Your target is to balance the budget.
You have balanced the budget.
£0
This is the percentage decrease needed for the city to go revenue neutral. Property Tax revenue would stay the same as last year, rather than increasing by ~$8M. Mill levy decreased by ~4 Mills. KCK property tax charges would be the same as last year, rather than going up by the valuation increase. It is possible that some KCK residents would pay less property taxes than last year, with new impovements 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. KCK property tax charges would increase slightly from last year, which for a $200,000 home would be ~$22.
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. KCK property tax charges would increase by the Municipal Cost Index, which for a $200,000 home would be ~$40 from last year.
Property tax revenue would increase ~$5M 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. KCK property tax charges for a $200,000 home would increase by ~$70 from last year.
This is the property tax revenue KCK would bring in if the mill levy was not adjusted at all. Home valuations have gone up, so without adjusting the mill levy, KCK property tax charges will increase by the valuation increase. For a home worth $200,000, that would be ~$102. That is projected to bring in ~$8M more in property tax revenues than last year.
PILOT revenue decreased by ~$6.7M; Rate decrease of 2%, so rate would go from 11.9% to 9.9%. Average annual residential electric bill decreased by ~$240. Average annual water bill decreased by ~$150.
PILOT revenue decreased by ~3M; Rate decrease of 1%, so rate would go from 11.9% to 10.9%. Average annual residential electric bill decreased by ~$120. Average annual water bill decreased by ~$74.
PILOT revenue decreased by ~$2M; Rate decrease of 0.5%, so rate would go from 11.9% to 11.4%. Average annual residential electric bill decreased by ~$60. Average annual water bill decreased by ~$37.
PILOT revenue decreased by ~$840K; Rate decrease of 0.25%, so rate would go from 11.9% to 11.65%. Average annual residential electric bill decreased by ~$30. Average annual water bill decreased by ~$18.
Maintain current rate structure.
Would close down 6 Fire Companies and 3 EMS Companies, reducing service by 33% for EMS Companies and 27% for Fire Companies;
The safety and wellbeing of Firefighters, Paramedics and public would be at risk.
Would close down 3 Fire Companies and 1.5 EMS Companies, reducing service by 17 % for EMS Companies and 14% for Fire Companies;
Would close down 1 Fire Company and 2 EMS Companies, reducing services by almost 22% for EMS Companies and 4% for Fire Companies;
The service could be maintained at its current level.
Increase existing service levels;
Would be able to staff and increase fire and ambulance service by adding 1 Fire company and 2 EMS Companies.
Please tell us what you would like to see with this increase in the comments
A 20% decrease in the Police Department budget would eliminate our Community Policing Unit, Animal Services Unit, Traffic Support Unit, and Special Operations Unit. Furthermore, it would force us to eliminate the majority of our detective positions. This would drastically reduce the capacity of our Investigations Bureau to investigate felony crimes within our community and would completely eradicate the invaluable and innovative work being done by our Narcotics Unit to fight the pervasive fentanyl epidemic. A budget reduction of this magnitude would be devastating to our department.
A 10% decrease in the Police Department budget would require us to eliminate our Community Policing Unit, Animal Services Unit, Traffic Support Unit, and our Special Operations Unit.
A 5% decrease in the Police Department budget would force us to eliminate both our Community Policing Unit and our Animal Services Unit.
A 5% increase in the Police Department budget would equate to the addition of approximately 44 entry-level patrol officer positions. With these additional positions, we would be able to grow our federal task force efforts and have a stronger impact on fighting violent crime. We would also be able to increase the number of officers in the West Patrol Division, as that area of our community continues to see rapid growth. Lastly, we would be able to hire a social worker for each patrol division.
The Court could not meet constitutional requirements, such as public defenders, interpreters, speedy trials and adequate probation to supervise offenders creating a public safety risk.
Probation allows persons sentenced to jail to be released upon supervision.
Probation supervises: domestic violence offenders, DUI offenders as well as many other Class A/B misdemeanors. A cut to probation would likely cause an increase in jail costs and a decrease in public safety)
At Severe risk of not meeting constitutional requirements, such as public defenders, interpreters, speedy trials and adequate probation to supervise offenders creating a public safety risk.
The court could expand probation services and decrease wait times in court. An expansion of probation services could allow:
Increased supervision for public safety; creation of specialty courts such as mental health and/or drug courts;
Allow the probation department to offer state mandated or court ordered programming.
Providing in house programming reduces revocations and jail time (reduces impact on the jail);
Eliminates the financial burden on the probationer to pay for state mandated or court ordered programs.
Reduction of up to 11 full-time employees;
Significantly impact ability to address blight and property maintenance issues in our community;
Not able to remove dangerous buildings in our community;
IT resources and vehicles become further outdated;
Significantly longer wait times for plan review and building inspections
Reduction of up to 6 full-time equivalent positions;
Longer wait times for services and/or responses;
Decreased levels of overall customer service;
Delays and loss of development due to interruptions in plan reviews and responses to interested investors in our community.
Reduction of up to 3 full-time equivalent positions;
Responses to our citizens and customers would be impacted;
Cut funds for training, which would create barriers for staff in enhancing their knowledge and customer service initiatives.
Hire an additional staff person to possibly help with customer service and communications to the public and our customers;
Expand and improve upon computer applications for citizen access and ability to conduct business online;
Replace some problem vehicles and computers.
