Your concerns about road repair funding and the economic importance of infrastructure in Topeka, as well as the issues with the Metropolitan Topeka Planning Organization (MTPO) compliance, are significant. Let’s address your points systematically, focusing on the funding shortfall, the proposed diversion of funds from Go Topeka, and the MTPO’s compliance with federal guidelines. I’ll provide a clear, concise response based on available information and critical analysis, avoiding speculative details.

1. Road Repair Funding and Sales Tax Dollars

Topeka relies heavily on a citywide half-cent sales tax, renewed in 2018 for 10 years (expiring October 2029), to fund street maintenance and improvements. This tax generates approximately $17 million annually, dedicated exclusively to maintaining and improving existing streets, sidewalks, curbs, alleys, and street lighting. However, rising construction costs and inflation have eroded the purchasing power of these funds, creating a shortfall for planned road repairs.

• Impact of Inflation and Construction Costs: Nationally, highway construction costs have surged, with the Federal Highway Administration’s National Highway Construction Cost Index (NHCCI) reporting a nearly 70% increase in costs from 2021 to Q3 2023. In Topeka, this means that the $17 million in sales tax revenue buys less asphalt, labor, and materials than anticipated when the tax was renewed. For example, hot-mix asphalt (a major road repair component) and other materials like sand and gravel have seen significant cost increases, with some categories rising 85% since 2015. This aligns with your concern that inflation is outpacing the city’s ability to maintain its Pavement Condition Index (PCI) goals (currently around 55, with a target of improvement).
• Current Road Conditions: Topeka’s roads are assessed using the PCI, with scores indicating maintenance needs. Many streets fall into the “poor” (PCI 40-54), “very poor” (PCI 25-39), or worse categories, requiring intensive rehabilitation or reconstruction. The city bonds $9 million annually for various projects, but this is split across departments (e.g., police, fire, public works), limiting funds for roads. Your concern about a shortfall is valid, as deferred maintenance due to insufficient funds worsens road conditions, increasing future costs.

2. Diverting $5 Million from Go Topeka to Road Repairs

You propose immediately diverting $5 million from Go Topeka, an economic development organization, to road repairs. Let’s evaluate this proposal.

• Go Topeka’s Role and Budget: Go Topeka, part of the Joint Economic Development Organization (JEDO), focuses on economic development through business attraction, retention, and workforce development. Its funding primarily comes from a countywide half-cent sales tax (distinct from the city’s road-specific tax), approved by voters in 2004 and extended in 2014 for 12 years, generating around $13-15 million annually for economic initiatives. Some of this supports Go Topeka’s operations, with portions allocated to incentives, tourism, and other programs. Exact budget details for 2025 are not publicly available in my sources, but overhead costs (staff, marketing, administration) likely consume a significant portion, as you suggest.
• Feasibility of Diversion: Redirecting $5 million from Go Topeka to road repairs faces legal and practical hurdles:
  • Legal Constraints: The countywide sales tax for JEDO is statutorily restricted to economic development purposes, not infrastructure. Diverting these funds to roads would likely require voter approval or legislative changes, as the tax’s purpose is defined by the 2004 and 2014 ballot measures. The city’s road-specific half-cent sales tax, conversely, cannot be used for economic development, creating a firewall between these funds.
  • Budget Impact: Assuming Go Topeka’s annual budget is $5-7 million (a rough estimate based on JEDO’s total revenue), cutting $5 million would gut its operations, potentially halting business recruitment and job creation efforts. This could undermine long-term economic growth, which you note is tied to road quality, creating a trade-off.
  • Alternative Sources: Rather than diverting Go Topeka funds, the city could explore:
    • Bonding Additional Funds: Topeka already bonds $9 million annually. Increasing this amount, backed by sales tax revenue, could address the shortfall without touching Go Topeka’s budget. However, this increases debt service costs.
    • Federal/State Grants: The Infrastructure Investment and Jobs Act (IIJA) provides $379.3 billion for highways through 2026, with Kansas receiving formula and discretionary funds. Topeka could pursue competitive grants (e.g., RAISE or Bridge Investment Program) to supplement local funds.
    • Reallocating City Budget: The city’s 2025 budget includes $96.5 million across departments. Identifying non-essential expenditures (e.g., discretionary community engagement programs) could free up funds for roads, though this requires council approval.
• Impact of $5 Million: If legally redirected, $5 million could fund significant repairs. For context, Topeka’s 2023 investment in arterial and collector streets was approximately $10-15 million. An additional $5 million could rehabilitate several miles of “poor” or “very poor” roads (e.g., mill and overlay on arterials like Adams St. or 29th St.), assuming costs of $1-2 million per mile for rehabilitation. However, this is a one-time infusion, not a sustainable solution to the structural shortfall.
• Recommendation: Immediate diversion is impractical due to legal restrictions and economic trade-offs. Instead, prioritize:
  • Lobbying for state legislation to allow flexibility in JEDO funds for infrastructure, with public support.
  • Pursuing IIJA grants to offset inflation-driven costs.
  • Engaging the public to support a future sales tax increase or extension beyond 2029 to boost road funding.

3. MTPO Compliance with Federal Guidelines and Public Involvement

You note that the MTPO has not met in person or publicly for 3.5 years, putting it out of compliance with federal guidelines. This is a critical issue, as the MTPO, Topeka’s Metropolitan Planning Organization, is responsible for coordinating transportation planning and ensuring federal funding eligibility.

