372 81,878

2904 60,610 73,654 3062 63,908 77,683 3244 67,706 82,295

2907 60,673 73,738 3065 63,970 77,745 3247 67,769 82,358

2912 60,777 73,905 3066 63,991 77,766 3252 67,873 82,504

2914 60,819 73,947 3070 64,075 77,891 3270 68,249 82,963

2926 61,069 74,218 3077 64,221 78,079 3274 68,332 83,088

2931 61,173 74,385 3079 64,262 78,121 3279 68,437 83,193

2935 61,257 74,468 3084 64,367 78,246 3295 68,771 83,610

2938 61,320 74,531 3089 64,471 78,350 3300 68,875 83,714

2943 61,424 74,656 3092 64,534 78,434 3305 68,979 83,840

2947 61,507 74,761 3093 64,555 78,476 3309 69,063 83,944

2951 61,591 74,886 3096 64,617 78,559 3313 69,146 84,069

2955 61,674 74,969 3097 64,638 78,580 3323 69,355 84,278

2956 61,695 74,990 3103 64,763 78,726 3325 69,397 84,341

2957 61,716 75,011 3110 64,909 78,893 3329 69,480 84,466

2958 61,737 75,032 3116 65,035 79,060 3330 69,501 84,507

2964 61,862 75,199 3121 65,139 79,185 3333 69,564 84,570

2976 62,113 75,491 3123 65,181 79,227 3335 69,605 84,612

2979 62,175 75,554 3126 65,243 79,290 3345 69,814 84,862

2980 62,196 75,575 3153 65,807 80,020 3347 69,856 84,925 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

3397 70,899 86,177 3549 74,072 90,017 3775 78,789 95,778

3398 70,920 86,198 3555 74,197 90,205 3780 78,893 95,882

3401 70,983 86,302 3562 74,343 90,351 3783 78,956 95,987

3405 71,066 86,386 3564 74,385 90,393 3787 79,039 96,070

3407 71,108 86,428 3572 74,552 90,644 3795 79,206 96,279

3414 71,254 86,615 3574 74,594 90,685 3797 79,248 96,321

3416 71,296 86,657 3585 74,823 90,957 3798 79,269 96,341

3432 71,630 87,075 3586 74,844 90,978 3801 79,331 96,446

3434 71,672 87,116 3601 75,157 91,353 3804 79,394 96,508

3435 71,693 87,137 3602 75,178 91,395 3824 79,811 97,009

3437 71,734 87,179 3604 75,220 91,437 3838 80,104 97,385

3447 71,943 87,450 3607 75,282 91,499 3842 80,187 97,469

3458 72,173 87,743 3608 75,303 91,520 3845 80,250 97,552

3459 72,193 87,763 3613 75,408 91,666 3861 80,584 97,969

3460 72,214 87,784 3618 75,512 91,771 3865 80,667 98,053

3461 72,235 87,805 3620 75,554 91,854 3871 80,792 98,199

3470 72,423 88,035 3628 75,721 92,021 3883 81,043 98,512

3476 72,548 88,202 3631 75,783 92,125 3887 81,126 98,596

3477 72,569 88,223 3632 75,804 92,146 3890 81,189 98,679

3484 72,715 88,390 3646 76,096 92,480 3891 81,210 98,721

3487 72,778 88,452 3656 76,305 92,772 3897 81,335 98,888

3490 72,840 88,536 3667 76,535 93,023 3899 81,377 98,929

3500 73,049 88,807 3670 76,597 93,106 3905 81,502 99,055

3501 73,070 88,828 3686 76,931 93,503 3909 81,586 99,138

3510 73,258 89,057 3690 77,015 93,628 3926 81,940 99,577

3514 73,341 89,162 3700 77,223 93,858 3927 81,961 99,597

3516 73,383 89,224 3705 77,328 93,983 3929 82,003 99,660

3518 73,425 89,266 3708 77,390 94,067 3931 82,045 99,743

3524 73,550 89,391 3711 77,453 94,171 3948 82,400 100,161

3527 73,613 89,454 3720 77,641 94,359 3949 82,420 100,182 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

