County of YoloCounty of Yolo Recommended BudgetRecommended Budget

2006-20072006-2007

Picture courtesy of Andrew Fulks

Yolo County 2006-2026Yolo County 2006-2026

You Are Here

What is the Fiscal State of the County?What is the Fiscal State of the County?

Budget reflects modest growth and prudent planning for the future.

Budget is balanced at $299,191,305.

7.4% growth over 2005/06.

Below the 11.4% average growth of counties in the region.

Picture courtesy of Andrew Fulks

Working AgricultureWorking Agriculture

92% of all Yolo County land is in agriculture and open space.

67% of the unincorporated area is protected for agriculture under Williamson Act contracts.

Picture courtesy of Kevin Gaines

How are Yolo County’s How are Yolo County’s Demographics Changing?Demographics Changing?

1990

2000

0-20 Years 21-64 Years 65-84 Years 85+ Years

Age Groups

10%

20%

30%

40%

50%

60%

33%33%31%31%

58%58% 59%59%

9%9% 8%8% 1%1% 1%1%

* Census data

Yolo County Employment by IndustryYolo County Employment by Industry2004 Annual Average2004 Annual Average

Government36.3%

Professional & BusinessServices 8.2% Financial Activities

3.4%Trade, Transportation

& Utilities 19.8%

Manufacturing6.3%

Natural Resources, Mining& Construction 5.3%Agriculture

4.0%Information

1.2%

Other Services2.0%

Leisure & Hospitality6.7%

Educational & HealthServices 6.3%

Yolo County Population GrowthYolo County Population Growthand Trendsand Trends

1950 202620062006Historical Average 3% Growth per Year

Projected

50,000

100,000

150,000

200,000

250,000

300,000

350,000

400,000

How do Demographics and How do Demographics and Demand Intersect?Demand Intersect?

As the population grows, the demand for services increases. County jail bookings

Foster care clients

Animal Service calls

Child support collections

The county provides services to all residents.

The county provides more services for the residents of the cities than the cities do….

Landfill Adult Protective Services Libraries

Hat #1: Countywide ServicesHat #1: Countywide Services Adult detention (jails) Agricultural Commissioner Agricultural Extension Aid to Victims of Crime and Violence AIDS education, prevention, testing Animal regulation Assessor Auditor-Controller Child Abductions Communicable Disease Control Coroner/Medical Examiner District Attorney – prosecution Domestic violence Elections Emergency children’s shelters Environmental Health Environmental protection programs Epidemiology Flood control Forensic labs Hazardous waste collection

Homeless shelters Immunizations Indigent burials Juvenile detention Juvenile justice programs Landfill Law Library Livestock Inspector Local Agency Formation Commission Mental health services Probation (juvenile and adult) Public Administrator Public Defender Public Guardian-Conservator Recorder – vital statistics Recycling Regional parks Treasurer/Tax Collector Weights and Measures Welfare Fraud Veteran Services

Hat #2: Municipal ServicesHat #2: Municipal Services

Airports Building Inspector/code

enforcement* Building permits/plan checking* Cemeteries* Community centers/auditoriums* County Clerk/City Clerk* County Counsel/City Attorney* Disaster preparedness* Economic development* Emergency services* Fire protection* Housing* Library services*

Parking facilities* Parks and Recreation* Pest control Planning and Zoning* Police protection* Recycling* Sewers* Sports arenas/stadiums* Street lighting/maintenance* Street trees/landscaping* Streets/roads/highways/

storm drains* Wastewater treatment Weed abatement

* Services also provided by cities

Hat #3: Statewide ServicesHat #3: Statewide Services

Adoptions Adult Protective Services Anti-tobacco programs California Children’s Services CalWORKS Child Care Licensing Child Health and Disability Program Child Protective Services Drug and Alcohol Abuse Services Drug Court Services Family Support Services Family Planning

Food Stamp Program Foster Care Foster Grandparents General Assistance In-Home Supportive Services Job Training Maternal and Child Health Medical Care Services Medically Indigent Adults Mental Health Public Health Laboratory Women, Infants and Children (WIC)

Total Expenditures Per CapitaTotal Expenditures Per Capita2005/062005/06

Winters Yolo CountyYolo County Davis WestSacramento

Woodland

$500

$1,000

$1,500

$2,000

$2,500

$3,000

$3,500

$4,500

$4,000

$903

$1,486$1,813

$2,126

$4,085

Total County Expenditures Per CapitaTotal County Expenditures Per Capita2005/062005/06

YoloYolo Sacramento SanJoaquin

Napa Placer Solano El Dorado$1,200

$1,400

$1,600

$1,800

$2,000

$2,200

$2,400

$1,486

$1,658$1,720 $1,746

$1,897 $1,897

$2,154

Tax Revenue Per CapitaTax Revenue Per Capita Property Tax/Sales TaxProperty Tax/Sales Tax

Yolo CountyYolo County Winters Davis Woodland WestSacramento

$100

$200

$300

$400

$500

$600

$700

$800

$146.76$179.88

$352.28 $373.62

$782.69

Tax Revenue Per CapitaTax Revenue Per Capita Property Tax/Sales TaxProperty Tax/Sales Tax

YoloYolo Solano Sacramento SanJoaquin

Placer El Dorado Napa

$50

$100

$150

$200

$250

$300

$350

$400

$450

$500

$146.76

$221.85$259.38 $263.54 $267.37

$328.01

$494.80

Vehicle License FeeVehicle License FeeProperty Tax “Swap”Property Tax “Swap”

Local discretionary revenue used to be made up of three main sources: Property tax Vehicle License Fee (VLF) Sales tax

In 1998, following a political movement in Virginia, California cut its VLF from 2% to 0.63%.