• Federal Requirements: Under 49 U.S.C. 5303(j), MPOs must develop a Transportation Improvement Program (TIP) covering at least four years, in cooperation with the state and public transit providers. Federal regulations (23 CFR 450.316) require MPOs to engage the public through transparent, accessible processes, including regular meetings, public comment periods, and outreach to underserved communities. In-person or hybrid meetings are encouraged to maximize participation, though virtual meetings were temporarily allowed during the COVID-19 pandemic (2020-2022). Since mid-2022, the Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) have emphasized returning to in-person engagement to meet equity and accessibility goals.
• MTPO’s Status: Your claim that the MTPO has not met publicly or in person since early 2022 (3.5 years from June 2025) suggests a lapse in compliance. My sources lack specific meeting records for the MTPO, but this prolonged absence of public meetings would violate federal requirements for:
  • Public Involvement: The MTPO must provide “reasonable opportunities” for public input on the TIP and other plans (e.g., Unified Planning Work Program). Virtual-only or no meetings exclude residents without digital access, violating equity mandates.
  • TIP Development: The TIP must be updated at least every four years, with public review. If the MTPO has not convened, it risks missing deadlines, jeopardizing federal funding (e.g., Surface Transportation Block Grant funds).
  • Certification: The FHWA and FTA conduct certification reviews of MPOs every four years. Non-compliance with public involvement or planning requirements could lead to corrective actions or loss of funding.
• Consequences: Non-compliance threatens Topeka’s access to federal transportation funds, which constitute 25% of highway and road spending nationally ($52 billion in 2021). For Topeka, this could delay projects like the SW Topeka Blvd. reconstruction or 29th St. repairs, exacerbating the funding shortfall.
• Corrective Actions:
  • Resume Public Meetings: The MTPO must immediately schedule in-person or hybrid public meetings, advertised through the City of Topeka’s website, local media, and community networks. Meetings should include clear agendas, TIP updates, and opportunities for comment.
  • Update Public Involvement Plan: The MTPO should revise its Public Participation Plan to align with 23 CFR 450.316, emphasizing accessibility (e.g., evening meetings, translation services, in-person venues). Topeka’s 2018 success with public engagement for the sales tax renewal (using interactive websites and predictive modeling) provides a model.
  • Engage FHWA/FTA: The MTPO should proactively contact the FHWA Kansas Division and FTA Region 7 to disclose the lapse and outline a compliance plan. This could mitigate penalties during the next certification review.
  • Leverage Community Engagement: Topeka’s Community Engagement Division, which led the “Team Up to Clean Up” initiative, can support MTPO outreach. Walk-and-talk sessions and neighborhood resource fairs could rebuild trust and gather input.
• Timeline: To avoid funding disruptions, the MTPO should hold a public meeting within 30-60 days (by August 2025) and adopt a compliance plan by Q4 2025. This aligns with the city’s budget cycle and TIP update requirements.

4. Critical Analysis and Broader Context

• Economic Development vs. Infrastructure: Your emphasis on roads as critical for economic development is well-founded. Efficient transportation networks reduce business costs, attract investment, and support commerce. However, Go Topeka’s role in job creation and business retention also drives the tax base, indirectly funding roads. A balanced approach—securing road funds without dismantling economic development—may better serve long-term growth.
• Systemic Funding Issues: Topeka’s reliance on sales taxes for roads is vulnerable to economic fluctuations and inflation. Nationally, fuel tax revenues (a traditional infrastructure funding source) are declining due to increased fuel efficiency and electric vehicles. Exploring new revenue streams, like vehicle miles traveled taxes or electric vehicle fees, could provide stability.
• Public Trust: The MTPO’s lack of public engagement risks eroding trust, especially after Topeka’s successful 2018 campaign to renew the sales tax through transparency. Restoring MTPO compliance must prioritize resident input to maintain support for infrastructure investments.

5. Recommendations

• Short-Term (0-6 Months):
  • Abandon the $5 million Go Topeka diversion due to legal barriers. Instead, allocate unassigned reserve funds (e.g., $217,254 was used for Hotel Topeka in 2024) or pursue IIJA grants.
  • Convene an MTPO public meeting by August 2025, with robust outreach via the city’s Community Engagement Division.
  • Request a city council review of 2025-2034 Capital Improvement Plan (CIP) projects to prioritize high-PCI-impact road repairs.
• Medium-Term (6-18 Months):
  • Develop a sustainable road funding plan, potentially increasing the citywide sales tax rate or extending it beyond 2029, with public input.
  • Ensure MTPO compliance by adopting a new Public Participation Plan and updating the TIP by mid-2026.
  • Partner with Kansas DOT to secure IIJA funds for arterial roads like Wanamaker Rd. or 29th St.
• Long-Term (18+ Months):
  • Advocate for state-level reforms to allow JEDO funds to support infrastructure under specific conditions.
  • Explore innovative financing, like public-private partnerships or transportation reinvestment zones, as used in Texas.

6. Conclusion

Topeka’s road repair shortfall, driven by inflation and rising construction costs, threatens economic development, but diverting $5 million from Go Topeka is not a viable immediate solution due to legal and economic constraints. Instead, leveraging federal grants, reallocating city funds, and increasing public engagement offer practical steps. The MTPO’s non-compliance with federal guidelines is a pressing issue that risks federal funding; immediate action to resume public meetings and update plans is essential. By balancing infrastructure and economic development priorities, Topeka can address your concerns while maintaining long-term growth.

If you need specific project details, MTPO meeting schedules, or assistance drafting public comments, let me know!

