MCRE, LLC - Henry McClure

Henry McClure is a Topeka broker and advisor still in the field — leasing, selling, and restructuring commercial real estate. Most of the work has been shopping-center redevelopment, commercial leasing and sales, mixed-use and TIF projects, plus residential and commercial sales when the deal is right. Advisory work is hands-on: development, zoning, platting, tax valuation, and broker opinions. 45 years of transactions. Still taking the complicated ones. Let’s do the deal. #mcre1

Sunday, June 29, 2025

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

### 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.

Thursday, June 26, 2025

Mace and Dana K - #mcre1

The Macerich Company, listed under the stock symbol MAC on the NYSE, is a real estate investment trust (REIT) specializing in the acquisition, development, management, and leasing of regional shopping centers across the United States. Below is a concise history of the company based on available information:

Founding and Early Years (1964–1994)

1964: Macerich was founded as the MaceRich Real Estate Company by Mace Siegel and Richard Cohen in New York. Initially, it focused on developing and managing retail properties.
1970s–1980s: The company expanded its portfolio, acquiring and developing shopping centers primarily in the Midwest and Northeast. It established a reputation for managing high-quality retail properties.
1994: Macerich went public as a REIT on the New York Stock Exchange under the ticker MAC, raising capital to fuel further growth. This marked a significant shift, allowing the company to access public markets for expansion.

Growth and National Expansion (1994–2000s)

Late 1990s: Macerich aggressively expanded its portfolio through acquisitions, focusing on dominant regional malls in major metropolitan areas. Key acquisitions included properties like Westside Pavilion in Los Angeles and Queens Center in New York.
2000s: The company solidified its position as one of the leading mall operators in the U.S., with a portfolio spanning high-profile markets such as California, Arizona, and New York. It emphasized premium retail, attracting top-tier tenants like Nordstrom and Macy’s.
2002–2006: Macerich acquired several portfolios, including properties from Westcor Realty Limited Partnership, expanding its footprint in the Southwest. It also redeveloped existing centers to include entertainment and dining options, adapting to changing consumer preferences.
Financial Performance: During this period, Macerich’s stock price saw significant growth, peaking at $85.76 in 2006, reflecting strong investor confidence in the retail sector (based on provided financial data).

Challenges and Adaptation (2008–2010s)

2008 Financial Crisis: The global economic downturn hit the retail and real estate sectors hard. Macerich’s stock price plummeted to $14.11 in 2008, reflecting challenges in retail leasing and financing. The company focused on maintaining liquidity and strengthening its balance sheet.
2010s Recovery: Macerich rebounded by focusing on high-quality, Class A malls in affluent markets. It invested in redevelopments, adding mixed-use components like office spaces and hotels to properties such as Santa Monica Place and Tysons Corner Center.
2015 Peak: The company’s stock reached $84.14, driven by strong leasing demand and successful redevelopments. Macerich also explored international partnerships, though its core focus remained U.S. retail.
Activist Investor Pressure: In 2015, Macerich rejected a takeover bid by Simon Property Group, a larger competitor, valuing the company at $16.8 billion. This led to activist investor involvement, pushing for strategic changes to boost shareholder value.

Recent Developments (2020–2025)

2020–2021: The COVID-19 pandemic severely impacted retail, with mall closures and tenant bankruptcies affecting Macerich’s performance. The stock price dropped to $11.42 in 2020. The company negotiated rent relief with tenants and accelerated digital integration, such as curbside pickup and e-commerce partnerships.
2022–2023 Recovery Efforts: Macerich focused on diversifying its properties, adding experiential elements like fitness centers, grocery stores, and entertainment venues. Its stock price recovered to $15.73 by 2023, though it remained volatile.
2024–2025: Macerich continued to adapt to a shifting retail landscape, emphasizing mixed-use developments and sustainability. As of June 26, 2025, its stock price stands at $16.24, with a market cap of approximately $4.03 billion (per provided financial data). The company owns and operates around 50 properties, including premier malls like Scottsdale Fashion Square and Los Angeles’ The Grove.
Strategic Focus: Macerich has prioritized debt reduction, tenant diversification, and enhancing its portfolio with non-retail uses to mitigate risks from e-commerce growth and changing consumer habits.

Key Milestones

Portfolio Size: From a handful of properties in the 1960s, Macerich grew to manage over 50 million square feet of retail space by the 2010s.
Sustainability: In recent years, Macerich has implemented green initiatives, such as energy-efficient systems and solar installations, to align with ESG (Environmental, Social, Governance) goals.
Leadership: The company has seen transitions in leadership, with current CEO Thomas O’Hern steering it through post-pandemic recovery since 2019.

