Tonganoxie, Kansas: A Small City with Real Momentum

Tonganoxie sits in Leavenworth County along US-24/US-40, roughly between Lawrence and the Leavenworth/Kansas City corridor. It is no longer just a quiet bedroom community. The city is in an active, deliberate growth phase powered by industrial investment in the Animal Health Corridor, steady residential demand, targeted infrastructure, and coordinated planning. The result is a layered set of opportunities across industrial, residential, commercial, and mixed-use development that few Kansas towns of this size currently offer.

Steady Population Growth and a Changing Profile

Recent certified figures place Tonganoxie’s population in the 6,195–6,208 range, with projections near 6,350 for 2026. That represents roughly 11–13% growth since the 2020 Census (about 5,570–5,590) and more than a doubling since 2000, when the city hovered around 2,700–2,800. Median age sits in the mid-to-late 30s and median household income runs in the $80,000 range. Many residents still commute into the broader Kansas City metro (typical drive times near 30 minutes), yet local employment options are expanding. The city functions as both a residential destination and an increasingly self-contained economic node.

The Industrial Engine: Tonganoxie Business Park

The clearest near-term driver is the Tonganoxie Business Park at 222nd Street and Business Park Drive. Three anchors define it:

• Hill’s Pet Nutrition operates a major “smart factory” wet pet food plant that opened in 2023. The facility (roughly 365,000 square feet on 80-plus acres) represents a capital investment commonly reported in the $250–450 million range. It created 80–100+ jobs, carries an appraisal near $86–89 million, and operates under a 10-year fixed Payment-in-Lieu-of-Taxes (PILOT) agreement. As a significant water user, it also generates meaningful utility revenue for the city. Community benefits include the Hill’s Bark Park.
• DSM-Firmenich (now operating its NextGen Tonganoxie facility) built a nutritional premix plant serving the pet food industry. The roughly $48 million project (approximately 57,000–70,000 square feet) delivered about 28 jobs at an average wage near $71,000. The company used Industrial Revenue Bonds and has the facility completed and operational. Recent reporting notes roughly 20–30 jobs as production ramps toward full capacity.
• Unilock, an earlier tenant, established a regional sales office and outdoor yard for concrete pavers. Its planned manufacturing phase did not proceed; a 2024 amendment released performance obligations after Unilock paid a premium based on updated land values, while the city retained a 10-year right of first refusal.

The park benefits from shovel-ready lots with utilities in place, proximity (2.5 miles north of I-70), access to multiple interstates, a roughly 40-minute drive to KCI, and a labor basin cited around 925,000. It sits squarely in the Kansas City Animal Health Corridor. The city annexed approximately 82 acres nearby to support expansion, and a new Evergy electrical substation on about 14 acres has been approved to strengthen power capacity. Leavenworth County Development Corporation (LCDC) and the Port Authority actively market the park with streamlined permitting and customized incentives.

Opportunity remains for suppliers, logistics operators, light manufacturers, or related processors that can plug into the Hill’s/DSM ecosystem. Additional large tracts near the park and the I-70 corridor continue to be marketed for commercial and industrial use.

Residential Demand Keeps Pace

Housing activity has been robust. Stone Creek (associated with Rausch Coleman Homes and Lennar activity) brought roughly 142–145 homes in two phases on the east side, visible from US-24/40. Prices generally fall in the $250,000–$330,000 range. Permit activity has been strong—nearly 100 permits generating more than $800,000 in fees for building permits, excise tax, and utility taps. Newer multi-family projects have performed well with limited availability.

The city has made housing variety a priority. The Downtown Regulating Plan, advanced through a multi-year process and adopted in late 2025, explicitly supports more residential investment in and around the core. Updated districts (R-DT-1 for lower-scale residential and R-DT-2 for moderate-scale residential plus limited mixed use) encourage walkable housing that reinforces downtown. Additional single-family, townhome, or multi-family opportunities exist on land that infrastructure improvements will unlock, particularly along the southern corridor.

Commercial and Downtown Evolution

Retail remains typical of a Kansas town of this size—convenience-oriented with some specialty and local flavor. Dollar General, gas stations and convenience stores (including a new Casey’s under construction at 24/40 and South Park Drive), fast food, independent eateries, thrift options, hardware, and pharmacies form the base. Cedar Hills Mall, opened around 2025 in a former city maintenance shop on Main Street, added a multi-vendor boutique space. There is no major big-box presence; residents travel to Lawrence, Basehor, or the Kansas City metro for broader shopping.

Highway commercial pads along US-24/40 and sites near the Business Park, Honey Creek Road, and Chieftain Road continue to attract interest, with private listings often priced in the $35,000–$70,000+ per acre range depending on size, corner status, and utility readiness. Downtown itself is the focus of longer-term transformation under the Regulating Plan. Updates strengthen the Historic Business District standards, convert nearby industrial zones to more context-appropriate categories, and emphasize public-space improvements, pedestrian connections, and mixed-use potential.

Infrastructure as the Unlock

The city is investing deliberately to open capacity. The 14th Street / East Street corridor ranks high in the Capital Maintenance and Improvement Plan. Design work is underway (BG Consultants), with surveying progressing in 2026. The project will improve school access and traffic flow while opening hundreds of acres for development through a planned signalized intersection with US-24/40. Utilities have already been extended south toward the Business Park. Additional work includes wastewater treatment improvements, street and sewer maintenance, park upgrades, and Front Street / Ridge Street stormwater, curb, and sidewalk projects. These investments lower barriers for private capital on the southern and eastern edges of town.

Policy Tools and Partnerships

Tonganoxie maintains a formal Tax Abatement Policy (adopted 2017) that typically targets around 45% real property tax abatement for qualifying projects, with possible bonuses and a practical ceiling near 70% for up to 10 years. Industrial Revenue Bonds paired with PILOT agreements have been used effectively (Hill’s fixed 10-year PILOT; DSM IRBs). LCDC and the Leavenworth County Port Authority provide site marketing, incentive packaging, and project facilitation. The city has reduced its mill levy in recent years even as assessed valuation has grown—an indicator of fiscal capacity to support further investment.

Traffic and Market Position

US-24/US-40 carries the bulk of through traffic. Earlier bridge inspection data showed average daily traffic near 8,755 vehicles (with roughly 5% trucks) and projected growth toward 15,000 by the early 2040s. That volume supports highway-oriented commercial uses. Combined with the city’s location—lower-cost housing relative to closer-in suburbs, quality-of-life amenities, and expanding local jobs—Tonganoxie occupies a practical niche on the edge of the Kansas City metro.