VLF is dedicated to counties and cities, so state promised to backfill for lost revenues.

Vehicle License FeeVehicle License FeeProperty Tax “Swap”Property Tax “Swap”

2002 – Promise Broken

Local governments left holdingthe“empty” bag.

State “cannot afford” to backfill.

Vehicle License FeeVehicle License FeeProperty Tax “Swap”Property Tax “Swap”

2004 – State, counties and cities strike a deal. State keeps what’s left of VLF and gives (swaps) a larger share of property tax to counties and cities to make up for lost revenue.

Deal is sealed by inclusion in Prop. 1A, adding it in state Constitution.

Result: higher property tax for counties and cities…but fewer revenue sources means less diverse economic base = more risk.

Old Property New Property Tax Share Tax Share (with

VLF)9.5% 21%

Property Tax AllocationProperty Tax Allocation

Before VLF Swap2005/06

After VLF Swap

Schools 37%

ERAF/Schools9%

County10%

Davis10%

WestSacramento

14%

Winters 1%

Woodland 6%

SpecialDistricts 2%

Schools 37%

ERAF/Schools0.33%

SpecialDistricts 3%

Woodland8%

Winters 2%

WestSacramento

17%

Davis13%

County21%

Proposition 13Proposition 13

Before(1977-78)

After(2005-06)

State & Federal69%

Vehicle LicenseFee 4%

Property Tax 2%

Other 5%

Charges &Fees 8%

Sales Tax12%

State & Federal44%

State-Realignment10%

State-Prop 1727%

Sales Tax1%

Charges &Fees 13%

Other 7%

PropertyTax 11%

Property Tax (VLF Swap) 7%

Impacts of Low RevenuesImpacts of Low Revenuesand High Demandand High Demand

Employee retention Staff vacancies Higher caseloads Fewer programs Higher fees

Full Time EmployeesFull Time Employeesper 1,000 Residentsper 1,000 Residents

Winters Woodland Yolo CountyYolo County WestSacramento

Davis

1

2

3

4

5

6

7

8

9

5.11

6.397.25

8.46 8.52

Full Time EmployeesFull Time Employees Per 1,000 ResidentsPer 1,000 Residents

Solano YoloYolo Placer Napa SanJoaquin

Sacramento El Dorado5

6

7

8

9

10

11

12

6.927.25

8.67

9.71 9.74

10.51

11.40

The FutureThe Future

Can we continue on withbusiness as usual.

Not for long!Not for long!

Erosion of our ability to serve the public. More mandates than money. Loss of local control. Population growth vs. revenue growth. Unpredictable nature of forecasting.

Picture courtesy of Kevin Gaines

County of YoloCounty of Yolo Recommended BudgetRecommended Budget

2006-20072006-2007

Picture courtesy of Andrew Fulks

Fiscal Year 2006-07Fiscal Year 2006-07Recommended BudgetRecommended Budget

$299,191,305 total expenditures. Total budget up 7.4%. Why the increase?

Prior year general fund savings - $7.5 million. Prior year public safety fund savings - $1.3 million. Prop. 63 mental health funds - $1.8 million. Increase in property tax revenues +13%. No longer shifting property tax to schools - $1.7 million. Increase in Prop. 172 (public safety) revenues - $1.5 million. Increase in Prop. 42 (roads) revenues - $1.6 million. Increase in realignment fund revenues - $1.5 million.

What is in this budget?What is in this budget?

Dept. of Employment & Social Services $68,553,800

Planning, Resources & Public Works $38,427,494

Sheriff/Coroner $24,709,292

Alcohol, Drug & Mental Health $24,379,160

Health $20,005,150

Probation $12,063,458

District Attorney $11,444,209

ConcernsConcerns

The budget is balanced, however…. Heavy reliance on prior year savings and

one time revenues. Revenues from property tax will be affected

by market slowdown. Use of realignment reserves. Increasing service demands. Volatile economy – oil prices may trigger

inflation or stagflation. Fluctuating nature of state/federal budgets.

Next StepsNext Steps Continue general plan update.

Open the Herbert Bauer, MD, Health andAlcohol, Drug & Mental Health Services building.

Adopt a county capital improvement plan.

Finalize design plans for jail expansion.

Utilize increased state funds for county road system repair and maintenance.

Maximize federal funding and other funding opportunities.

Adopt a funding policy for Other Post Employment Benefits (OPEB’s).

Establish County Office of Emergency Services.

Explore purchase of a new financial management computer system.

County Departmental BudgetsCounty Departmental Budgets

Picture courtesy of Andrew Fulks