3995 83,380 101,351 4417 92,188 112,078 5032 105,024 127,648

4000 83,485 101,497 4440 92,668 112,642 5050 105,400 128,107

4019 83,881 101,977 4441 92,689 112,663 5113 106,714 129,715

4026 84,027 102,123 4443 92,731 112,704 5114 106,735 129,756

4027 84,048 102,144 4464 93,169 113,226 5117 106,798 129,819

4030 84,111 102,248 4471 93,315 113,456 5172 107,946 131,217

4033 84,174 102,311 4472 93,336 113,477 5173 107,967 131,238

4058 84,695 102,958 4482 93,545 113,685 5287 110,346 134,118

4073 85,008 103,354 4485 93,607 113,769 5300 110,617 134,452

4074 85,029 103,375 4498 93,879 114,103 5318 110,993 134,911

4088 85,321 103,709 4509 94,108 114,395 5451 113,769 138,313

4098 85,530 103,959 4523 94,400 114,729 5456 113,873 138,418

4100 85,572 104,001 4541 94,776 115,188 5469 114,145 138,731

4112 85,822 104,335 4550 94,964 115,439 5533 115,480 140,380

4123 86,052 104,586 4563 95,235 115,773 5538 115,585 140,505

4125 86,094 104,648 4595 95,903 116,566 5547 115,773 140,714

4128 86,156 104,732 4613 96,279 117,025 5552 115,877 140,860

4136 86,323 104,920 4619 96,404 117,192 5624 117,380 142,676

4142 86,449 105,066 4685 97,782 118,841 5627 117,442 142,738

4145 86,511 105,170 4715 98,408 119,634 5630 117,505 142,842

4172 87,075 105,859 4737 98,867 120,176 5637 117,651 143,009

4184 87,325 106,151 4764 99,430 120,865 5699 118,945 144,575

4219 88,056 107,048 4766 99,472 120,907 5766 120,343 146,286

4234 88,369 107,403 4800 100,182 121,783 5948 124,142 150,878

4238 88,452 107,528 4807 100,328 121,930 5989 124,998 151,921

4270 89,120 108,322 4827 100,745 122,430 6045 126,166 153,341

4281 89,350 108,614 4860 101,434 123,286 6055 126,375 153,633

4283 89,391 108,655 4883 101,914 123,871 6075 126,793 154,134

4284 89,412 108,676 4921 102,707 124,831 6109 127,502 154,990

4288 89,496 108,760 4934 102,979 125,185 6395 133,471 162,253 SALARY SCHEDULE 2006/2007

ANNUAL SALARIES ANNUAL SALARIES ANNUAL SALARIES SALARY STEP STEP SALARY STEP STEP SALARY STEP STEP RANGE A I RANGE A I RANGE A I

6669 139,190 169,182

6720 140,254 170,476

6747 140,818 171,165

6791 141,736 172,292

6873 143,448 174,379

6948 145,013 176,257

6950 145,055 176,320

7022 146,558 178,136

7126 148,728 180,765

7132 148,853 180,932

7266 151,650 184,334

7489 156,304 189,970

7500 156,534 190,262

8154 170,184 206,875

8251 172,208 209,338

8500 177,405 215,641

9952 207,710 252,500

9999 208,691 253,669 GLOSSARY OF BUDGET TERMS

A-87 COSTS - Those costs allocated to County departments under the Countywide Cost Allocation Plan to cover central administrative and overhead expenses. (A-87 refers to the federal circular that provides guidelines for these costs.)

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.

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.

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.

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.

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.

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 FINAL BUDGET 2006 - 2007 INDEX