Putting It Together

Growth here is intentional rather than uncontrolled. The community previously rejected a large poultry processing proposal and continues to emphasize quality, schools, and compatible development. Leadership—city management, the council, and economic development partners—has aligned infrastructure, zoning, and incentives with private investment.

The highest-potential opportunities right now include additional industrial users or suppliers near the Business Park, residential development as the 14th Street corridor advances, highway commercial pads along 24/40, and downtown mixed-use or housing projects under the new Regulating Plan. For developers and investors, the combination of shovel-ready industrial sites, expanding residential land, active retail pads, and a cooperative local government creates a relatively rare “small-city-with-momentum” profile.

Anyone exploring specific sites or projects would do well to start with City Manager George Brajkovic, LCDC, current land listings near the Business Park and 24/40 corridor, and the city’s published planning documents. Tonganoxie is no longer waiting for growth—it is actively shaping it. 

Topeka and Shawnee County’s multifamily apartment market

 Topeka and Shawnee County’s multifamily apartment market (focusing on larger complexes of roughly 50+ units, not duplexes or fourplexes) is characterized by modest overall stock quality, moderate vacancy in the mid-to-high single digits, limited new construction until recently, and a clear shortage of modern/higher-quality product. The market is slightly tight by local standards, with demand supported by stable employment (government, healthcare/education, and related sectors) outpacing deliveries of new units.

Overall Stock and Inventory

Older city housing analyses (around 2020 data) put Topeka’s market-rate multifamily inventory at roughly 10,300–10,400 units, predominantly traditional garden-style complexes. Structures with five or more units account for a substantial share of renter-occupied housing (around 42% in recent ACS-related figures). Affordable/subsidized stock adds several thousand more units (LIHTC, public housing around 700+, project-based Section 8, etc.), for a combined multifamily total that is meaningful relative to the metro’s size but not expansive by national standards.

The bulk of the stock dates to the 1970s–1990s. Large complexes are concentrated especially in southwest Topeka (e.g., 66614 area) with good highway access. Examples of sizable properties include:

• Residences of Auburn Hills — ~320 units (1970s vintage, renovated in places; 1–3 bedrooms).
• Raintree Apartments — ~344 units (1970s; studios to 2 bedrooms, more affordable positioning).
• Southbrook Apartments & Townhomes — ~242 units (1990s).
• Others in managed portfolios or notable size: Brookfield Village (~160), Crown Colony (~220), Sherwood (~300), Villa West (~308), Misty Glen (~216), Fleming Court (~116), and Mariposa Townhomes (smaller at ~54 but part of the larger managed set).

Newer additions are limited. Wheatfield Village (opened 2023) added 173 units of higher-end product in a mixed-use setting on Fairlawn with resort-style amenities; it commands significantly higher rents and represents one of the few true Class A-leaning options.

Shawnee County dominates local multifamily activity. Outlying parts of the Topeka metro have thinner apartment stock.

Occupancy, Vacancy, and Availability

HUD’s Comprehensive Housing Market Analysis (data as of April 1, 2025, drawing heavily on CoStar) described the apartment market as slightly tight, with a 7.2% vacancy rate in Q1 2025 (down from 7.8% a year earlier). Overall rental vacancy (all types) was 7.4%. A separate Valbridge Property Advisors analysis (around the same period) put overall multifamily vacancy near 8.3% (modestly improved year-over-year), with positive net absorption of about 41 units in the prior year and flat net deliveries. Newer buildings ran ~7.2% vacant; older buildings ~7.1%; Class C higher at ~9.9% with some negative absorption.

This translates to occupancy in the low-to-mid 90s overall. Class A/newer product tends to perform better; older Class C faces more softness. Current listing activity (mid-2026) shows availability at major complexes—multiple units open at places like Auburn Hills, Raintree, and Wheatfield Village—but not an oversupply. Units turn at varying speeds depending on condition, price, and location; well-maintained or renovated product leases more readily.

National multifamily vacancy has been higher in many reports (often mid-to-high single digits or above in some methodologies for 2025–2026), with Sun Belt markets facing more oversupply pressure. Topeka’s Midwest secondary-market position has been more balanced and less volatile.

Quality: Modest Overall, with a Clear Gap at the Top

The stock is predominantly modest (Class B/C garden-style). Many properties have seen partial renovations (updated appliances, flooring, common areas), but the majority lack the finishes, amenities, and scale of modern product. Higher vacancy and weaker absorption in Class C reflect deferred maintenance or functional obsolescence in older buildings.

True Class A is limited. Wheatfield Village is the standout recent delivery (vaulted ceilings, designer kitchens, resort pool, fitness, etc.; studios starting well over $1,300 and 2-bedrooms often $2,000+). Average rents overall have been in the $910–$941 range recently, with Class A closer to $1,290, Class B ~$990, and Class C ~$730 (Valbridge figures; Shawnee County averages higher than outlying counties). Recent rent growth has been solid (5–6% in some periods), stronger than the long-term historical average of ~2%.

The market has long been recognized as short on quality/modern housing. City and state processes for projects like The Hutch explicitly noted a shortage of quality product.

Need, Demand, and Pipeline

Demand is steady rather than explosive—supported by government employment, healthcare/education, and limited household formation/migration pressures—but it has consistently outpaced the thin new-supply pipeline. Rental permits have been low: only ~40 units in the 12 months ending March 2025 (down sharply from prior periods), after a brief 2020–2021 uptick. Historical averages were often in the teens to low dozens annually outside that window.

Key needs include:

• Modern market-rate product (especially downtown and lifestyle-oriented) to attract/retain younger professionals and empty-nesters and support revitalization.
• Quality workforce and affordable units (ongoing LIHTC and related activity addresses part of this).
• Better overall condition and amenities in the aging garden-style inventory.

Notable pipeline (as of 2026):

• The Hutch (Project View) — 192-unit mixed-use “best-in-class”/luxury complex downtown near the Statehouse (studios, 1- and 2-bedrooms; high-end amenities including resort-style heated pool, rooftop lounge with views, fitness, dog facilities, ground-floor retail). Flaherty & Collins; RHID approvals secured; construction targeted for late 2026 with phased delivery over ~20–24 months. Expected to bring meaningful new quality inventory and foot traffic downtown.
• Affordable-focused projects: Union Tower / Union at Tower area (~250 units in SE Topeka, targeting lower AMI levels); additional smaller LIHTC or similar deals (e.g., ~42 units near 37th & Gage; larger ~176-unit efforts); senior-oriented product.
• Other modest activity (e.g., Connect 55+ senior housing).