Your concerns about road repair funding and the economic importance of infrastructure in Topeka, as well as the issues with the Metropolitan Topeka Planning Organization (MTPO) compliance, are significant. Let’s address your points systematically, focusing on the funding shortfall, the proposed diversion of funds from Go Topeka, and the MTPO’s compliance with federal guidelines. I’ll provide a clear, concise response based on available information and critical analysis, avoiding speculative details. ### 1. **Road Repair Funding and Sales Tax Dollars** Topeka relies heavily on a citywide half-cent sales tax, renewed in 2018 for 10 years (expiring October 2029), to fund street maintenance and improvements. This tax generates approximately $17 million annually, dedicated exclusively to maintaining and improving existing streets, sidewalks, curbs, alleys, and street lighting. However, rising construction costs and inflation have eroded the purchasing power of these funds, creating a shortfall for planned road repairs.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Impact of Inflation and Construction Costs**: Nationally, highway construction costs have surged, with the Federal Highway Administration’s National Highway Construction Cost Index (NHCCI) reporting a nearly 70% increase in costs from 2021 to Q3 2023. In Topeka, this means that the $17 million in sales tax revenue buys less asphalt, labor, and materials than anticipated when the tax was renewed. For example, hot-mix asphalt (a major road repair component) and other materials like sand and gravel have seen significant cost increases, with some categories rising 85% since 2015. This aligns with your concern that inflation is outpacing the city’s ability to maintain its Pavement Condition Index (PCI) goals (currently around 55, with a target of improvement).[](https://crcmich.org/construction-cost-inflation_20140508_dennis)[](https://crcmich.org/construction-cost-inflation_20140508_dennis)[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Current Road Conditions**: Topeka’s roads are assessed using the PCI, with scores indicating maintenance needs. Many streets fall into the “poor” (PCI 40-54), “very poor” (PCI 25-39), or worse categories, requiring intensive rehabilitation or reconstruction. The city bonds $9 million annually for various projects, but this is split across departments (e.g., police, fire, public works), limiting funds for roads. Your concern about a shortfall is valid, as deferred maintenance due to insufficient funds worsens road conditions, increasing future costs.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/) ### 2. **Diverting $5 Million from Go Topeka to Road Repairs** You propose immediately diverting $5 million from Go Topeka, an economic development organization, to road repairs. Let’s evaluate this proposal. - **Go Topeka’s Role and Budget**: Go Topeka, part of the Joint Economic Development Organization (JEDO), focuses on economic development through business attraction, retention, and workforce development. Its funding primarily comes from a countywide half-cent sales tax (distinct from the city’s road-specific tax), approved by voters in 2004 and extended in 2014 for 12 years, generating around $13-15 million annually for economic initiatives. Some of this supports Go Topeka’s operations, with portions allocated to incentives, tourism, and other programs. Exact budget details for 2025 are not publicly available in my sources, but overhead costs (staff, marketing, administration) likely consume a significant portion, as you suggest. - **Feasibility of Diversion**: Redirecting $5 million from Go Topeka to road repairs faces legal and practical hurdles: - **Legal Constraints**: The countywide sales tax for JEDO is statutorily restricted to economic development purposes, not infrastructure. Diverting these funds to roads would likely require voter approval or legislative changes, as the tax’s purpose is defined by the 2004 and 2014 ballot measures. The city’s road-specific half-cent sales tax, conversely, cannot be used for economic development, creating a firewall between these funds.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Budget Impact**: Assuming Go Topeka’s annual budget is $5-7 million (a rough estimate based on JEDO’s total revenue), cutting $5 million would gut its operations, potentially halting business recruitment and job creation efforts. This could undermine long-term economic growth, which you note is tied to road quality, creating a trade-off. - **Alternative Sources**: Rather than diverting Go Topeka funds, the city could explore: - **Bonding Additional Funds**: Topeka already bonds $9 million annually. Increasing this amount, backed by sales tax revenue, could address the shortfall without touching Go Topeka’s budget. However, this increases debt service costs. - **Federal/State Grants**: The Infrastructure Investment and Jobs Act (IIJA) provides $379.3 billion for highways through 2026, with Kansas receiving formula and discretionary funds. Topeka could pursue competitive grants (e.g., RAISE or Bridge Investment Program) to supplement local funds.[](https://www.bts.gov/data-spotlight/increases-highway-construction-costs-could-reduce-iija-funding-allocated) - **Reallocating City Budget**: The city’s 2025 budget includes $96.5 million across departments. Identifying non-essential expenditures (e.g., discretionary community engagement programs) could free up funds for roads, though this requires council approval.[](https://medium.com/what-works-cities-certification/transparency-engagement-and-results-in-topeka-f8798f4b0363) - **Impact of $5 Million**: If legally redirected, $5 million could fund significant repairs. For context, Topeka’s 2023 investment in arterial and collector streets was approximately $10-15 million. An additional $5 million could rehabilitate several miles of “poor” or “very poor” roads (e.g., mill and overlay on arterials like Adams St. or 29th St.), assuming costs of $1-2 million per mile for rehabilitation. However, this is a one-time infusion, not a sustainable solution to the structural shortfall.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://www.topeka.org/publicworks/) - **Recommendation**: Immediate diversion is impractical due to legal restrictions and economic trade-offs. Instead, prioritize: - Lobbying for state legislation to allow flexibility in JEDO funds for infrastructure, with public support. - Pursuing IIJA grants to offset inflation-driven costs. - Engaging the public to support a future sales tax increase or extension beyond 2029 to boost road funding. ### 3. **MTPO Compliance with Federal Guidelines and Public Involvement** You note that the MTPO has not met in person or publicly for 3.5 years, putting it out of compliance with federal guidelines. This is a critical issue, as the MTPO, Topeka’s Metropolitan Planning Organization, is responsible for coordinating transportation planning and ensuring federal funding eligibility. - **Federal Requirements**: Under 49 U.S.C. 5303(j), MPOs must develop a Transportation Improvement Program (TIP) covering at least four years, in cooperation with the state and public transit providers. Federal regulations (23 CFR 450.316) require MPOs to engage the public through transparent, accessible processes, including regular meetings, public comment periods, and outreach to underserved communities. In-person or hybrid meetings are encouraged to maximize participation, though virtual meetings were temporarily allowed during the COVID-19 pandemic (2020-2022). Since mid-2022, the Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) have emphasized returning to in-person engagement to meet equity and accessibility goals.