Read and Eonsider

All but lnformation Services uses the Purchasing Division's surplus disposal process sparingly, suggesting that many potential assets are not being disposed of timely when they are no longer needed. The Board of Supervisors (Board) disagrees with this finding. A review of surplus disposal data for the past two years confirms that the lnformation Systems Department (lSD) has been one of the more frequent users of the Purchasing Division's surplus disposal process. However, this higher frequency is due to the nature and shorter lifecycle of technology equipment, which becomes obsolete more quickly than other types of departmental assets such as furniture or fixtures.

The Real Estate Division is staffed as a service bureau; it does not actively pursue management of the county's real estate assets. Rather, it acts on request by departments to buy, sel! or lease land. lf it does not have a request, it does not act. The Board partially disagrees with this finding. While it is accurate that the Real Estate Division functions in part as a service bureau and typically acts in response to requests from County departments, its role and responsibilities extend well beyond a reactive posture. The Real Estate Division does not independently initiate acquisitions, dispositions, or lease agreements; such actions require authorization and direction from the Board of Supervisors, as prescribed by County policy and legal authority. However, within this Revised lune2022 Response to GJ Report Form framework, the Division operates proactively and collaboratively. The Division routinely monitors lease timelines and notifies departments of upcoming expirations, often up to two years in advance, to allow for strategic planning, site evaluation, and financial analysis. Additionally, the Division identifies opportunities that align with the County's operational needs and long-term objectives and communicates those to relevant departments. The Division also plays an essential role in supporting Board directives, public inquiries, and cross-agency coordination, and provides technical and logistical support during County emergencies. ln this way, while the Real Estate Division operates within a structure that requires departmental requests and Board approval, its function is far more active and strategic than described in the original finding.

No comprehensive list exists that classifies the county's properties; the county does not know if it is managing its land assets to their best use. The Board partially disagrees with this finding. Sonoma Public lnfrastructure maintains a comprehensive and accessible inventory of County-owned and leased properties. An interactive G|S-based mapping platform is available, which allows users to search County properties by address or Assessor's Parcel Number (APN). ln addition, Pl manages a detailed database of all County-owned parcels, sortable by key attributes such as size, location, and use. These tools enable the County to assess and manage its property assets effectively. Additional work can always be done by the Real Estate division to actively manage the properties and conduct periodical assessments to determine best use. However, as required by State Law, any land determined to be surplus will initially be offered for affordable housing development, which may limit flexibility in using land for what might otherwise be considered its best use.

No single division is responsible for the disposal of the county's land assets. Appropriate disposal requires expertise in real estate, affordable housing and economic development. Furthermore, no county entity is systemically evaluating land for its potential use for affordable housing or economic development. The Board partially disagrees with this finding. While it is true that no single division is solely responsible for the disposal of County- owned land, the Board of Supervisors retains exclusive authority to approve the disposition of County assets, based on recommendations from staff. The Real Estate Division within Sonoma Public lnfrastructure (Pl) plays a central role in coordinating these efforts, particularly with respect to real estate due diligence, valuation, and legal compliance. The disposal of property is tedious, expensive, and cost prohibitive for the potential buyer as understood by recent dispositions in the Forestville and Windsor areas. Revised June 2022 Response to GJ Report Form However, the evaluation of County-owned land for potential alternative uses, including affordable housing and economic development, is a collaborative and multi- agency effort. The Real Estate Division proactively considers all County-owned property for possible alternative uses when opportunities or departmental needs are identified. ln these cases, Pl works closely with the County Executive's Office, Sonoma County Regional Parks, Sonoma Water, Agricultural Preservation and Open Space District, and the Economic Development Collaborative, as well as with other County departments. Pl does not conduct such evaluations independently, but rather in coordination with appropriate partners who bring expertise in housing, environmental stewardship, and community development. Additionally in 2019, Pl supported a systematic review of the County's property portfolio to identify surplus parcels that may be suitable for affordable housing. As a result of this study a few properties were identified as suitable for housing but none were declared surplus. Annually Permit Sonoma submits a report to the California Department of Housing and Community Development on property in the census- designated urbanized area that could be appropriate for affordable housing.

No online access is provided for public viewing of county properties. As a result, underutilized lands are not easily identified and pursued by the public.