These will incrementally improve the quality mix but will take time to deliver and lease. Absorption of the new higher-end units will be a key test of depth of demand for premium product.

Bottom Line

Topeka/Shawnee County’s large-apartment stock is functional and occupies reasonably well (mid-to-high 90s occupancy / ~7–8% vacancy range in recent data), with solid rent growth, but it is modest in quality and age profile. Availability exists without being excessive. The clearest need is for more modern Class A/B product and continued attention to affordable/workforce housing. Limited historical construction has left a gap that recent and planned projects (especially The Hutch and Wheatfield Village as benchmarks) are beginning to address. The market remains secondary and relatively stable compared with oversupplied Sun Belt metros, with fundamentals driven more by local employment anchors than rapid population growth.

Data draws primarily from HUD’s 2025 Topeka HMA (CoStar-sourced apartment metrics), Valbridge multifamily analysis, city housing studies, permit data, and current project reporting. Vacancy and rent figures can shift quarter to quarter; local brokers or CoStar/Yardi-level access provide the most granular real-time views on specific complexes.

Broader Context - Here’s everything available on the Tonganoxie Business Park (222nd Street & Business Park Drive, Tonganoxie, KS).

Official Marketing Materials

The primary current marketing piece is an LCDC one-pager (dated mid-2024, still referenced as the active package):

Key claims from the package:

• Home to Unilock, Hill’s Pet Nutrition, and DSM-Firmenich
• Two shovel-ready lots available: 2.18 acres and 10.40 acres
• All utilities in place
• 2.5 miles north of I-70
• Minutes from six interstates
• ~40 minutes from KCI Airport
• 925,000 labor basin
• Located in the heart of the global supply chain and Animal Health Corridor
• Positioned for manufacturing and light industrial companies
• Streamlined permitting + customized incentives available through LCDC

It includes a virtual reality (VR) tour link (referenced as “CLICK HERE” on the PDF). Direct PDF link (publicly available): LCDC Tonganoxie Business Park marketing sheet

An older (2020) YouTube video from Leavenworth County EDC shows early renderings and drone footage of the park when it was still largely available (originally marketed as ~135 acres total with significant acreage open).

Who to Contact (Primary Points of Contact)

These are the two people listed on the official marketing materials and consistently referenced for park inquiries:

1. Lisa Haack Executive Director, Leavenworth County Development Corporation (LCDC) Phone: 913-727-6111 Email: LHaack@LVcountyED.org (also shown as lhaack@LVCountyED.org) LCDC is the lead marketer and first point of contact for site inquiries, RFIs, incentives packaging, and coordination.
2. George Brajkovic City Manager, City of Tonganoxie Phone: 913-845-2620 Email: gbrajkovic@tonganoxie.org Handles city-side issues: land ownership (city owns the park), incentives (tax abatement/IRBs/PILOTs), utilities, annexation, and development agreements.

Recommended approach: Start with Lisa Haack / LCDC for marketing, available inventory confirmation, and incentive discussions. Loop in George Brajkovic early for city-specific details and negotiations. Both appear together on the marketing materials.

Current Anchors / Tenants

• Hill’s Pet Nutrition — Large “smart factory” wet pet food plant (opened 2023). Major capital investment (commonly cited in the $250–450 million range). Created 80–100+ jobs. Appraised around $86 million. Operates under a 10-year fixed PILOT agreement. Significant water user for the city. Community benefit includes the Hill’s Bark Park.
• DSM-Firmenich — Nutritional premix plant serving the pet food industry. ~$48 million investment, roughly 57k–70k sq ft facility, ~28 jobs (average wage cited around $71k). Issued Industrial Revenue Bonds (IRBs). Facility completed and operational.
• Unilock (concrete pavers / hardscape products) — Earlier tenant. Address listed as 22035 Business Park Drive. Operates a regional sales office / outdoor sales yard and related operations. The original development agreement had a manufacturing plant component on the southern portion of their site; later amendments (including a 2024 fourth amendment) addressed performance criteria, with Unilock paying a premium and the city retaining a right of first refusal for a period.

Park Characteristics & Status

• Owned by the City of Tonganoxie.
• Focused on manufacturing and light industrial uses.
• Utilities extended and in place (supported in part by earlier EDA funding for water infrastructure).
• Recent city annexation of roughly 82 acres nearby to support further expansion.
• New Evergy electrical substation approved on a nearby ~14-acre site to improve power capacity.
• Zoning: Business Park District (BP) and related industrial designations appear on the city zoning map.

Available inventory note: The 2024 marketing sheet lists two specific shovel-ready lots (2.18 and 10.40 acres). Availability can change quickly, so confirmation with Lisa Haack is essential. Nearby privately owned commercial/industrial tracts along 222nd Street, Honey Creek Road, and Chieftain Road / US-24-40 are also actively marketed as being adjacent or near the Business Park (various sizes, often $35k–$70k+ per acre depending on location and attributes). These are separate from the city-owned park lots.

Broader Context

The park is the city’s primary industrial economic engine and is repeatedly cited by LCDC and the city as a success story of coordinated economic development (city + LCDC + Port Authority). It sits in the Animal Health Corridor, which has helped attract the Hill’s and DSM projects. The city uses tax abatement policy, IRBs, and PILOT agreements as key tools.

Tonganoxie, Kansas is a growing small city in Leavenworth County, part of the Kansas City metropolitan area. It sits along US-24/US-40, roughly between Lawrence and the Leavenworth/Kansas City area.

Tonganoxie is in an active growth phase, driven by industrial anchors in the Animal Health Corridor, residential demand, targeted infrastructure, and proactive city planning. The combination creates layered opportunities across industrial, residential, commercial, and mixed-use development.

1. Industrial & Manufacturing Momentum (Strongest Near-Term Driver)

The Tonganoxie Business Park (222nd Street & Business Park Drive) is the clear economic engine. Key anchors:

• Hill’s Pet Nutrition — Major “smart factory” wet pet food plant (opened 2023). Investment reported in the $250–450M range; created 80–100+ jobs. Appraised at ~$86M, delivering significant new assessed valuation (and utility revenue as a major water user). Includes a 10-year fixed PILOT agreement and community benefits such as the Hill’s Bark Park.
• DSM-Firmenich — Nutritional premix plant for the pet food industry (~$48M investment, 57k–70k sq ft, ~28 jobs at ~$71k average wage). Issued IRBs; facility completed and operational.
• Unilock (concrete pavers) as an earlier tenant.