[](https://www.transit.dot.gov/regulations-and-guidance/transportation-planning/transportation-improvement-program-tip) - **MTPO’s Status**: Your claim that the MTPO has not met publicly or in person since early 2022 (3.5 years from June 2025) suggests a lapse in compliance. My sources lack specific meeting records for the MTPO, but this prolonged absence of public meetings would violate federal requirements for: - **Public Involvement**: The MTPO must provide “reasonable opportunities” for public input on the TIP and other plans (e.g., Unified Planning Work Program). Virtual-only or no meetings exclude residents without digital access, violating equity mandates. - **TIP Development**: The TIP must be updated at least every four years, with public review. If the MTPO has not convened, it risks missing deadlines, jeopardizing federal funding (e.g., Surface Transportation Block Grant funds). - **Certification**: The FHWA and FTA conduct certification reviews of MPOs every four years. Non-compliance with public involvement or planning requirements could lead to corrective actions or loss of funding.[](https://www.fhwa.dot.gov/programadmin/if99006.cfm) - **Consequences**: Non-compliance threatens Topeka’s access to federal transportation funds, which constitute 25% of highway and road spending nationally ($52 billion in 2021). For Topeka, this could delay projects like the SW Topeka Blvd. reconstruction or 29th St. repairs, exacerbating the funding shortfall.[](https://www.urban.org/policy-centers/cross-center-initiatives/state-and-local-finance-initiative/state-and-local-backgrounders/highway-and-road-expenditures)[](https://www.topeka.org/publicworks/) - **Corrective Actions**: - **Resume Public Meetings**: The MTPO must immediately schedule in-person or hybrid public meetings, advertised through the City of Topeka’s website, local media, and community networks. Meetings should include clear agendas, TIP updates, and opportunities for comment. - **Update Public Involvement Plan**: The MTPO should revise its Public Participation Plan to align with 23 CFR 450.316, emphasizing accessibility (e.g., evening meetings, translation services, in-person venues). Topeka’s 2018 success with public engagement for the sales tax renewal (using interactive websites and predictive modeling) provides a model.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Engage FHWA/FTA**: The MTPO should proactively contact the FHWA Kansas Division and FTA Region 7 to disclose the lapse and outline a compliance plan. This could mitigate penalties during the next certification review. - **Leverage Community Engagement**: Topeka’s Community Engagement Division, which led the “Team Up to Clean Up” initiative, can support MTPO outreach. Walk-and-talk sessions and neighborhood resource fairs could rebuild trust and gather input.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Timeline**: To avoid funding disruptions, the MTPO should hold a public meeting within 30-60 days (by August 2025) and adopt a compliance plan by Q4 2025. This aligns with the city’s budget cycle and TIP update requirements. ### 4. **Critical Analysis and Broader Context** - **Economic Development vs. Infrastructure**: Your emphasis on roads as critical for economic development is well-founded. Efficient transportation networks reduce business costs, attract investment, and support commerce. However, Go Topeka’s role in job creation and business retention also drives the tax base, indirectly funding roads. A balanced approach—securing road funds without dismantling economic development—may better serve long-term growth.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php) - **Systemic Funding Issues**: Topeka’s reliance on sales taxes for roads is vulnerable to economic fluctuations and inflation. Nationally, fuel tax revenues (a traditional infrastructure funding source) are declining due to increased fuel efficiency and electric vehicles. Exploring new revenue streams, like vehicle miles traveled taxes or electric vehicle fees, could provide stability.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php)[](https://www.cbo.gov/publication/57222) - **Public Trust**: The MTPO’s lack of public engagement risks eroding trust, especially after Topeka’s successful 2018 campaign to renew the sales tax through transparency. Restoring MTPO compliance must prioritize resident input to maintain support for infrastructure investments.[](https://medium.com/what-works-cities-certification/transparency-engagement-and-results-in-topeka-f8798f4b0363) ### 5. **Recommendations** - **Short-Term (0-6 Months)**: - Abandon the $5 million Go Topeka diversion due to legal barriers. Instead, allocate unassigned reserve funds (e.g., $217,254 was used for Hotel Topeka in 2024) or pursue IIJA grants.[](https://www.topeka.org/cityclerk/ordinances-resolutions/resolutions/) - Convene an MTPO public meeting by August 2025, with robust outreach via the city’s Community Engagement Division. - Request a city council review of 2025-2034 Capital Improvement Plan (CIP) projects to prioritize high-PCI-impact road repairs.[](https://www.topeka.org/cityclerk/ordinances-resolutions/resolutions/) - **Medium-Term (6-18 Months)**: - Develop a sustainable road funding plan, potentially increasing the citywide sales tax rate or extending it beyond 2029, with public input. - Ensure MTPO compliance by adopting a new Public Participation Plan and updating the TIP by mid-2026. - Partner with Kansas DOT to secure IIJA funds for arterial roads like Wanamaker Rd. or 29th St. - **Long-Term (18+ Months)**: - Advocate for state-level reforms to allow JEDO funds to support infrastructure under specific conditions. - Explore innovative financing, like public-private partnerships or transportation reinvestment zones, as used in Texas.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php) ### 6. **Conclusion** Topeka’s road repair shortfall, driven by inflation and rising construction costs, threatens economic development, but diverting $5 million from Go Topeka is not a viable immediate solution due to legal and economic constraints. Instead, leveraging federal grants, reallocating city funds, and increasing public engagement offer practical steps. The MTPO’s non-compliance with federal guidelines is a pressing issue that risks federal funding; immediate action to resume public meetings and update plans is essential. By balancing infrastructure and economic development priorities, Topeka can address your concerns while maintaining long-term growth. If you need specific project details, MTPO meeting schedules, or assistance drafting public comments, let me know!

