Governing Body — Topeka, KS
Date: 2024-09-03

Cyrus K. Holliday Building, 1st Floor
 Conference Room 620 SE Madison Street
 Topeka, KS 66603
 https://www.topeka.org




 Governing Body Agenda
 September 3, 2024
 6:00 PM

 Mayor: Michael A. Padilla
 Councilmembers
Karen A. Hiller District No. 1 Marcus D.L. Miller District No. 6
Christina Valdivia-Alcala District No. 2 Neil Dobler District No. 7
Sylvia E. Ortiz District No. 3 Spencer Duncan District No. 8
David Banks District No. 4 Michelle Hoferer District No. 9
Brett D. Kell District No. 5
 City Manager: Dr. Robert M. Perez


Addressing the Governing Body: Public comment for the meeting will be available via Zoom or in-person. Individuals
must contact the City Clerk's Office at 785-368-3940 or via email at cclerk@topeka.org by no later than 5:00 p.m. on the
date of the meeting, after which the City Clerk's Office will provide Zoom link information and protocols prior to the
meeting. View the meeting online at https://www.topeka.org/communications/live-stream/ or at
https://www.facebook.com/cityoftopeka/.
Written public comment may also be considered to the extent it is personally submitted at the meeting or to the City
Clerk's Office located at 215 SE 7th Street, Room 012B, Topeka, Kansas, 66603 or via email at cclerk@topeka.org on or
before the date of the meeting for attachment to the meeting minutes.
If you need any accommodations for the meeting, please contact the City ADA Coordinator at 785-368-4470. Kansas
Relay Service at 800-766-3777. Please provide a 48 Hour Notice if possible. Assistive listening devices are available for
use in the community forum.
Agendas are available by 5:00 p.m. on Thursday in the City Clerk's Office, 215 SE 7th Street, Room 012B, Topeka,
Kansas, 66603 or on the City's website at https://www.topeka.org.
CALL TO ORDER:
INVOCATION:
PLEDGE OF ALLEGIANCE:
1. ROLL CALL:
2. CONSENT AGENDA:
 A. Ordinance - Topeka Yoga Network Special Event - Exempting the Crosby Garage from the
 Liquor Laws

 ORDINANCE introduced by Councilmember Karen Hiller designating a portion of the Crosby
 Place Parking Garage as temporarily exempt from the provisions of K.S.A. 41-719(d) and TMC
 9.15.020(e). (Council District No. 1)

 (Approval would allow the consumption of alcohol on the top level of the Crosby Garage for an event
 held by Topeka Yoga Network on October 19, 2024, from 7:00 p.m. to 9:00 p.m.)

 B. Professional Engineering Contract - SBB Engineering LLC - Holliday Park DREAMS and SW
 Western Avenue Storm Water Improvements 601160.00, 501105.15

 APPROVAL of a Public Works Engineering Contract between the City of Topeka and SBB
 Engineering LLC, in an amount not to exceed $229,400 to perform engineering design and
 construction documents for the Holliday Park DREAMS Neighborhood Project.

 (Services include professional engineering services for the Holliday Park DREAMS project and
 additional storm water improvements on SW Western Avenue from 12th Street to 10th Street.)

 C. Professional Services Contract - Fisher, Patterson, Sayler & Smith, L.L.P. - Dorsey

 APPROVAL of a professional services contract exceeding $50,000 between the City and Fisher,
 Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter.

 D. Professional Services Contract - Fisher, Patterson, Sayler and Smith, L.L.P. - Hack

 APPROVAL of a professional services contract exceeding $50,000 between the City and Fisher,
 Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter.

 E. MINUTES of the regular meeting of August 20, 2024; and the special meeting of August 27,
 2024
 F. APPLICATIONS:

3. ACTION ITEMS:
 A. Resolution - Approving Budget Exceeding $250,000 - Project No. 501105.05 for storm sewer
 improvement along NW Reo Street, west of Topeka Boulevard

 RESOLUTION introduced by Public Infrastructure Committee comprised of Councilmembers
 Sylvia Ortiz, David Banks and Neil Dobler recommending approval of Project No. 501105.05 for
 storm sewer improvement along NW Reo Street, west of Topeka Boulevard. (Public
 Infrastructure Committee recommended approval on August 22, 2024 by a vote of 2-0-0.)
 Voting Requirement: Action requires at least six (6) votes of the Governing Body.

 (Approval of total project budget of $625,000 for storm sewer system improvements along NW Reo
 Street, west of Topeka Boulevard.)

4. NON-ACTION ITEMS:
 A. Discussion - 2025 Operating Budget

 DISCUSSION related to the City of Topeka 2025 Operating Budget.

 (Discussion is scheduled through the months of August and September.)

5. PUBLIC COMMENT:
 Public comment for the meeting will be available via Zoom or in-person.
 Individuals must contact the City Clerk's Office at 785-368-3940 or via email at
 cclerk@topeka.org by no later than 5:00 p.m. on the date of the meeting, after
 which the City Clerk's Office will provide Zoom link information and protocols
 prior to the meeting. Written public comment may also be considered to the
 extent it is personally submitted at the meeting or to the City Clerk's Office
 located at 215 SE 7th Street, Room 012B, Topeka, Kansas, 66603 or via email at
 cclerk@topeka.org on or before the date of the meeting for attachment to the
 meeting minutes. View the meeting online at
 https://www.topeka.org/communications/live-stream/ or at
 https://www.facebook.com/cityoftopeka/.
6. ANNOUNCEMENTS:
7. EXECUTIVE SESSION:
 Executive Sessions are closed meetings held in accordance with the provisions of the Kansas
 Open Meetings Act.