Available inventory (as of recent marketing): Shovel-ready lots with utilities in place (examples historically listed at ~2.18 and 10.40 acres). The city annexed roughly 82 acres near the park (between US-24/40 and 222nd Street) to support expansion. A new Evergy electrical substation on ~14 acres nearby has been approved, strengthening power capacity.

Positioning advantages: 2.5 miles north of I-70, access to multiple interstates, ~40 minutes to KCI, and location in the Kansas City Animal Health Corridor / global supply chain. Labor basin cited around 925,000. LCDC (Leavenworth County Development Corporation) and the Port Authority actively market the park with streamlined permitting and customized incentives.

Opportunity: Speculative or build-to-suit light industrial, manufacturing, or distribution that can leverage the Hill’s/DSM ecosystem (suppliers, logistics, related processing). Additional large tracts near the park and I-70 corridor are marketed for commercial/industrial development.

2. Residential Growth — Strong Demand and Expanding Supply

Residential activity is robust and is a stated city priority for attracting/retaining residents across income levels and life stages.

• Stone Creek (Rausch Coleman Homes / associated with Lennar activity): ~142–145 homes in two phases on the east side (visible from US-24/40). Grand opening in late 2024. Prices roughly $250k–$330k range depending on plan and upgrades. Significant permit activity (98 permits generating over $800k in fees for permits, excise tax, and utility taps).
• Newer multi-family projects are performing strongly with limited availability.
• City focus on housing variety (single-family, multi-family, and downtown-compatible options).

The Downtown Regulating Plan (adopted late 2025 after a multi-year process) explicitly supports more residential investment in and around downtown. It updates zoning to R-DT-1 (lower-scale residential) and R-DT-2 (moderate-scale residential + limited mixed-use), enabling walkable housing that strengthens the core.

Opportunity: Additional single-family subdivisions, townhomes, or multi-family on land unlocked by infrastructure (especially the southern corridor). Infill and adaptive projects near downtown under the new regulating standards.

3. Commercial / Retail / Highway Corridor

• US-24/40 corridor: New Casey’s convenience store (~$1.2M) approved and under construction at 24/40 & South Park Drive. Adjacent pad sites (including ~3.5 acres) positioned for fast-casual or similar.
• Multiple commercial land parcels marketed near the Business Park, 24/40, and Honey Creek / Chieftain Road areas (various sizes from ~8–45+ acres; pricing often in the $35k–$70k+ per acre range depending on location, utilities, and corner status).
• Downtown: The Regulating Plan aims to make it a vibrant, walkable mixed-use heart of the community. Zoning updates improve standards for the Historic Business District (HBD), convert adjacent industrial to more compatible “downtown-adjacent industrial” (HBD-I / I-DT), and support better connections to neighborhoods. Public-space improvements (streetscape, pedestrian, parking) are part of the vision.

Opportunity: Highway-oriented commercial pads, service retail, restaurants, and specialty uses. Downtown mixed-use, boutique retail, or residential-over-commercial leveraging the new form-based/regulating approach.

4. Infrastructure That Unlocks Land

The city is deliberately investing to open capacity:

• 14th Street / East Street corridor — High priority in the Capital Maintenance and Improvement Plan (CMIP). Design work authorized (BG Consultants); surveying underway in 2026. Extends from near the elementary school area south to a planned signalized intersection with US-24/40. Expected to improve school access/traffic flow and open hundreds of acres for development. Utilities (water/sewer) already extended south toward the Business Park. KDOT coordination required.
• Ongoing wastewater treatment plant improvements, street/sewer maintenance, and park upgrades (Gallagher Park stage, Stone Creek neighborhood park, etc.).
• Front Street / Ridge Street improvements (stormwater, curb, sidewalk).

These projects reduce barriers for private investment on the southern and eastern edges.

5. Incentives and Local Support Environment

• City has a formal Tax Abatement Policy (adopted 2017): Typically targets ~45% real property tax abatement for qualifying projects (manufacturing, etc.), with potential bonuses for capital investment and municipal water use. Maximum generally capped (policy language around 70% for up to 10 years).
• Active use of Industrial Revenue Bonds (IRBs) paired with PILOT agreements (Hill’s fixed 10-year PILOT; DSM IRBs).
• Strong partnership with LCDC and the Leavenworth County Port Authority for site marketing, incentives packaging, and project facilitation.
• City has reduced its mill levy over recent years while growing assessed valuation — a sign of fiscal health supporting further investment.

Overall Trajectory and Strategic Fit

Population has grown roughly 10%+ over five years and continues climbing (estimates in the 6,200–6,350 range). The city benefits from being a lower-cost, high-quality bedroom community within commuting distance of Kansas City, Lawrence, and Topeka, while industrial jobs are increasingly available locally.

Growth is deliberate rather than uncontrolled: the community previously rejected a large poultry plant and emphasizes quality-of-life amenities, schools, and compatible development. Leadership (city manager, council, and economic development partners) is actively aligning infrastructure, zoning, and incentives with private investment.

Highest-potential opportunity areas right now:

• Additional industrial users or suppliers in/near the Business Park.
• Residential (especially once 14th Street advances).
• Highway commercial pads along 24/40.
• Downtown mixed-use and housing under the new Regulating Plan.

For a real estate or development perspective, the combination of shovel-ready industrial sites, entitled or soon-to-be-accessible residential land, active retail pads, and a cooperative local government creates a relatively rare “small-city-with-momentum” profile on the edge of the Kansas City metro. Contacting City Manager George Brajkovic, LCDC, or reviewing current land listings near the Business Park and 24/40 corridor would be logical next steps for specific site or project exploration.

Population

Recent figures show steady growth:

• Kansas certified estimates put the city population at approximately 6,195–6,208 (mid-2020s data, with slight variations by source and exact date).
• World Population Review projects around 6,350 for 2026.
• 2020 Census: roughly 5,573–5,591.
• It has more than doubled since 2000 (when it was around 2,700–2,800) and grown substantially since 2010 (~5,000).

Median age is in the mid-to-late 30s (around 36.8). Median household income is roughly $80,000 range (higher than some earlier ACS figures). It functions as a bedroom community with many residents commuting into the broader Kansas City metro (average commute often cited around 30 minutes).

Economy and Industry

Tonganoxie combines local employment with commuting to the Kansas City area. Key sectors for residents include educational services, retail trade, and health care & social assistance. Manufacturing has grown in importance with recent industrial investment.

It has a business/industrial park presence (including the Urban Hess Business Center / UHBC area) that hosts light manufacturing and related firms providing over 100 jobs combined in some reports, plus tax base benefits.