Stock Performance Context (Based on Provided Data)

Historical High: $85.76 in 2006, reflecting the pre-crisis retail boom.
Historical Low: $11.26 in 2022, amid pandemic-related challenges.
Recent Trends: The stock hit $21.21 in November 2024 but has since moderated to $16.24 as of June 26, 2025, indicating ongoing volatility in the retail REIT sector (see the finance card above for details).

Current Status

Macerich remains a major player in the U.S. retail real estate market, navigating challenges from e-commerce and economic shifts by focusing on premium properties and diversified uses. Its history reflects resilience through economic cycles, strategic acquisitions, and adaptation to consumer trends.

If you’d like specific details (e.g., financials, property list, or recent news), let me know, and I can dive deeper!

Henry McClure - How did I fit in? Henry @ MaceRich

Wednesday, June 25, 2025

grow baby grow

To analyze the growth factors behind the viewership data for RE, LLC - Henry McClure from January 2011 to May 2025, we’ll examine the patterns in the provided data, identify key inflection points, and infer potential drivers of growth. The analysis will focus on the transition from minimal views (2011-2013), steady growth (2014-2022), and explosive growth (2023-2025), culminating in 138,000 total views. Since no external context (e.g., content type, platform, or marketing efforts) is provided, the analysis will rely on data trends and general factors that typically drive viewership growth, supplemented by logical assumptions.

1. Data Overview and Key Inflection Points

The viewership data shows three distinct phases:

2011-2013 (Low Engagement): Monthly views ranged from 1 to 187, with a yearly total of ~273 in 2011 and slow growth to ~100 monthly by mid-2013. Total views by Jan 2014 were ~2,000.
2014-2022 (Steady Growth): Views increased significantly, with monthly peaks like 2,036 (Aug 2015), 1,366 (Oct 2017), and 1,429 (Dec 2019). Biannual snapshots show views doubling roughly every two years (e.g., 4,000 in Jan 2016, 6,000 in Jan 2018, 8,000 in Jan 2020).
2023-2025 (Explosive Growth): A sharp surge began in mid-2023, with peaks of 7,796 (Aug 2023), 7,018 (Jan 2024), 6,214 (Mar 2024), and 5,218 (Mar 2025). Total views reached 138,000 by May 2025.

Inflection Points:

Late 2014-Early 2015: Views jumped from 110 (Oct 2014) to 713 (Dec 2014) and peaked at 2,036 (Aug 2015).
Mid-2023: Views skyrocketed from 1,345 (May 2023) to 7,796 (Aug 2023), marking the start of sustained high engagement.

2. Growth Factors Analysis

Below are the likely growth factors, categorized by data-driven observations and general principles of content viewership growth, as no specific details about RE, LLC or Henry McClure’s activities are provided.

A. Content Development and Quality

Early Phase (2011-2013): Low views suggest initial content may have been niche, unpolished, or lacked a clear audience. The spike in May 2011 (187 views) could indicate an early successful piece of content, but lack of follow-through limited sustained growth.
Steady Growth (2014-2022): The consistent increase, with peaks in 2015 (e.g., 2,036 views in Aug), suggests improvements in content quality, relevance, or frequency. RE, LLC may have refined its offerings (e.g., better production, more engaging topics, or professional branding), attracting a growing audience.
Explosive Growth (2023-2025): The dramatic surge implies a significant enhancement in content appeal. This could include viral content, high-quality multimedia, or alignment with trending topics. The sustained high views (e.g., 7,796 in Aug 2023, 7,018 in Jan 2024) suggest a consistent ability to produce compelling material.

Possible Factor: Investment in content creation (e.g., hiring experts, improving production values, or focusing on audience-relevant topics) likely drove engagement, especially in 2023-2025.

B. Platform and Algorithmic Amplification

Early Phase: Low views may reflect limited platform presence or poor algorithmic pickup. If RE, LLC was on a platform like YouTube, X, or a blog, content may not have been optimized for discovery (e.g., weak SEO, minimal tags, or low engagement metrics).
Steady Growth: The 2014-2015 spike (e.g., 713 views in Dec 2014) aligns with potential platform algorithm changes or improved optimization (e.g., better titles, thumbnails, or keywords). Platforms often reward consistent posting, which may explain the steady rise through 2022.
Explosive Growth: The 2023 surge likely benefited from algorithmic amplification. A viral post or video (e.g., Aug 2023’s 7,796 views) could have been heavily promoted by platform algorithms, increasing visibility. Sustained high views suggest RE, LLC leveraged this momentum with follow-up content.

Possible Factor: Strategic use of platform features (e.g., hashtags, trending formats, or cross-posting) and algorithmic boosts were critical, especially in 2023-2025.