### 1. **Road Repair Funding and Sales Tax Dollars** Topeka relies heavily on a citywide half-cent sales tax, renewed in 2018 for 10 years (expiring October 2029), to fund street maintenance and improvements. This tax generates approximately $17 million annually, dedicated exclusively to maintaining and improving existing streets, sidewalks, curbs, alleys, and street lighting. However, rising construction costs and inflation have eroded the purchasing power of these funds, creating a shortfall for planned road repairs.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Impact of Inflation and Construction Costs**: Nationally, highway construction costs have surged, with the Federal Highway Administration’s National Highway Construction Cost Index (NHCCI) reporting a nearly 70% increase in costs from 2021 to Q3 2023. In Topeka, this means that the $17 million in sales tax revenue buys less asphalt, labor, and materials than anticipated when the tax was renewed. For example, hot-mix asphalt (a major road repair component) and other materials like sand and gravel have seen significant cost increases, with some categories rising 85% since 2015. This aligns with your concern that inflation is outpacing the city’s ability to maintain its Pavement Condition Index (PCI) goals (currently around 55, with a target of improvement).[](https://crcmich.org/construction-cost-inflation_20140508_dennis)[](https://crcmich.org/construction-cost-inflation_20140508_dennis)[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Current Road Conditions**: Topeka’s roads are assessed using the PCI, with scores indicating maintenance needs. Many streets fall into the “poor” (PCI 40-54), “very poor” (PCI 25-39), or worse categories, requiring intensive rehabilitation or reconstruction. The city bonds $9 million annually for various projects, but this is split across departments (e.g., police, fire, public works), limiting funds for roads. Your concern about a shortfall is valid, as deferred maintenance due to insufficient funds worsens road conditions, increasing future costs.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/) ### 2. **Diverting $5 Million from Go Topeka to Road Repairs** You propose immediately diverting $5 million from Go Topeka, an economic development organization, to road repairs. Let’s evaluate this proposal. - **Go Topeka’s Role and Budget**: Go Topeka, part of the Joint Economic Development Organization (JEDO), focuses on economic development through business attraction, retention, and workforce development. Its funding primarily comes from a countywide half-cent sales tax (distinct from the city’s road-specific tax), approved by voters in 2004 and extended in 2014 for 12 years, generating around $13-15 million annually for economic initiatives. Some of this supports Go Topeka’s operations, with portions allocated to incentives, tourism, and other programs. Exact budget details for 2025 are not publicly available in my sources, but overhead costs (staff, marketing, administration) likely consume a significant portion, as you suggest. - **Feasibility of Diversion**: Redirecting $5 million from Go Topeka to road repairs faces legal and practical hurdles: - **Legal Constraints**: The countywide sales tax for JEDO is statutorily restricted to economic development purposes, not infrastructure. Diverting these funds to roads would likely require voter approval or legislative changes, as the tax’s purpose is defined by the 2004 and 2014 ballot measures. The city’s road-specific half-cent sales tax, conversely, cannot be used for economic development, creating a firewall between these funds.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Budget Impact**: Assuming Go Topeka’s annual budget is $5-7 million (a rough estimate based on JEDO’s total revenue), cutting $5 million would gut its operations, potentially halting business recruitment and job creation efforts. This could undermine long-term economic growth, which you note is tied to road quality, creating a trade-off. - **Alternative Sources**: Rather than diverting Go Topeka funds, the city could explore: - **Bonding Additional Funds**: Topeka already bonds $9 million annually. Increasing this amount, backed by sales tax revenue, could address the shortfall without touching Go Topeka’s budget. However, this increases debt service costs. - **Federal/State Grants**: The Infrastructure Investment and Jobs Act (IIJA) provides $379.3 billion for highways through 2026, with Kansas receiving formula and discretionary funds. Topeka could pursue competitive grants (e.g., RAISE or Bridge Investment Program) to supplement local funds.[](https://www.bts.gov/data-spotlight/increases-highway-construction-costs-could-reduce-iija-funding-allocated) - **Reallocating City Budget**: The city’s 2025 budget includes $96.5 million across departments. Identifying non-essential expenditures (e.g., discretionary community engagement programs) could free up funds for roads, though this requires council approval.[](https://medium.com/what-works-cities-certification/transparency-engagement-and-results-in-topeka-f8798f4b0363) - **Impact of $5 Million**: If legally redirected, $5 million could fund significant repairs. For context, Topeka’s 2023 investment in arterial and collector streets was approximately $10-15 million. An additional $5 million could rehabilitate several miles of “poor” or “very poor” roads (e.g., mill and overlay on arterials like Adams St. or 29th St.), assuming costs of $1-2 million per mile for rehabilitation. However, this is a one-time infusion, not a sustainable solution to the structural shortfall.[](https://www.topeka.org/streetmaintenance/topeka-street-conditions/)[](https://www.topeka.org/publicworks/) - **Recommendation**: Immediate diversion is impractical due to legal restrictions and economic trade-offs. Instead, prioritize: - Lobbying for state legislation to allow flexibility in JEDO funds for infrastructure, with public support. - Pursuing IIJA grants to offset inflation-driven costs. - Engaging the public to support a future sales tax increase or extension beyond 2029 to boost road funding. ### 3. **MTPO Compliance with Federal Guidelines and Public Involvement** You note that the MTPO has not met in person or publicly for 3.5 years, putting it out of compliance with federal guidelines. This is a critical issue, as the MTPO, Topeka’s Metropolitan Planning Organization, is responsible for coordinating transportation planning and ensuring federal funding eligibility. - **Federal Requirements**: Under 49 U.S.C. 5303(j), MPOs must develop a Transportation Improvement Program (TIP) covering at least four years, in cooperation with the state and public transit providers. Federal regulations (23 CFR 450.316) require MPOs to engage the public through transparent, accessible processes, including regular meetings, public comment periods, and outreach to underserved communities. In-person or hybrid meetings are encouraged to maximize participation, though virtual meetings were temporarily allowed during the COVID-19 pandemic (2020-2022). Since mid-2022, the Federal Highway Administration (FHWA) and Federal Transit Administration (FTA) have emphasized returning to in-person engagement to meet equity and accessibility goals.