Major recent industrial development: Hill’s Pet Nutrition (a Colgate-Palmolive division) opened a large “smart factory” wet pet food plant in 2023. The facility is approximately 365,000 square feet on 80+ acres, produces 170+ varieties of canned pet food (including Science Diet and Prescription Diet lines), uses advanced automation/AI/robotics, and achieved LEED Gold certification. It created roughly 80–100+ jobs and represented a major capital investment (reported in the hundreds of millions). A supplier (DSM-Firmenich) has also been linked to the site.

Peruvian Connection (high-end artisan apparel, knitwear, accessories, and home décor sold primarily via catalog, online, and limited stores) is headquartered on a family farm property in/near Tonganoxie. It is a significant local employer with operations in design, warehouse/fulfillment, customer service, and administration (employee counts commonly cited in the 100–140+ range for the local operation; company-wide larger).

Other noted employers include the City of Tonganoxie, First State Bank & Trust, Legend Healthcare, construction firms, and various smaller manufacturers and service businesses.

Biggest employer: Tonganoxie USD 464 (the public school district) is consistently listed as the largest with around 310 employees.

Note: A proposed large Tyson Foods chicken processing plant was canceled around 2017 after local opposition.

Retail

Retail is typical of a small Kansas town of this size — oriented toward convenience, local needs, and some specialty rather than large regional shopping:

• Dollar General.
• Convenience stores/gas stations and small grocery/country mart operations (e.g., Casey’s, B&J Country Mart / similar, Cenex/Phillips 66-type sites).
• Fast food and local eateries (Sonic, Subway, Domino’s, and independent spots).
• Thrift/consignment (Good Shepherd Thrift Shop & Food Bank and others).
• Boutiques, specialty, and multi-vendor spaces. A notable recent addition is Cedar Hills Mall (opened around 2025 on Main Street in the former city maintenance shop area) — a boutique-style multi-vendor mall with dozens of vendor spaces for gifts, clothing, decor, food items, and more.
• Hardware, flooring/carpet, pharmacies/drugstores, and other local service-retail.
• Peruvian Connection’s presence is significant economically but functions primarily as a headquarters/fulfillment/online/catalog operation rather than a traditional public storefront retail destination.

Downtown has an active revitalization focus (see future section). There is no major big-box retail or large shopping center; residents often travel to Lawrence, Basehor, or the Kansas City metro for broader options.

Traffic / Drive-By Volume

US-24/US-40 is the primary highway corridor running through/near the city and carries the bulk of through traffic. One specific data point from a US-24 bridge inspection report near Tonganoxie showed an Average Daily Traffic (AADT) of 8,755 vehicles (2020 data, with ~5% trucks) and a projected future AADT of about 15,210 by 2042.

This represents meaningful regional through-traffic (connecting the Lawrence/Topeka side toward Leavenworth and the northern Kansas City metro), supporting highway-oriented commercial potential. Local streets and arterials add additional volume from residents and nearby rural areas. Exact current KDOT flow-map numbers for the precise segments through town can vary by year and location, but the corridor is solid for a community of this size.

Future Outlook

The trajectory is positive and growth-oriented:

• Continued residential expansion (examples include subdivisions such as Stone Creek with significant building permit activity from builders like Lennar/Rausch Coleman).
• Industrial and business-park development (Hill’s plant as an anchor, ongoing activity in the business park, utility/infrastructure support including a new electrical substation nearby).
• Downtown Regulating Plan (process started ~2024, adopted/advanced in 2025) focused on strengthening the historic business district as a walkable, mixed-use heart of the community. It includes zoning updates (Historic Business District refinements and conversion of nearby industrial areas to more context-appropriate standards), public-realm improvements, better connections to surrounding neighborhoods, and strategies for incremental-to-long-term investment.
• Broader planning via the city’s comprehensive plan framework (Vision 2020 roots with updates), capital improvement priorities (streets, utilities, etc.), and partnerships with the Leavenworth County Development Corporation (LCDC) and Leavenworth County Port Authority for economic development.
• Population growth, rising home values, school district presence, and relative affordability/quality of life compared with core Kansas City suburbs position it well for continued in-migration of families and selective business attraction.

Challenges typical of growing small towns (infrastructure keeping pace, balancing growth with community character) exist, but local government and economic development partners are actively managing them. The community has shown selectivity (e.g., rejecting the large poultry plant) in favor of higher-quality or more compatible development.

Other Key Facts

• Government: Modified council-manager form (mayor + council).
• Education: Tonganoxie USD 464 (elementary, middle, and high school; Chieftains/Warriors/Braves mascots; roughly 1,900–2,000 students in recent data).
• History: Platted 1866 and named after a Delaware Tribe chief (the name relates to “shorty”); incorporated 1871.
• Active local business association and chamber-type efforts supporting networking and promotion.

Tonganoxie is evolving from a quieter rural/small-town community into a more dynamic edge community of the Kansas City metro while trying to retain local character. The combination of highway access, recent industrial investment (especially Hill’s), residential growth, and downtown planning efforts points to continued expansion in population, employment base, and commercial activity over the next decade. For the absolute latest traffic counts, building permits, or development pipeline details, checking the City of Tonganoxie website, Leavenworth County resources, or KDOT traffic maps is recommended, as these update periodically.

Tonganoxie operates under a modified council-manager form of government.

Structure

The Governing Body consists of:

• One Mayor
• Five City Council members

All are elected at-large (citywide, not by district) to staggered four-year terms. Terms officially expire on the second Monday in January.

This is described by the city as a “modified” version of the classic council-manager system common in many U.S. municipalities. The elected officials set policy; a professional City Manager runs day-to-day operations.

Roles

Mayor

• Chairs all public City Council meetings and guides the agenda.
• Makes recommendations for key appointments (Municipal Court Judge, City Attorney, and members of boards/commissions such as the Planning Commission and Library Board), which require City Council confirmation.
• Does not typically vote on agenda items except to break a tie.
• Serves as the ceremonial and meeting-leadership head of the city.

City Council

• Provides policy direction through ordinances and resolutions.
• Approves the annual budget, major contracts, and appointments.
• Engages the community via committees, advisory boards, and commissions.
• Members serve part-time/volunteer-style; they are not full-time administrators.

City Manager

• Full-time professional chief executive/administrative officer.
• Appointed by the Mayor with the advice and consent of the City Council; serves at the pleasure of the Council.
• Responsible for day-to-day operations of all city departments and services (police, fire, public works, utilities, planning, finance, parks, etc.).
• Prepares the annual budget for Council consideration and approval.
• Hires, supervises, and can remove most department heads and staff (with limited exceptions such as the Municipal Judge and City Attorney).