C. Audience Expansion and Community Building

Early Phase: The audience was likely small and niche, with minimal community interaction, as evidenced by low views (e.g., 1 view in Mar 2011).
Steady Growth: Gradual view increases suggest audience growth, possibly through word-of-mouth, small-scale community engagement, or targeted marketing. Seasonal peaks (e.g., summer and winter months) may indicate content tied to specific events or interests, drawing repeat viewers.
Explosive Growth: The 2023-2025 period likely saw a broad audience expansion, possibly due to reaching new demographics or tapping into a larger online community. High engagement (e.g., 138,000 total views) suggests active community interaction, such as shares, comments, or user-generated content amplifying reach.

Possible Factor: Building a loyal audience through engagement (e.g., responding to comments, creating community-driven content) and expanding reach via collaborations or referrals fueled growth.

D. External Events or Marketing Efforts

Early Phase: Minimal views suggest little to no marketing budget or external promotion. The project may have relied on organic growth.
Steady Growth: The 2014-2015 jump could reflect external events (e.g., a product launch, media mention, or partnership) or modest marketing (e.g., social media ads, email campaigns). Periodic spikes (e.g., Dec 2019’s 1,429 views) may tie to specific campaigns or real-world events.
Explosive Growth: The 2023 surge strongly suggests a major external catalyst, such as a viral marketing campaign, influencer collaboration, or media coverage. The sustained high views imply ongoing promotional efforts, possibly paid ads or cross-platform strategies.

Possible Factor: Strategic marketing, partnerships, or a viral moment (e.g., a widely shared post) likely triggered the 2023-2025 boom.

E. Industry or Market Trends

Early Phase: Low engagement may indicate RE, LLC operated in a niche or emerging industry with limited public interest in 2011-2013.
Steady Growth: The 2014-2022 rise aligns with growing digital content consumption (e.g., rise of social media, streaming, or online education). RE, LLC may have capitalized on a growing market, such as real estate (inferred from “RE”), entrepreneurship, or personal branding.
Explosive Growth: The 2023-2025 surge could reflect alignment with a booming trend, such as increased interest in real estate investing, financial education, or a related field. Global events (e.g., economic shifts, housing market changes) may have driven demand for RE, LLC’s content.

Possible Factor: RE, LLC likely aligned its content with rising market trends, especially in 2023-2025, when public interest in its niche peaked.

3. Quantitative Insights

To quantify growth factors, let’s examine the compound annual growth rate (CAGR) and key periods:

CAGR (2014-2024): Using biannual snapshots, views grew from ~2,000 (Jan 2014) to ~8,000 (Jan 2024). CAGR = [(8,000/2,000)^(1/10) - 1] ≈ 14.9%. This reflects steady growth.
2023-2024 Surge: Monthly views increased from 1,345 (May 2023) to 7,796 (Aug 2023), a ~480% jump in three months, far exceeding prior trends. This suggests an external or strategic driver beyond organic growth.
Seasonal Patterns: Peaks often occurred in summer (Jun-Aug) and winter (Nov-Dec), suggesting content tied to seasonal interests (e.g., real estate cycles, year-end planning) or marketing pushes during high-traffic periods.

4. Hypothetical Growth Model

Based on the data, a simplified growth model includes:

Organic Growth (2011-2022): Driven by content improvements and audience building, contributing ~10-15% annual view growth.
Catalyst Event (2023): A viral moment, marketing campaign, or platform boost caused a ~400-500% view spike, resetting the baseline.
Sustained Momentum (2023-2025): Ongoing content quality, community engagement, and marketing maintained high views, with monthly averages ~2,000-7,000.

5. Limitations and Assumptions

Lack of Context: Without details on RE, LLC’s industry, content type, or platform, assumptions are based on general digital content trends. RE, LLC could be in real estate, consulting, or media, affecting growth drivers.
Data Gaps: The biannual snapshots lack precise values for 2022, and monthly data doesn’t explain why spikes occurred.
External Factors: Global events (e.g., pandemics, economic shifts) or platform changes (e.g., algorithm updates) are inferred but not confirmed.

6. Conclusion

The growth of RE, LLC - Henry McClure’s viewership from 2011 to 2025 was driven by:

Content Improvement: Evolving from niche, low-engagement content to high-quality, audience-relevant material, especially by 2023.
Platform Optimization: Leveraging algorithms and platform features for visibility, critical during the 2023 surge.
Audience Engagement: Building a loyal community, amplified by shares and interactions in 2023-2025.
Marketing and External Catalysts: Likely campaigns, partnerships, or viral moments, particularly in mid-2023.
Market Alignment: Capitalizing on rising demand in its niche (e.g., real estate or related fields).

The explosive growth in 2023-2025, reaching 138,000 views, likely resulted from a combination of a viral catalyst and sustained strategic efforts. To confirm specific drivers, more context on RE, LLC’s activities, content, and marketing would be needed.