Reduce mowing frequency of high priority lots by 60%; or double the time it takes to complete code violation abatements and reduce mowing frequency by 15%
Reduce mowing frequency of high priority lots by 30%
Reduce mowing frequency of high priority lots by 15%
Increase mowing frequency of high priority lots by 15%
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
Reduction of up to 7 full-time equivalent positions;
172,000 fewer rides; including 6,600 for older adults and persons with disabilities;
Loss of services resulting in fewer mobility options;
Reinstatement of passenger fares and potential fare increase.
Reduction of up to 3.5 full-time equivalent positions;
86,000 fewer rides; including 3,300 for older adults and persons with disabilities;
Reduction and loss of services resulting in fewer mobility options;
Reinstatement of passenger fares
Reduction of up to 2 full-time equivalent positions;
43,000 fewer rides; including 1,650 for older adults and persons with disabilities;
Reduction of some services and fewer mobility options;
Increase public transportation options for disadvantaged populations;
Increase efficiency and effectiveness through innovative technology.
Decrease in customer service levels;
Reduction of one full-time Planning Engineering Position;
Decrease in zoning enforcements levels;
Reduction of two full-time Planner Positions;
Reduction of one full-time Zoning Enforcement Position;
Elimination of the Granicus short-term rental oversight software platform;
Elimination of the EnCode Zoning Code software platform;
Reduction in Staff professional development budget;
Increase reliance on interns and AmeriCorps VISTA program;
Reduction in Long-Range Planning budget.
Decrease in zoning enforcement levels;
Elimination of the EnCode Zoning Code software platform.
Reduction of one full-time Planning Engineering Position.
Maintain existing customer service levels;
Hire a third Zoning Enforcement Officer to focus on conditions of approval compliance;
Increase Staff professional development budget.
Reduction of 1.5 full-time equivalent positions (which equates to 37.5% of the Economic Development Department);
Reduction in the number of dangerous buildings we can board and demo, which results in a public safety risk;
Reduction and loss of services resulting in delayed response times and fewer businesses moving to or expanding in KCK, which would lead to a long-term decline in property tax collection;
Removal of the Small Business Grant program that assists small businesses wishing to expand or move to KCK.
Reduction of 0.5 full-time equivalent positions (which equates to 12.5% of the Economic Development Department);
Expand the Small Business Grants to meet the high demand for small businesses wishing to expand or move to KCK.
Reduce Willa Gill City General Fund Allocation by $34,944, reducing food services to the unhoused population.
Reduce Willa Gill City General Fund allocation by $17,472, reducing food services to the unhoused population.
Reduce Willa Gill City General Fund allocation by $8,736, reducing food services to the unhoused population.
Increase Willa Gill City General Fund allocation by $8,736, increasing food services to the unhoused population.
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
Bigger deficit with mowing contracts, would add to our list of ongoing deferred maintenance and possibly closure of facilities due to lack of staff.
The department would be unable to staff centers/programs/events and do minor repairs to smaller assets such as shelters and playgrounds.
Increase funding for staffing for programs; Additional programs such as special events and community center programs, and a few playground replacements.
Street Maintenance:
Buildings & Logistics: Facility maintenance will cease at City Hall, Police Headquarters, Criminal Justice Complex, Reardon Civic Center, Memorial Hall, and Juvenile Court Building.
Buildings & Logistics: Facility maintenance will cease at Police Headquarters, Criminal Justice Complex, Reardon Civic Center, Memorial Hall, and the Juvenile Court Building.
Street Maintenance: Eliminate 5 Equipment Operator positions, further decreasing street maintenance responsiveness and services, such as pothole patching, snow removal, street debris pickup, emergency response, illegal dumping pick up, sign repairs, street sweeping, and mowing.
Buildings & Logistics: Facility maintenance will cease at Police Headquarters and the Criminal Justice Complex.
Buildings & Logistics: Increased facility maintenance at Police Headquarters and the Criminal Justice Complex.
Street Preservation is at a critical point and requires an annual investment of more than $28 million to get on track, or the road network in Kansas City, Kansas will fail in the next 5-10 years.
A reduction of 16 lane miles from the current 80 lane miles resurfaced every year.
A reduction of 8 lane miles from the current 80 lane miles resurfaced every year.
A reduction of 4 lane miles from the current 80 lane miles resurfaced every year.
Street Preservation is at a critical point and requires an annual investment of more than $28 million to get on track, or the road network in Kansas City, KS will fail in the next 5-10 years.
Street Preservation is at a critical point and requires an annual investment of more than $28 million to get on track, or the road network in Kansas City, Kansas will fail in the next 5-10 years. An increase of 8 lane miles from the current 80 lane miles resurfaced every year.
Street Preservation is at a critical point and requires an annual investment of more than $28 million to get on track, or the road network in Kansas City, Kansas will fail in the next 5-10 years. An increase of 20 lane miles from the current 80 lane miles resurfaced every year.
Street Preservation is at a critical point and requires an annual investment of more than $28 million to get on track, or the road network in Kansas City, Kansas will fail in the next 5-10 years. An increase of 40 lane miles from the current 80 lane miles resurfaced every year.
Playgrounds cannot be replaced
Critical improvements to community centers/Parkwood Pool could be delayed
Failing park trails may not be overlayed
Improvements to the historic Rosedale Arch may occur.
A new pickleball court, similar to the one that was opened at Wyandotte County Lake Park in fall 2023, could be built
Crucial deferred maintenance at community centers can be performed which will allow the facilities to better serve the public