[](https://www.transit.dot.gov/regulations-and-guidance/transportation-planning/transportation-improvement-program-tip) - **MTPO’s Status**: Your claim that the MTPO has not met publicly or in person since early 2022 (3.5 years from June 2025) suggests a lapse in compliance. My sources lack specific meeting records for the MTPO, but this prolonged absence of public meetings would violate federal requirements for: - **Public Involvement**: The MTPO must provide “reasonable opportunities” for public input on the TIP and other plans (e.g., Unified Planning Work Program). Virtual-only or no meetings exclude residents without digital access, violating equity mandates. - **TIP Development**: The TIP must be updated at least every four years, with public review. If the MTPO has not convened, it risks missing deadlines, jeopardizing federal funding (e.g., Surface Transportation Block Grant funds). - **Certification**: The FHWA and FTA conduct certification reviews of MPOs every four years. Non-compliance with public involvement or planning requirements could lead to corrective actions or loss of funding.[](https://www.fhwa.dot.gov/programadmin/if99006.cfm) - **Consequences**: Non-compliance threatens Topeka’s access to federal transportation funds, which constitute 25% of highway and road spending nationally ($52 billion in 2021). For Topeka, this could delay projects like the SW Topeka Blvd. reconstruction or 29th St. repairs, exacerbating the funding shortfall.[](https://www.urban.org/policy-centers/cross-center-initiatives/state-and-local-finance-initiative/state-and-local-backgrounders/highway-and-road-expenditures)[](https://www.topeka.org/publicworks/) - **Corrective Actions**: - **Resume Public Meetings**: The MTPO must immediately schedule in-person or hybrid public meetings, advertised through the City of Topeka’s website, local media, and community networks. Meetings should include clear agendas, TIP updates, and opportunities for comment. - **Update Public Involvement Plan**: The MTPO should revise its Public Participation Plan to align with 23 CFR 450.316, emphasizing accessibility (e.g., evening meetings, translation services, in-person venues). Topeka’s 2018 success with public engagement for the sales tax renewal (using interactive websites and predictive modeling) provides a model.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Engage FHWA/FTA**: The MTPO should proactively contact the FHWA Kansas Division and FTA Region 7 to disclose the lapse and outline a compliance plan. This could mitigate penalties during the next certification review. - **Leverage Community Engagement**: Topeka’s Community Engagement Division, which led the “Team Up to Clean Up” initiative, can support MTPO outreach. Walk-and-talk sessions and neighborhood resource fairs could rebuild trust and gather input.[](https://whatworkscities.bloomberg.org/cities/topeka-kansas-usa/) - **Timeline**: To avoid funding disruptions, the MTPO should hold a public meeting within 30-60 days (by August 2025) and adopt a compliance plan by Q4 2025. This aligns with the city’s budget cycle and TIP update requirements. ### 4. **Critical Analysis and Broader Context** - **Economic Development vs. Infrastructure**: Your emphasis on roads as critical for economic development is well-founded. Efficient transportation networks reduce business costs, attract investment, and support commerce. However, Go Topeka’s role in job creation and business retention also drives the tax base, indirectly funding roads. A balanced approach—securing road funds without dismantling economic development—may better serve long-term growth.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php) - **Systemic Funding Issues**: Topeka’s reliance on sales taxes for roads is vulnerable to economic fluctuations and inflation. Nationally, fuel tax revenues (a traditional infrastructure funding source) are declining due to increased fuel efficiency and electric vehicles. Exploring new revenue streams, like vehicle miles traveled taxes or electric vehicle fees, could provide stability.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php)[](https://www.cbo.gov/publication/57222) - **Public Trust**: The MTPO’s lack of public engagement risks eroding trust, especially after Topeka’s successful 2018 campaign to renew the sales tax through transparency. Restoring MTPO compliance must prioritize resident input to maintain support for infrastructure investments.[](https://medium.com/what-works-cities-certification/transparency-engagement-and-results-in-topeka-f8798f4b0363) ### 5. **Recommendations** - **Short-Term (0-6 Months)**: - Abandon the $5 million Go Topeka diversion due to legal barriers. Instead, allocate unassigned reserve funds (e.g., $217,254 was used for Hotel Topeka in 2024) or pursue IIJA grants.[](https://www.topeka.org/cityclerk/ordinances-resolutions/resolutions/) - Convene an MTPO public meeting by August 2025, with robust outreach via the city’s Community Engagement Division. - Request a city council review of 2025-2034 Capital Improvement Plan (CIP) projects to prioritize high-PCI-impact road repairs.[](https://www.topeka.org/cityclerk/ordinances-resolutions/resolutions/) - **Medium-Term (6-18 Months)**: - Develop a sustainable road funding plan, potentially increasing the citywide sales tax rate or extending it beyond 2029, with public input. - Ensure MTPO compliance by adopting a new Public Participation Plan and updating the TIP by mid-2026. - Partner with Kansas DOT to secure IIJA funds for arterial roads like Wanamaker Rd. or 29th St. - **Long-Term (18+ Months)**: - Advocate for state-level reforms to allow JEDO funds to support infrastructure under specific conditions. - Explore innovative financing, like public-private partnerships or transportation reinvestment zones, as used in Texas.[](https://comptroller.texas.gov/economy/fiscal-notes/archive/2016/may/road-finance.php) ### 6. **Conclusion** Topeka’s road repair shortfall, driven by inflation and rising construction costs, threatens economic development, but diverting $5 million from Go Topeka is not a viable immediate solution due to legal and economic constraints. Instead, leveraging federal grants, reallocating city funds, and increasing public engagement offer practical steps. The MTPO’s non-compliance with federal guidelines is a pressing issue that risks federal funding; immediate action to resume public meetings and update plans is essential. By balancing infrastructure and economic development priorities, Topeka can address your concerns while maintaining long-term growth. If you need specific project details, MTPO meeting schedules, or assistance drafting public comments, let me know!

