Your target is to balance the budget.
You have balanced the budget.
£0
This is the percentage decrease needed for the county to go revenue neutral. County property tax revenue would stay the same as last year, rather than increasing by ~$9M. The mill levy would decrease by ~4 Mills, and budget cuts would be necessary. Property tax bills would be the same as last year, rather than going up by the valuation increase. It is possible that some Wyandotte County residents would pay less in property taxes than last year, with new improvements and expiring abatements coming on the tax roll.
Property tax revenue would increase by ~$2M from last year, which is not enough to keep up with the cost of doing business.The Mill levy would decrease by ~3 Mills, and budget cuts would be necessary. Wyandotte County property tax charges would increase slightly from last year, which for a $200,000 home would be ~$21.
This is the percentage decrease that would raise our revenues just enough to keep up with the municipal cost index. Property tax revenue would increase by ~$3M from last year, enough to keep up with the cost of doing business. Mill levy decreased by ~2 Mills. County property tax charges would increase by the Municipal Cost Index, which for a $200,000 home would be ~$38.
Property tax revenue would increase ~$6M from last year, adding additional revenues beyond what is needed to keep up with the cost of doing business. Mill levy decreased by ~1 Mill. Wyandotte County property tax charges for a $200,000 home would increase by ~$68 from last year.
This is the property tax revenue Wyandotte County would bring in if the mill levy was not adjusted at all. Home valuations have gone up, so without adjusting the mill levy, Wyandotte County property tax charges will increase by the valuation increase. For a home worth $200,000, that would be ~$98. That is projected to bring in ~$9M more in property tax revenues than last year.
End all officer training and eliminate Courthouse Security and any law enforcement presence in the parks;
Cease operations of the Juvenile Detention Center;
Could no longer provide vehicles/radios/less lethal equipment/ body and car cameras.
The service could be maintained at its current level.
Could provide significantly more officer training, complete upgrade of electrical/plumbing in facility, provide more up-to-date equipment for inmate transport.
Please tell us what you would like to see with this increase in the comments
Pre-trial/House Arrest:
Reduction of up to 3 full-time equivalent positions;
30% increased costs to Adult Detention Center farmout costs;
25% increase in juvenile detention center population.
Behavioral Health Court:
Reduction of up to 2 full-time equivalent positions;
Behavioral Health Court would cease to exist;
An additional 30 mentally ill offenders would be placed in detention and revoked to KDOC custody per year;
Increase in community disturbance cased by mentally ill individuals without homes.
Drug Courts:
An additional 50 offenders would be placed in detention and revoked to KDOC custody per year;
Increase in community disturbance caused by mentally ill individuals without homes.
25% increased costs to Adult Detention Center farm out costs;
10% increase in juvenile detention center population.
Reduction of up to 1 full-time equivalent positions;
An additional 30 offenders would be placed in detention and revoked to KDOC custody per year;
Increase in community disturbance cased by individuals with drug and alcohol addiction.
Pre-trial/House arrest:
10% increased costs for Adult Detention Center farm out costs.
15% reduction of inpatient treatments for offenders;
An additional 15 offenders would be placed in detention and revoked to KDOC custody per year.
Increase of up to 1 full-time equivalent positions;
10% decreased costs for Adult Detention Center farm out costs.
Decrease in community disturbance caused by mentally ill individuals without homes.
15% increase of inpatient treatments for offenders
Eliminate maintenance of the outdoor warning system required by KAR 56-2-2(a) 4H
Eliminate public education required by KAR 56-2-2(a) 4E;
Eliminate maintenance on generators, vehicles;
Eliminate service contracts on communications tools such as satellite dishes and “air cards” required by KAR 56-2-2-(a) 5A;
Eliminate support of all computers and software;
Eliminate Exercise and Training contractor Required by KAR 56-2-2(a) 4F.
Eliminate maintenance of the outdoor warning system required by KAR 56-2-2(a) 4H;
Eliminate service contracts on communications tools such as satellite dishes and “air cards” required by KAR 56-2-2-(a) 5A.
Eliminate public education required by KAR 56-2-2(a) 4E.
Maintain existing service levels;
Increase public education;
Increase efficiency and effectiveness through innovative technology;
Increase educational opportunities for staff.
Significant delay on response times
Moderate delay on response times
Slight delay on response times
Better quality of service with increase in staff funding and less turnover
One or more public health programs eliminated;
Significant reduction in inspections of septic systems, food retailers, air quality checks on industry, childcare facilities;
Reduced capacity of epidemiologist to monitor and report disease;
Public Health Lab closed;
Clinical and billing staff cut, reducing number of patients seen for maternal and family planning services;
Health Department cannot fulfill statutory requirements.
Reduced staff to perform inspections to septic systems, food retailers, air quality checks on industry, and childcare facilities;
Reduced monitoring and support to residents with active tuberculosis;
Fewer family planning services like counseling and contraception;
Administrative and programmatic cuts reduce efficiency and increase wait times;
Decreases in staff training and development.
Another epidemiologist increases collection, analysis, and reporting of health data; Two additional health educators increases community education on sexual health, violence prevention, tenants’ rights and responsibilities, and other topics.
Any reductions to our aging mill levy would have an impact on senior programs like meals, dentistry, hearing aids, senior centers, lifeline, and transportation, causing seniors to lose access to essential services. Seniors would be required to join a waiting list for these services. The people we serve live on a fixed income and are in desparate need of some support with services. Our programs promote a healthy lifestyle while also addressing healthcare needs. There would be 278 people affected if we cut our mill levy budget by 20%. This would leave 278 seniors without dental care, transportation to medical appointments, lifeline support, or hearing aid help. Furthermore, we would be obliged to reduce the number of meals we serve to our customers.