There is also an Assistant City Manager who supports the City Manager.

Current Officials (as of early 2026)

• Mayor: David Frese (term expires January 2028)
• City Council:
  • Jacob (Jake) Dale — term expires January 2028
  • Jennifer McCutchen — term expires January 2028
  • Loralee Stevens — term expires January 2030 (re-elected in 2025)
  • Rebecca (Becca / Skeet) Grube — term expires January 2030
  • Rev. Matthew (Matt) Wilke — term expires January 2030

(Chris Donnelly and Matt Partridge’s terms ended in early 2026 following the November 2025 election.)

• City Manager: George Brajkovic (in the role since March 2017; previously Director of Economic Development for the Unified Government of Wyandotte County / Kansas City, KS).
• Assistant City Manager: Dan Porter.

Meetings and Process

Regular City Council meetings are held on the 1st and 3rd Monday of each month at 7:00 p.m. Agendas and packets are posted in advance on the city website; meetings are often live-streamed on the City of Tonganoxie’s YouTube channel.

Background Note

In 2013, after the population exceeded 5,000, Tonganoxie transitioned from a City of the Third Class to a City of the Second Class under Kansas law (Governor Sam Brownback signed a proclamation recognizing this). The current modified council-manager structure has been in place and is documented in city materials and the municipal code.

This setup is designed so elected officials focus on policy and representation while a trained professional administrator handles operational management and continuity. For the absolute latest roster or meeting details, the official city website (tonganoxie.org) is the best source, as elections can change membership.

Tonganoxie Economic Development Efforts – Investigation Summary

Tonganoxie does not run a large standalone economic development department. Instead, it uses a collaborative, multi-partner model that pairs local city leadership with county and regional organizations. This structure has produced measurable results, particularly in industrial development.

Primary Players

Organization	Role in Tonganoxie	Key Contact / Notes
City of Tonganoxie	Local policy, incentives, infrastructure, annexations, and project negotiations	City Manager George Brajkovic (913) 845-2620
Leavenworth County Development Corporation (LCDC)	Lead point of contact for business attraction, retention, and expansion in Tonganoxie and Leavenworth County	(913) 727-6111 lvcountyed.org
Leavenworth County Port Authority (LCPA)	Owns/develops industrial property; markets parks; issues or facilitates incentives; staffed by LCDC	Supports Tonganoxie Business Park and Urban Hess Business Center
Regional partners	Mid-America Regional Council (MARC) and Kansas City Area Development Council (KCADC)	Broader marketing and regional site selection support

The city’s official economic development page directs businesses seeking incentives or expansion assistance to call either City Hall or LCDC.

Core Strategies and Tools

1. Business Park Development
   • Tonganoxie Business Park (222nd St & Business Park Drive) is the flagship industrial site. It is marketed as shovel-ready with utilities in place, located 2.5 miles north of I-70, within the Animal Health Corridor, and with access to a large labor basin.
   • Anchors: Hill’s Pet Nutrition (major wet pet food “smart factory”), DSM-Firmenich (premix plant), and Unilock.
   • Additional land has been annexed near the park to support further growth. A new electrical substation nearby strengthens infrastructure capacity.
2. Urban Hess Business Center (UHBC)
   • Port Authority-owned multi-building complex (~92,000 sq ft).
   • Serves as a lower-cost, flexible space for growing small and mid-sized businesses (examples: HMC Performance Coatings, Mid Star Lab, County Road Brewing, and others).
   • Generates meaningful property tax revenue and supports more than 100 jobs.
3. Incentives
   • City Tax Abatement Policy (adopted 2017): Typically targets ~45% real property tax abatement for qualifying projects, with possible bonuses up to a policy maximum (generally capped around 70% for up to 10 years).
   • Industrial Revenue Bonds (IRBs) paired with Payment-in-Lieu-of-Taxes (PILOT) agreements are actively used (Hill’s received a 10-year fixed PILOT; DSM received IRBs).
   • Sales tax exemptions on construction materials are commonly available through IRBs.
   • Customized packages are negotiated project-by-project with city and LCDC/LCPA involvement.
4. Infrastructure Investment to Enable Growth
   • Past federal EDA funding helped build water infrastructure supporting the Business Park.
   • Ongoing city investments (utility extensions south to the park, wastewater improvements, the planned 14th Street / East Street corridor) aim to open additional developable land.
5. Business Retention & Small Business Support
   • LCDC works with existing employers.
   • UHBC functions as an entrepreneurial/incubator-style space.
   • Local business association and chamber-type groups participate in networking and advocacy.

Documented Results

• Hill’s Pet Nutrition plant: Major capital investment (reported in the hundreds of millions), 80–100+ jobs, significant new assessed valuation (~$86M appraisal cited), and long-term PILOT payments to local taxing jurisdictions.
• DSM-Firmenich: ~$48M investment, ~28 jobs.
• Population growth and residential development (e.g., Stone Creek) are cited by economic development partners as downstream benefits of industrial investment.
• County-level data (LCDC/LCPA) show hundreds of jobs and hundreds of millions in announced capital investment facilitated across Leavenworth County in recent years, with Tonganoxie as a prominent success story.

Positioning and Messaging

LCDC markets Leavenworth County (including Tonganoxie) around:

• Proximity to six interstates and KCI
• Animal Health Corridor location
• Right-to-work state
• Available shovel-ready sites
• Streamlined permitting and customized incentives

The city emphasizes quality growth and partnership rather than pure volume. It has previously declined large projects that did not fit community preferences (e.g., the earlier Tyson proposal).

Current Status & Observations

• Economic development is active and results-oriented, especially on the industrial side.
• Success depends heavily on the city–LCDC–Port Authority partnership. City Manager Brajkovic sits on the LCDC board, ensuring direct coordination.
• Recent activity includes ongoing marketing of remaining Business Park lots, infrastructure planning to unlock more land, and a county-level education campaign about the value of sustained economic development investment.
• Challenges include funding stability for LCDC/LCPA (cities contribute annually; county support has faced discussion) and competition from other Kansas City-edge communities.

Bottom line: Tonganoxie’s economic development efforts are pragmatic, partnership-driven, and focused on industrial/manufacturing attraction (particularly Animal Health Corridor opportunities) supported by targeted infrastructure and incentives. The model has delivered high-profile wins (Hill’s and DSM) and supporting small-business space while helping drive broader residential and commercial growth.