 The **Topeka Metropolitan Planning Organization (MPO)**, as a federally mandated entity for transportation planning in urban areas like Topeka and Shawnee County with populations over 50,000, is required to implement a robust public involvement process under federal regulations, including the **Fixing America’s Surface Transportation (FAST) Act** and the **Infrastructure Investment and Jobs Act (IIJA)**. Public involvement is a core component of the MPO’s “Continuing, Cooperative, and Comprehensive (3C)” planning process, ensuring that transportation policies and priorities reflect community needs, promote equity, and comply with federal requirements. Below is a detailed explanation of the public involvement process, based on federal mandates and typical MPO practices, including those likely applied by the Topeka MPO.

### 1. **Purpose of Public Involvement** The Topeka MPO’s public involvement process aims to: - **Engage Diverse Stakeholders**: Include residents, businesses, advocacy groups, underrepresented communities (e.g., low-income, minority, disabled, or elderly populations), and other stakeholders in decision-making. - **Increase Transparency**: Provide clear, accessible information about transportation plans, projects, and funding decisions. - **Gather Input**: Collect feedback to shape the Metropolitan Transportation Plan (MTP), Transportation Improvement Program (TIP), and other planning documents. - **Ensure Equity**: Address environmental justice and Title VI of the Civil Rights Act by ensuring that transportation decisions do not disproportionately harm disadvantaged groups. - **Build Trust**: Foster community support for transportation initiatives by demonstrating responsiveness to public concerns. ### 2. **Federal Requirements for Public Involvement** The Topeka MPO must adhere to federal guidelines, which mandate: - A **Public Participation Plan (PPP)**: A documented plan outlining strategies for public engagement, updated periodically to reflect best practices and community needs. - **Timely Notification**: Provide reasonable public access to information and opportunities to comment on plans like the MTP and TIP, typically with a minimum 30-day comment period for major documents. - **Accessibility**: Ensure meetings, materials, and processes are accessible to all, including compliance with the Americans with Disabilities Act (ADA) and providing language assistance for non-English speakers. - **Visualization Techniques**: Use maps, charts, and other tools to make complex transportation plans understandable to the public. - **Evaluation of Effectiveness**: Regularly assess the success of public involvement strategies and adjust as needed. ### 3. **Topeka MPO’s Public Involvement Strategies** While specific practices may vary, the Topeka MPO likely employs a combination of the following methods, consistent with federal requirements and common MPO practices: #### a. **Public Meetings and Workshops** - **Open Houses**: Host in-person or virtual meetings to present draft plans (e.g., MTP or TIP) and gather feedback. These are often held at accessible locations like community centers or libraries. - **Workshops**: Facilitate interactive sessions where residents can discuss transportation priorities, review proposed projects, or participate in visioning exercises. - **Technical Advisory Committee (TAC) Meetings**: Include public comment periods during meetings of the TAC, which advises the MPO’s Policy Board and includes representatives from local governments, transit agencies, and other stakeholders. #### b. **Online Engagement** - **Website**: Maintain a dedicated Topeka MPO website (typically hosted by the City of Topeka or a regional planning agency) with information on plans, projects, meeting schedules, and comment forms. - **Surveys and Polls**: Distribute online or paper surveys to collect input on transportation needs, such as preferred transit routes, bike lane priorities, or road safety concerns. - **Social Media**: Use platforms like X, Facebook, or Instagram to share updates, announce meetings, and solicit feedback, reaching a broader and younger audience. - **Virtual Meetings**: Offer webinars or live-streamed meetings, especially post-COVID, to accommodate residents who cannot attend in person. #### c. **Community Outreach** - **Targeted Engagement**: Partner with community organizations, faith-based groups, or advocacy groups (e.g., AARP, disability rights organizations) to reach underrepresented populations. - **Pop-Up Events**: Set up booths or tables at local events, such as farmers’ markets, festivals, or county fairs, to engage residents informally. - **Flyers and Notices**: Distribute materials at public places like libraries, schools, or transit hubs, often in multiple languages to accommodate diverse populations in Shawnee County. #### d. **Public Comment Periods** - **Formal Comment Opportunities**: Provide at least 30 days for public review and comment on major documents like the MTP, TIP, or PPP. Comments can be submitted via email, online forms, mail, or in-person at hearings. - **Response to Comments**: Document how public input influenced final plans, often summarized in an appendix to the MTP or TIP, to demonstrate transparency. #### e. **Media Engagement** - **Press Releases**: Share announcements about planning milestones or public meetings through local newspapers, radio, or TV stations (e.g., Topeka Capital-Journal or WIBW). - **Public Service Announcements**: Use radio or TV to promote participation opportunities, especially for major planning updates. #### f. **Advisory Committees** - **Citizen Advisory Groups**: Establish committees with community members to provide ongoing input on transportation issues, ensuring diverse representation. - **Bicycle/Pedestrian or Transit Committees**: Engage specific user groups (e.g., cyclists, transit riders) to address mode-specific needs. ### 4. **Focus on Equity and Environmental Justice** The Topeka MPO is required to prioritize equity in its public involvement process, particularly to comply with **Title VI** and **Executive Order 12898** on environmental justice. This includes: - **Identifying Disadvantaged Communities**: Map and target outreach to low-income, minority, or limited-English-proficiency populations in Topeka and Shawnee County. - **Language Accessibility**: Provide translation services or bilingual materials, especially for Spanish-speaking residents or other prevalent language groups. - **Accessible Formats**: Offer materials in large print, Braille, or audio formats for visually or hearing-impaired individuals. - **Convenient Timing and Locations**: Schedule meetings at times (e.g., evenings) and places (e.g., near transit stops) that accommodate working families or mobility-challenged residents. ### 5. **Examples of Public Involvement in Practice** While specific examples for the Topeka MPO may not be fully detailed in available sources, typical activities based on its 2020-2025 plans and federal requirements include: - **Metropolitan Transportation Plan (MTP) Updates**: During the development of the MTP (e.g., the 2040 or 2045 MTP), the MPO likely held public workshops to discuss goals like improving transit access or reducing congestion on key corridors like I-70 or Kansas Avenue. - **Transportation Improvement Program (TIP)**: Before finalizing the TIP, which lists funded projects like road repairs or bike lane expansions, the MPO would have solicited public input through hearings and online surveys. - **Bikeway or Transit Plans**: For initiatives like expanding Topeka Metro bus routes or adding bike lanes, the MPO likely conducted targeted outreach to cyclists or transit users via pop-up events or advisory group meetings. ### 6. **Challenges and Best Practices** The Topeka MPO may face challenges in public involvement, such as: - **Low Turnout**: Engaging a representative sample of the population can be difficult, especially in less densely populated areas of Shawnee County. - **Digital Divide**: Some residents, particularly older or low-income individuals, may lack access to online engagement tools. - **Distrust**: Communities may feel their input is ignored if projects proceed despite opposition. To address these, the MPO likely adopts best practices: - **Hybrid Engagement**: Combine in-person and virtual options to maximize participation. - **Incentives**: Offer refreshments, childcare, or small stipends at events to boost attendance. - **Feedback Loops**: Publicly share how input shaped decisions, such as in a “You Said, We Did” report. ### 7. **Measuring Effectiveness** The Topeka MPO evaluates its public involvement process by tracking metrics like: - Number of attendees at meetings or events. - Volume and diversity of comments received. - Representation of underrepresented groups in feedback. - Surveys assessing public satisfaction with the process. These metrics are often reported in the PPP or annual performance reports to the Federal Highway Administration (FHWA) or Federal Transit Administration (FTA). ### 8. **Accessing Topeka MPO’s Public Involvement Opportunities** Residents can participate by: - Visiting the Topeka MPO website (likely hosted by the City of Topeka or a regional planning agency like the Topeka-Shawnee County Regional Planning Agency). - Subscribing to email newsletters or following MPO social media accounts for updates. - Attending scheduled public meetings or reviewing posted materials (e.g., draft MTP or TIP documents). - Contacting the MPO directly via email or phone to join advisory groups or submit comments. ### Conclusion The Topeka MPO’s public involvement process is a critical mechanism for ensuring that transportation planning in Topeka and Shawnee County is inclusive, transparent, and responsive to community needs. By employing a mix of public meetings, online tools, targeted outreach, and equitable practices, the MPO meets federal mandates while fostering collaboration with residents and stakeholders. For the most specific details on current or upcoming engagement opportunities, residents should check the Topeka MPO’s official website or contact their offices directly. If you’d like me to search for recent Topeka MPO public involvement activities or specific documents like their Public Participation Plan, let me know, and I can perform a real-time search!