Any reductions to our aging mill levy would have an impact on senior programs like meals, dentistry, hearing aids, senior centers, lifeline, and transportation, causing seniors to lose access to essential services. Seniors would be required to join a waiting list for these services. The people we serve live on a fixed income and are in desperate need support with services. Our programs promote a healthy lifestyle while also addressing healthcare needs. There would be 139 people affected if we cut our mill levy budget by 10%. This would leave 139 seniors without dental care, transportation to medical appointments, lifeline support, or hearing aid help. Furthermore, we would be obliged to reduce the number of meals we serve to our customers.
Any reductions to our aging mill levy would have an impact on senior programs like meals, dentistry, hearing aids, senior centers, lifeline, and transportation, causing seniors to lose access to essential services. Seniors would be required to join a waiting list for these services. The people we serve live on a fixed income and are in desparate need of some support with services. Our programs promote a healthy lifestyle while also addressing healthcare needs. There would be 69 people affected if we cut our mill levy budget by 5%. This would leave 69 elders without dental care, transportation to medical appointments, lifeline support, or hearing aid help. Furthermore, we would be obliged to reduce the number of meals we serve to our customers.
Functional health and independence are the primary goals of care for older adults. Therefore, addressing their social needs - such as access to stable income and housing, nutritious and sufficient food, appropriate health care, and reliable transportation - is a key component of addressing their health care needs. With a 5% increase in our mill levy budget, we could have the possibility of serving an additional 69 seniors.
A 20% reduction in funds would require us to discontinue services and programs that support over 200 individuals currently waiting on a state waitlist for funded services, as well as clients who do not meet the state criteria to be on the waitlist but are unable to live on their own and/or unable to work a job to maintain a living wage and require assistance to navigate medical services, appointments, and Activities of the Daily Living (ADL). Loss of funding would require an immediate reduction of services to those that have met a specific crisis definition that indicates the following: 1. The individual is at risk of harm to self or others in their current setting 2. The individual has an open Adult Protected Service (APS) or Child Protective Service (CPS) case that will likely be substantiated on.
A 10% reduction in funds would require us to discontinue the Summer Day Program, which funds up to 30 individuals on the state waitlist who are unable to attend a program after high school. Parents, guardians and care givers have expressed that they have been able to return to work because of this program.
Human Relations would not be able provide community outreach and resources to the community.
Dispute Resolution would not be able to provide mediation to keep court rooms from filling up.
Services would be cut to 10 or more individuals in crisis. The Intellectual and Developmental Disability (I/DD) community depends on our services to assist them and their families, allowing parents to work and have intervals of respite from the 24-hour role of caretaker to the loved one. Results have shown that when there is opportunity for parents, guardians, and families to obtain short breaks from caregiving that it helps the family tremendously and helps to extend the life of that family member and we see less depression, feelings of isolation and mental health distress.
Funding reduction would lessen the Human Relations Advisory Commission's abilities to do community outreach and effectuate change in the community.
Dispute Resolution would be impacted by the financial reduction as a single FTE performs the duties of this role.
With a 5% increase in our Mill Levy funds, the CDDO would be able to provide additional Day and Residential services to clients in need.
Human Relations would be able to continue to provide community wide trainings and informative resources for the community.
Dispute Resolution/ Mediation would be able to provide more mediation sessions for individuals from misdemeanor cases, landlord/tenant cases and many others.
This increase would also allow our staff to access the necessary training to provide the knowledge to assist the community efficiently and effectively.
Parks & Recreation:
Beautification would be nonexistent;
Programming wouldn’t exist;
Facilities would be closed;
Even larger deferred maintenance;
Mowing rotations would need to be revised and be less rounds and frequency
Historical Museum:
Reduction of 1 full-time position at the Historical Museum, resulting in two full-time equivalent positions;
Reduced services and increased processing time for research requests at the Historical Museum;
Museum service hours would be reduced;
Reduction in school and community programs and exhibits at Historical Museum.
Parks & Recreation: Bigger deficit with mowing contracts, would add to our list of ongoing deferred maintenance and possibly closure of facilities due to lack of staff.
Historical Museum: Reduction from 3 full time employees to 2.25 employees; Further reduction of services and increased processing time for research requests
Parks & Recreation: The department would be unable to staff centers/programs/events and do minor repairs to smaller assets such as shelters and playgrounds.
Historical Museum: Reduction from 3 full-time positions to 2.5 employees; Reduced services and a loss of institutional knowledge
Parks & Recreation: Increase funding for staffing for programs; Additional programs such as special events and community center programs, and a few playground replacements.
Hisorical Museum: An additional part-time employee would allow for extended museum hours; Increased ability to provide innovative community programs.
Forced to reduce staffing levels, cancel newsletter services, unable to stream commission meetings on UGTV
Cancel newsletter services; unable to broadcast commission meetings on UGTV
Reduce capacity for newsletter services.
Replace outdated broadcasting equipment that currently hinders the audio quality on UGTV services; improve community outreach programming
Reduce frequency of mowing for Land Bank lots by 40%
Reduce frequency of mowing for Land Bank lots by 20%
Reduce frequency of mowing for Land Bank lots by 10%
Increase frequency of mowing for Land Bank lots by 10%
Reduce CFIP by $400,000; the equivalent of ~3 lane miles resurfaced
Reduce CFIP by $200,000; the equivalent of ~2 lane miles resurfaced
Reduce CFIP by $100,000; the equivalent of less than 1 lane mile resurfaced
Increase CFIP by $100,000; an increase of ~1 lane mile resurfaced
Increase CFIP by $200,000; an increase of ~2 lane miles resurfaced
Increase CFIP by $500,000; an increase of ~3 lane miles resurfaced
Increase CFIP by $900,000; an increase of ~5 lane miles resurfaced