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Advertising 209 Economic Development Department 179 Agricultural Commissioner 196 Emergency Services 157 Airport Enterprise 162 Employee Benefits 70 (see Transportation & Public Works) (see Non Departmental) Alcohol & Other Drug Services 117 Environmental Health 117 (see Health Services) (see Health Services) Appropriations for Contingencies 70 (see Non-Departmental) Assessor 80 Fairgrounds 207 (see Clerk/Recorder/Assessor/PA) Financial Policies for Budget Development 20 Auditor-Controller 74 Fire Services (see Emergency Services) 157 Flood Control Districts (see Water Agency) 171 Board of Supervisors/County Clerk 80 (see Clerk/Recorder/Assessor/PA) General Services 60 Glossary of Budget Terms 335 Capital Projects 215 Grand Jury (see Court Support Services) 87 Child Support Services 138 Guide to Reading the Final Budget 17 Community Development Commission 150 County Administrator 51 Health Services General Fund Financing 115 County Administrator’s Transmittal Letter 3 Health Services 117 County Clerk/Recorder/Assessor/Public Administrator 80 Heavy Equipment 162 County Operating Budget (see Transportation & Public Works) Introduction 39 Hospital Enterprise Closeout 141 Financing Sources & Uses Summary 40 Human Resources 57 Final Budget by Function 41 Human Services 129 General Fund Financing Sources 43 Financing Trends 44 IHSS Public Authority 136 Appropriations by Function 45 Information Systems 70 Expenditure Trends 47 Institutions (see Probation) 90 County Counsel 52 Integrated Waste (Refuse) Enterprise 162 County Medical Services Program 117 (see Transportation & Public Works) (see Health Services) County Overview 28 Law Enforcement (see Sheriff) 103 County Service Area #41, Sonoma Valley Parks 182 Lighting Districts 162 (see Regional Parks) (see Transportation & Public Works)

County Service Area #41, Zone 2 Sea Ranch 162 (see Transportation & Public Works) Marinas (see Regional Parks) 182 Court Support Services & Grand Jury 87 Mental Health (see Health Services) 117 Cross Reference of County Services to 286 State Function Categories Non-Departmental 70 Non-Proposition 4 Unallocated Revenue 70 Debt Margins 245 (see Non-Departmental) Debt Obligations 241 Northern Sonoma County Air Pollution 162 Debt Services - Special Assessments 77 Control District (see Treasurer-Tax Collector) (see Tranportation & Public Works) Demographics 28 Detention (see Sheriff’s Department) 103 Other General Government 70 District Attorney 95 (see Non-Departmental) Organizational Chart 38 COUNTY OF SONOMA FINAL BUDGET 2006 - 2007 INDEX

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Permit & Resource Management 145 State Financial Schedules Position Allocation 288 Summary of County Budget (Schedule 1) 250 Position Listing 287 Analysis of Fund Balance (Schedule 2) 251 Prevention & Planning 117 Detail of Reserves (Schedule 3) 252 (see Health Services) Estimated Additional Financing Sources 256 Probation 90 (Schedule 4) Proposition 4 Unallocated Revenue 70 Analysis of Financing Sources by Fund 258 (see Non-Departmental) (Schedule 5) Public Administrator/Guardian/Conservator 129 Analysis of Property Taxes (Schedule 6) 270 (see Human Services*) Summary of Financing Requirements 271 Public Defender 100 (Schedules 7, 8, 8A) Public Health (See Health Services) 117 Summary of Non-Enterprise Special 281 Districts (Schedule 13) Recorder 80 Analysis of Non-Enterprise Special 282 (see Clerk/Recorder/Assessor/PA) Districts Fund Balance (Schedule 14) Redevelopment Agency 150 Detail of Non-Enterprise Special Districts 283 (see Community Development Commission) Reserves/Designations (Schedule 15) Regional Parks 182 Supervisorial Districts 27 Registrar of Voters 80 (see Clerk/Recorder/Assessor/PA) Transit Enterprise 162 Rio Nido Geologic Hazard Abatement 162 (see Transportation Public Works) (see Transportation & Public Works) Transportation and Public Works 162 Road Maintenance Districts 162 Treasurer/Tax Collector 77 (see Transportation & Public Works)

Roads (see Transportation & Public Works) 162 U.C. Cooperative Extension 200 Unemployment Insurance ISF 74 Salary Schedule (see Position Listing) 328 (see Auditor-Controller) Sanitation Districts & Zones 171 (see Water Agency) Water Agency 171 Self-Insurance Fund 60 Water Service Areas 162 (see General Services) (see Transportation Public Works) Sheriff 74 Water Supply (see Water Agency) 171 Sonoma County Agricultural Preservation 191 Water Transmission Systems 171 & Open Space District (see Water Agency) Welfare Administration 129 Special Projects 162 (see Human Services) (see Transportation & Public Works) Welfare Programs (see Human Services) 129

* budget only elective office with Clerk until 1/07