Key next steps for deeper investigation or engagement:

• Contact LCDC (Lisa Haack or main line) or City Manager George Brajkovic for current site availability, incentive guidelines, or project discussions.
• Review the Tonganoxie Business Park marketing materials and the city’s Tax Abatement Policy.
• Check recent City Council packets and LCDC annual reports for the latest project pipeline.

Would you like this formatted as blog-ready notes, expanded with specific incentive policy details, or focused on a particular aspect (e.g., available sites, incentive structure, or comparison to other Leavenworth County cities)?

Average age of 1st time home buyer.........

Around the mid-30s, according to most transaction- and credit-based data sources (typically median 32–35), though the widely cited National Association of Realtors (NAR) survey puts it higher at 40.

Key recent figures:

• Redfin (using U.S. Census Bureau Current Population Survey data): Median age of first-time buyers was 35 in 2025 (down slightly from 36 in 2024; it had peaked near 38 around 2018).
• AEI / New York Fed Consumer Credit Panel (based on credit reports and mortgage data): Median around 33–34 recently (e.g., 33 in Q1 2026, down from 34 earlier; average/mean closer to 36). Full-year 2025 median was about 34, little changed from prior years and similar to levels seen in the 2000s.
• National Mortgage Database / Cotality and similar loan-based sources: Often around 32–33.
• NAR 2025 Profile of Home Buyers and Sellers (survey of recent buyers, covering roughly mid-2024 to mid-2025): Median age 40 (an all-time high in their series), with first-time buyers making up a record-low 21% of the market.

The gap mainly comes from methodology. NAR relies on a voluntary survey with a low response rate (~3.5%), which analysts say underrepresents younger buyers. Data drawn from actual closed loans, credit files, or broader Census samples consistently show younger medians and less dramatic aging over time.

In short, while homeownership is delayed relative to past decades (when first-time buyers were more often in their late 20s), the typical age today is most reliably placed in the mid-30s rather than 40, with some modest improvement in the most recent data as rates and inventory conditions eased slightly. Figures can vary by metro (higher in high-cost coastal markets, lower in more affordable areas).

 

Fw: topeka

Let me know if you want to showing  (see it)

---

From: Shawn Krisher <shawn.krisher@legacypro.com>
Sent: Monday, June 29, 2026 10:25 AM
To: Henry McClure <mcre13@gmail.com>
Subject: Re: topeka

 

Henry,

This is what the current tenant is paying.  What would you like to pay?

Shawn

	QUICK SEND
6,710	Per SQFT	Total Monthly
Net Rent	$                  15.67	$          8,762.14
Common Area Maintenance	$                     2.50	$          1,397.92
Property Tax	$                     4.30	$          2,402.36
Insurance	$                     0.47	$               262.81
Management Fee	$                     0.69	$               384.76
Total	$                  23.62	$       13,209.98

Shawn Krisher Regional Vice-President | Leasing and Acquisitions Legacy Commercial Property shawn.krisher@legacypro.com (847) 400-7320 | www.legacypro.com

On Jun 28, 2026, at 7:52 PM, Henry McClure <mcre13@gmail.com> wrote:

You don't often get email from mcre13@gmail.com. Learn why this is important

Can we do a deal with a church 

Retail | 1 space available | 6,710 SqFt

We have money - make a fair deal

Henry McClure 

Time Kills Deals 

785.383.9994

444

Bottom line: Kansas isn’t a disaster

Kansas faces real challenges in population dynamics, economic growth, and some quality-of-life metrics, though it also shows strengths like low unemployment, solid fiscal recovery under current leadership, and middling-to-decent national rankings overall.

Here’s a data-driven deep dive with roughly ten key points highlighting struggles (sourced from Census, BEA, rankings, etc.). These are framed around your request for “stats that make Kansas look bad” and reasons tied to leadership critiques, but context matters—many issues are long-term structural (rural decline, agriculture dependence) rather than solely gubernatorial. Current Governor Laura Kelly (D, in office since 2019, re-elected 2022) has presided over post-Brownback recovery, budget surpluses, and economic development wins, but critics point to persistent out-migration and middling growth.

1. Slow Population Growth and Rural Decline

Kansas population is ~2.94–2.97 million (34th in U.S.). It grew only 0.4% from 2024–2025 (+12k residents, mostly via international immigration), and saw a slight dip earlier (e.g., -932 in 2022). Over the longer term (2015–2025), growth was just 1.9%. Many rural counties lost population—78 of 105 counties declined 2020–2022. Urban areas like Johnson County grow, but Topeka, Wichita, and others have seen losses.

This fuels arguments for better economic/leadership strategies to retain residents.

2. Persistent Net Domestic Out-Migration

Kansas has experienced net domestic migration losses for years: ~ -23,923 (2020–2024 period, ranked 36th). Over 30 years, significant AGI (adjusted gross income) loss—nearly $8 billion cumulatively, with ongoing annual losses (e.g., $361 million in one recent year). People leave for lower-tax or higher-opportunity states like Texas, Florida, Arizona; gains often come from high-tax states but don’t offset.

This is a classic “voting with feet” critique often leveled at state policy.

3. Lagging Economic Growth and GDP

Kansas GDP growth has been modest. Annualized ~1.0% over recent five years (ranked ~36th). Real GDP growth has trailed national averages and peers in some periods. Per capita personal income ~$68k (27th, below national ~$72k). Median household income ranks ~34th.

Economy ranks around 34th in some U.S. News assessments.

4. Middling Overall State Rankings

• U.S. News Best States: ~25th overall. Economy #34, Health Care #33, Crime & Corrections #35, Fiscal Stability #32. Stronger in Education (#18) and Infrastructure.
• WalletHub Best States to Live In: ~23rd (affordability 26th, economy 27th, education/health 27th).
• Economic Outlook (Rich States, Poor States): Around 27–30th range.

Not “worst,” but not competitive with top growth states.

5. Education Mixed but with Historical/Outcome Concerns

Kansas often ranks decently in attainment/graduation, but NAEP/test scores have lagged in some areas historically (e.g., mid-teens to low 30s in older data). K-12 achievement has been graded D in past Quality Counts reports. Rural school funding and outcomes remain pressure points.

Critics tie this to long-term policy fights (e.g., post-Brownback funding battles).

6. Health and Demographic Challenges

Life expectancy ~76.5 years (below top states). Infant mortality and premature death metrics vary but contribute to middling health rankings (#33 in some). Obesity and rural healthcare access issues persist. Poverty rate ~11.3–11.7% (better than national but still affects hundreds of thousands).

