Building Digital Capacity in Solano County: Data Visualization for Civic Understanding

Effective civic engagement requires accessible information. Too often, municipal budget data remains locked in dense PDFs or spreadsheet formats that create barriers for community members who want to understand how...

Maria Santos

Maria Santos

Community Engagement Coordinator

Building Digital Capacity in Solano County: Data Visualization for Civic Understanding illustration
Ascending teal bar chart beside a slate pie chart with one teal wedge, evoking dashboard elements.

Effective civic engagement requires accessible information. Too often, municipal budget data remains locked in dense PDFs or spreadsheet formats that create barriers for community members who want to understand how their tax dollars are collected and spent.

Digital capacity building in Solano County means creating tools and visualizations that make complex civic information understandable to all residents, regardless of their technical background or familiarity with government finance.

Making Budget Data Accessible

The path from tax collection to public services involves multiple steps that can be difficult to follow. Interactive data visualizations help bridge this gap by showing these relationships clearly.

Monthly Budget Tracking

Understanding budget performance requires looking at trends over time. How does actual spending compare to budgeted amounts throughout the year?

This monthly view reveals seasonal patterns in spending and helps identify when actual expenditures diverge from planned budgets. For community advocates, this information is crucial for understanding when to engage in budget discussions and where potential adjustments might be needed.

Budget Category Breakdown

Where does the money actually go? A clear breakdown of budget allocation by category helps residents understand spending priorities.

Public safety and education typically represent the largest budget categories in most jurisdictions. This visualization makes it easy to see the relative size of different spending areas and spark informed discussions about community priorities.

Following the Money Flow

Perhaps most importantly, residents need to understand the complete flow from tax collection through budget categories to actual spending.

View every published line item as a table
Side Group Line item Amount Note
revenue Taxes Sales tax (Bradley-Burns) $27506262
revenue Taxes Measure M sales tax $21348950
revenue Taxes Property tax $21100471
revenue Taxes Property tax in lieu of VLF $15057016
revenue Taxes Excise taxes (Measures I & G) $9409983 Measure I (1989/2012) utility-bill, hotel, and per-employee excise (~$3.0M) plus Measure G (2005) utility franchise/excise (~$6.4M).
revenue Taxes Paramedic tax $7312900
revenue Taxes RDA pass-through / TI excess $6152400
revenue Taxes Franchise tax $5705593
revenue Taxes Transient lodging tax $2087102
revenue Taxes Public safety sales tax (Prop 172) $540000
revenue Taxes Real property transfer tax $527100
revenue Taxes Business license tax $435000
revenue Fees & charges Emergency medical fees $6000000
revenue Fees & charges Recreation & facilities fees $4954456
revenue Fees & charges Police & fire fees $1145635
revenue Fees & charges Other departmental fees $457618
revenue Other revenue GEMT program (intergovernmental) $1442000
revenue Other revenue Partnership Health transport $1000000
revenue Other revenue In-lieu development impact fees $509394
revenue Other revenue Cell tower leases $486875
revenue Other revenue Interest, penalties & rents $382000
revenue Other revenue Homeowners subvention $180000
revenue Other revenue State reimbursements $145000
revenue Other revenue Miscellaneous $153000
revenue Transfers & reserves Transfers in (CFDs & traffic fines) $10925235
revenue Transfers & reserves Overhead recovered from other funds $6574920 Internal cost allocation — General Fund overhead charged to utility and special revenue funds, shown in the budget as a negative expenditure (-$6,574,920); presented here as an inflow so the diagram balances gross.
revenue Transfers & reserves Drawn from reserves & one-time sources (derived) $13428517 Balancing figure: gross uses ($164,967,427) minus budgeted revenues and other inflows ($151,538,910). The budget's own Sources and Uses schedule, which nets transfers differently, states a planned "use of fund balance" of $8,892,389 — either way, FY2025-26 spending exceeds revenue and the gap is covered from fund balance.
spending Public safety Police Department $58947980
spending Public safety Fire Department $45099727
spending Public works Public Works (general) $12267906
spending Public works Park maintenance $4125868
spending Community services Parks & Recreation $11330706
spending Community services Housing & Community Services $159661
spending Administration Finance $5817527
spending Administration Non-departmental $4760870
spending Administration Human Resources $3858986
spending Administration Information Technology $3497528
spending Administration City Manager's Office / Clerk $3358373
spending Administration City Attorney $2793011
spending Administration Economic Development $1078113
spending Administration City Council / Treasurer $128755
spending Transfers out Transfers out (capital, equipment, districts) $7742416 Support to community development, park maintenance districts, vehicle/equipment replacement, technology projects, and capital improvement projects.

This flow diagram shows how revenue sources feed the General Fund, which then funds specific departments — here using Vacaville’s actual FY2025-26 adopted budget. Understanding these connections helps community members see how changes in tax policy or revenue streams affect the services they care about. An expanded, annotated version lives in the Budget Flow experiment.

Building Community Capacity

Digital tools are most effective when they support broader community engagement efforts:

  • Budget workshops can use these visualizations to help residents understand current spending patterns before discussing priorities for future budgets
  • Community organizations can reference specific data points when advocating for policy changes
  • Local journalists can use interactive charts to tell more compelling stories about municipal finance

The Role of Decentralized Identity

As civic engagement moves online, verifying the identity and credentials of contributors becomes increasingly important. Decentralized identity systems can help build trust in digital civic spaces while protecting privacy.

For example, community budget advocates could use verifiable credentials to demonstrate their training in budget analysis without revealing personal information. Journalists could verify their professional status when reporting on municipal finance issues.

Next Steps for Digital Capacity

Building digital capacity requires ongoing collaboration between:

  • Technical contributors who create visualization tools and maintain data systems
  • Community organizers who understand resident needs and barriers to engagement
  • Municipal staff who can provide accurate, timely data in accessible formats
  • Residents who participate in testing and feedback to ensure tools meet real needs

The goal isn’t just prettier charts—it’s creating the foundation for more informed, inclusive civic participation across Solano County.

Have questions about these visualizations or ideas for other civic data that should be more accessible? Request specific datasets or volunteer to help document public meetings.

Maria Santos

Maria Santos

Community Engagement Coordinator

Maria works on citizen participation initiatives and community organizing around municipal budget processes. She has a background in public administration and community development.

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