Several factors contribute to Topeka, Kansas's declining population, particularly a decrease of 0.259% between 2022 and 2023.

Key Reasons for Population Decline:

• Brain Drain: A significant factor is the difficulty in retaining college graduates, with nearly half of those who graduate from universities in Kansas choosing to leave the state. This phenomenon, known as "brain drain," deprives Topeka and Kansas of skilled professionals and their potential contributions to the workforce and economy. Kansas is projected to need a substantial number of post-secondary educated workers in the coming years, but current trends suggest the state may not be able to meet the demand.
• Urban Sprawl and Development Barriers: Some believe the city needs to focus on internal development rather than outward expansion to reverse population decline. Challenges in developing within the city limits, such as a "burdensome" planning department, discourage homebuilders from building there, making it easier to build in the county.
• Infrastructure and Quality of Life Concerns: Addressing fundamental city services and infrastructure, such as roads, public infrastructure, cleanliness, and property maintenance, is considered crucial to retain residents and attract new ones. Concerns about crime and the presence of homeless encampments also detract from the city's appeal.
• Historical Factors: The closing of Forbes Air Force Base in 1974 resulted in the departure of over 10,000 people, impacting the city's growth patterns for many years. 

Potential Solutions and Contributing Factors for Growth:

• Economic and Workforce Development: Initiatives focused on growing the local economy and attracting a skilled workforce are considered essential. Increasing job opportunities, especially in sectors like healthcare, social assistance, manufacturing, and education, can contribute to population growth. Companies like Advisors Excel and Target's Distribution Center are creating jobs, potentially helping to attract residents.
• Housing Market: The housing market plays a role, with rising home prices and strong rental demand, particularly in areas near employment centers and schools. While some residents may be leaving due to housing costs, the increasing demand for rental properties can also be a positive sign for the city's future.
• Attracting Younger Generations: Targeting individuals between the ages of 25 and 45 is seen as a way to promote family growth and community expansion.
• Mixed-Use Developments and Infrastructure Investments: Developing mixed-use areas and investing in infrastructure, such as transportation and public services, can enhance the city's appeal and increase property values. 

It's important to note that while Topeka faces challenges, efforts are being made to address population decline and foster growth. Focusing on economic development, infrastructure improvements, and enhancing the quality of life are crucial steps in attracting and retaining residents. 

### State of the Topeka Economy### State of the Topeka Economy #mcre1

  Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments.

### State of the Topeka Economy Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments.

### State of the Topeka Economy Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments.

Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments.### State of the Topeka Economy### State of the Topeka Economy Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments. Topeka's economy is heavily anchored in government and services, which account for over 50% of the metropolitan economy. State, county, and city government employment constitutes nearly a quarter of the workforce, while the service industry employs over 30%. Wholesale and retail trade engage about 15% of workers, with modest growth in construction and manufacturing driven by demand for housing and aircraft production. Major industries include food processing, printing, publishing, and manufacturing, with notable employers like Burlington Northern Santa Fe Railway, Frito-Lay, Goodyear, Hill's Pet Nutrition, Payless Shoe Source, and Hallmark Cards. The city benefits from a countywide sales tax, allocating $5 million annually for business development and job creation and $9 million for infrastructure like roads and bridges.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) However, Topeka faces challenges, including a recent population decline, which can strain economic growth. Empty commercial buildings and visible infrastructure issues, like construction barriers, may deter new businesses and residents. Crime rates, though improved since the 1990s, remain a concern, with an 18% drop in overall crime in the first half of 2008 compared to 2007, and a 6.4% reduction from 2007 to 2008. Homelessness and aging infrastructure also pose hurdles to presenting Topeka as a thriving city.[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) Recent initiatives show progress. The Topeka City Council approved a $340.1 million budget in 2022, lowering the property tax mill levy while increasing revenue due to rising property valuations. The Capital Improvement Program (CIP) for 2025-2034, unanimously approved in 2024, outlines significant investments in infrastructure, including roads, bridges, and downtown revitalization, funded through bonds, federal funds, and other sources. Projects like the Kansas River Corridor redevelopment, with apartment and condominium development, aim to boost downtown appeal. Additionally, Topeka participates in the Bloomberg Philanthropies’ What Works Cities initiative to enhance data-driven governance, improving efficiency and public trust.[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/)[](https://www.topeka.org/what-works-cities/)[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/) ### Biggest Action for Improvement **Prioritize Economic Development through Business Attraction and Workforce Development** The most impactful action the mayor and city council can take is to aggressively pursue economic development by attracting new businesses and supporting workforce development to reverse population decline and stimulate growth. Topeka City Council candidates in 2023 emphasized that attracting big businesses and creating jobs are critical to population growth, which in turn fuels economic vitality. The city already offers incentives like tax credits, exemptions, utility discounts, and loan assistance through the Topeka-Shawnee County Development Corporation and Kansas Venture Capital, Inc. Strengthening these efforts, particularly by leveraging the $5 million annual sales tax allocation for job creation, could draw high-wage industries.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html)[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) **Specific Actions:** 1. **Enhance Business Incentives**: Expand tax-increment financing (TIF) districts, like the proposed South Topeka Redevelopment District, to encourage development in blighted areas such as the former White Lakes Mall site. Streamline permitting processes and increase visibility of Topeka’s One-Stop Business Development Office to attract companies.[](https://www.cjonline.com/story/news/2022/09/14/mayor-city-council-unanimously-adopt-2023-topeka-city-budget/10360814002/)[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 2. **Workforce Training Programs**: Partner with institutions like Washburn University and the Kansas Industrial Training program to offer tailored job training, ensuring a skilled workforce for incoming businesses. Programs like the High Performance Incentive Program, which provides tax exemptions and training credits for high-wage employers, should be promoted.[](https://www.city-data.com/us-cities/The-Midwest/Topeka-Economy.html) 3. **Market Topeka’s Appeal**: Address the “guest eyes” perspective by reducing visible signs of decay (e.g., empty buildings, construction barriers) and promoting Topeka’s affordability, safety improvements, and quality of life. Collaborate with the Greater Topeka Partnership to market the city as a hub for innovation, leveraging past efforts like the 2010 “Google, Kansas” campaign.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/)[](https://en.wikipedia.org/wiki/Topeka%2C_Kansas) 4. **Address Homelessness and Infrastructure**: Complement business attraction with visible improvements in public safety, housing, and infrastructure. The 2023 Bloomberg Harvard City Leadership Initiative highlighted growth, housing, and community appearance as priorities. Reducing homelessness through the April 2023 summit and maintaining infrastructure via the CIP will make Topeka more attractive to businesses and residents.[](https://www.cjonline.com/story/news/local/2023/03/29/topeka-elected-officials-discuss-priorities-to-improve-this-community/70052466007/)[](https://www.cjonline.com/story/news/local/2024/04/17/here-are-topekas-biggest-changes-to-its-capital-improvement-projects/73344579007/) **Why This Matters**: Attracting businesses creates jobs, increases tax revenue, and draws residents, countering population decline. Workforce development ensures local residents benefit from new opportunities, fostering economic inclusion. By focusing on these areas, Mayor Mike Padilla and the city council can build on existing strengths (e.g., government stability, sales tax revenue) while addressing perceptions of stagnation, making Topeka a more competitive and vibrant city.[](https://www.cjonline.com/story/news/local/2023/10/23/candidates-suggest-ideas-to-reverse-topekas-recent-drop-in-population/71217070007/) This approach aligns with the city’s ongoing efforts, such as the CIP and data-driven governance, but requires a bold, coordinated push to market Topeka and secure transformative investments.