7. Brain Drain and Talent Retention

Out-migration of younger, higher-earning residents exacerbates aging population and skills gaps. While manufacturing/agriculture are strong, diversification lags in high-growth tech/innovation sectors.

8. Tax Competitiveness and Business Climate

Kansas ranks ~23rd–26th in tax competitiveness (improving with recent changes like food tax phase-out). Critics argue higher effective burdens or policy instability (Brownback era scars + current spending) drive out-migration. Business friendliness middling (CNBC ~29th overall in one report).

9. Rural-Urban Divide and Infrastructure Strain

While infrastructure ranks well in spots (e.g., top 5–10 in some), vast rural areas face depopulation, hospital closures risks (pre-Medicaid expansion debates), and broadband gaps. 105 counties create governance challenges.

10. Long-Term Fiscal and Growth Trajectory

Despite surpluses under Kelly, per capita growth trails national in income/GDP over decades. Reliance on agriculture/manufacturing exposes to commodity cycles. Projections show modest growth (to ~3.4M by 2070s), but below dynamic Sun Belt peers.

Bottom line: Kansas isn’t a disaster—low unemployment (~2.7–3.7%), budget balancing, and economic development wins (billions invested, jobs announced) are positives under current leadership. But slow growth, net out-migration of talent/income, and middling national standings provide ammunition for “new leadership” arguments, especially from those prioritizing aggressive tax cuts, deregulation, or rural revitalization. Many issues predate any one governor and tie to broader Midwest/rural America trends. For a full picture, compare to high-growth states like Texas or Florida on migration and GDP per capita

RHG is an experienced, midsized nonprofit affordable housing developer with a 30+ year track record.

Resource Housing Group, Inc. (RHG) is a legitimate Atlanta-based 501(c)(3) nonprofit organization that specializes in developing, owning, and operating affordable housing properties (primarily using Low-Income Housing Tax Credits/LIHTC and other public incentives). It also develops some market-rate, senior/memory care, build-to-rent, and single-family projects.

History and Founding

RHG was incorporated in 1994 as a Georgia corporation and received 501(c)(3) tax-exempt status in March 1995 (EIN: 58-2131548). It grew out of an affiliated multistate nonprofit healthcare system founded in 1987 by Bryant G. Coats. That larger organization (collectively referred to as RHA) expanded into housing alongside healthcare facilities. In October 2015, the healthcare division was sold to a private equity firm (at the time it served over 10,000 people daily, generated >$260 million in annual revenue, and employed >5,000 people across 9 states). After the sale, RHG focused even more intensely on affordable housing development.

Mission

RHG’s stated mission is “to provide low to moderate-income individuals and families with quality, secure, and affordable housing in underserved areas.” The organization emphasizes that affordable housing supports social stability, economic value, community well-being, and family advancement. It notes the severe national shortage (only ~30 affordable units available per 100 extremely low-income Americans) and aims to expand supply in new markets.

Portfolio and Operations

• Track record: Developed 50+ properties totaling over 6,000 residential units historically. Another 500+ units are currently in planning or construction.
• Current portfolio: Owns/operates ~50+ properties with over 4,200 units under active asset management (across 8–11 states).
• Markets: Georgia, Alabama, Louisiana, Tennessee, North Carolina, South Carolina, Virginia, Kansas, Missouri, Oklahoma, and Arizona.
• Project types: Primarily affordable multifamily (income-restricted), but also memory care/assisted living, build-to-rent, market-rate multifamily, and single-family communities. They emphasize data-driven site selection, tailored design, creative financing (LIHTC, bonds, grants), and long-term performance/value retention.

RHG works closely with state housing finance agencies, local governments, lenders, equity investors, and partners on tax-credit applications and incentives (exactly as seen in the Topeka and Lawrence, KS projects).

Leadership Team (Key Members)

• Bryant G. Coats — Founder, Chairman & Co-Chief Executive Officer. Long-time leader in nonprofit housing and healthcare development; serves on boards of Shepherd Center Hospital (Atlanta) and the Georgia Affordable Housing Coalition; University of Alabama President’s Cabinet member.
• Chase Northcutt — Co-Chief Executive Officer & President. Joined in 1995; oversees multifamily development, financing, LIHTC applications, construction, and operations. Auburn University graduate (B.S. Hospital Administration); Atlanta resident.
• Nathan Farmer — Chief Financial Officer (since 2021). MBA from University of Georgia; previously CFO of Routematch Software (sold to Uber).
• Samit Patel — Vice President of Asset Management. Oversees day-to-day operations of the entire ~4,200-unit portfolio. East Carolina University accounting graduate.
• Sam Coats — Vice President of Development (the representative who presented the Topeka 37th & Gage project to Shawnee County commissioners). Handles new project origination, government/agency coordination, and construction stabilization. University of Alabama graduate; joined RHG in 2019.
• Mike Douglass — Vice President of Construction (joined 2024). Leads design/entitlement/construction; LEED Accredited Professional; Auburn University graduate; prior experience with large-scale multifamily and military housing redevelopment (>$1B in projects).

Financial Snapshot (from ProPublica/IRS Form 990 data)

As a development-focused nonprofit, RHG’s revenue fluctuates with project closings, tax-credit syndications, and contributions. Recent years show strong net-asset growth:

• 2024: Revenue ~$7.2M; Net assets ~$69.4M; Total assets ~$76.7M.
• 2023: Revenue ~$20.4M; Net assets ~$63.8M.
• 2022: Revenue ~$2.7M; Net assets ~$44.0M.

Key officers (Coats and Northcutt) receive compensation through related organizations/affiliates (common structure in this sector), but the core nonprofit reports low direct overhead. No major red flags or controversies appear in public records.

Connection to Topeka / Kansas

RHG is actively expanding into Kansas. The 37th & Gage (Peaks of Topeka / Peaks of Gage) 42-unit project is one of their current LIHTC deals (~$12M total, with Shawnee County revenue bonds approved in April 2026). They are also advancing a senior housing project in Lawrence (“The Peaks of Lawrence”). Sam Coats (VP Development) has been the primary point person in local presentations.

Headquarters/Contact: 3350 Riverwood Parkway SE, Suite 800, Atlanta, GA 30339 | Website: rhgroup.org (clean, professional site focused on development expertise).

In short, RHG is an experienced, midsized nonprofit affordable housing developer with a 30+ year track record, multi-state footprint, and a clear focus on LIHTC-driven projects—just like the one proposed for Topeka. If you want specifics on their other Kansas projects, financial filings, or a particular leader/property, let me know!