 (Executive sessions will be scheduled as needed and may include topics such as personnel
 matters, considerations of acquisition of property for public purposes, potential or pending litigation
 in which the city has an interest, employer-employee negotiations and any other matter provided for
 in K.S.A. 75-4319.)
8. ADJOURNMENT:
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Councilmember Hiller  DOCUMENT #:
SECOND PARTY/SUBJECT: Topeka Yoga Network PROJECT #:
 Special Event (Mary
 Boland)
CATEGORY/SUBCATEGORY 014 Ordinances – Non-Codified / 005 Miscellaneous
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:

ORDINANCE introduced by Councilmember Karen Hiller designating a portion of the Crosby Place
Parking Garage as temporarily exempt from the provisions of K.S.A. 41-719(d) and TMC 9.15.020(e).
(Council District No. 1)

(Approval would allow the consumption of alcohol on the top level of the Crosby Garage for an event held by
Topeka Yoga Network on October 19, 2024, from 7:00 p.m. to 9:00 p.m.)

VOTING REQUIREMENTS:
Action requires at least six (6) votes of the Governing Body.
POLICY ISSUE:
Whether to allow the consumption of alcohol on the top level of the Crosby Garage for Topeka Yoga Network's
Rooftop Yoga event on October 19, 2024.
STAFF RECOMMENDATION:
Staff recommends the Governing Body move to approve the ordinance as part of the consent agenda.
BACKGROUND:
Both state law and city ordinance prohibit the consumption of alcohol on public property such as the Crosby
Garage unless the governing body exempts the property from these prohibitions for a period of time designated
by the governing body.

Topeka Yoga Network has requested the use of the top level of the Crosby Garage between the hours of 7:00
p.m. and 9:00 p.m.
BUDGETARY IMPACT:
There is no budgetary impact to the City.
SOURCE OF FUNDING:
Not applicable.

ATTACHMENTS:
Description
Ordinance
 (Published in the Topeka Metro News _______________________________________)


 1
 2 ORDINANCE NO. _____________
 3
 4 AN ORDINANCE introduced by Councilmember Karen Hiller, designating a portion of
 5 the Crosby Place Parking Garage as temporarily exempt from the
 6 provisions of K.S.A. 41-719(d) and TMC 9.15.020(e).
 7
 8 BE IT ORDAINED BY THE GOVERNING BODY OF THE CITY OF TOPEKA,

 9 KANSAS, THAT:

10 Section 1. Pursuant to K.S.A. 41-719(e) and TMC 9.15.020(e)(5), the

11 Governing Body may exempt public property from the prohibitions concerning drinking

12 or consuming alcoholic liquor and cereal malt beverages on public property.

13 Section 2. That, in accordance with such authority, the City exempts the top

14 level of the Crosby Place Parking Garage, located at 108 SW 8 th Street, from the

15 prohibitions of K.S.A. 41-719(d) and TMC 9.15.020(e) for a yoga event sponsored by

16 Topeka Yoga Network, LLC on October 19, 2024 between the hours of 7:00 p.m. and

17 9:00 p.m. Such exemption is conditioned upon compliance with applicable state laws

18 relative to alcoholic liquor.

19 Section 3. This exemption shall expire at 9:30 p.m. on October 19, 2024.

20 Section 4. This ordinance shall take effect and be in force from and after its

21 passage, approval and publication in the official City newspaper.

22 PASSED AND APPROVED by the Governing Body on ____________________.
23
24 CITY OF TOPEKA, KANSAS
25
26
27 __________________________________
28 Michael A. Padilla, Mayor
29 ATTEST:
30
31
32 ________________________________
33 Brenda Younger, City Clerk

 ORD/2024 Rooftop Yoga (Crosby Garage)
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Braxton Copley, DOCUMENT #:
 Assistant City Manager
SECOND PARTY/SUBJECT: SBB Engineering LLC PROJECT #: 601160.00, 501105.15
CATEGORY/SUBCATEGORY 007 Contracts and Amendments / 005 Professional Services
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:

APPROVAL of a Public Works Engineering Contract between the City of Topeka and SBB Engineering
LLC, in an amount not to exceed $229,400 to perform engineering design and construction documents
for the Holliday Park DREAMS Neighborhood Project.

(Services include professional engineering services for the Holliday Park DREAMS project and additional
storm water improvements on SW Western Avenue from 12th Street to 10th Street.)

VOTING REQUIREMENTS:
Action requires at least six (6) votes of the Governing Body.
POLICY ISSUE:
Whether to approve the contract for professional services. Pursuant to TMC 3.30.010, all contracts for
professional services exceeding $50,000 must be approved by the Governing Body.
STAFF RECOMMENDATION:
Staff recommends the Governing Body approves the contract as part of the consent agenda.
BACKGROUND:
On April 8, 2024, the City issued a request for proposals bid event 2998 for professional engineering services for
project planning, design, phasing, utility coordination, and possibly construction administration of streets and
sidewalks in the Historic Holliday Park neighborhood. The neighborhood is bounded by SW 10th Street to the
north, SW 13th Street to the south, SW Topeka Boulevard to the east, and SW
Clay Street to the west. Proposals were received on May 2, 2024, and evaluated. After evaluations staff
recommend entering into an agreement for services as specified with the most qualified firm for this
particular project, SBB Engineering LLC.
BUDGETARY IMPACT:
$229,400
SOURCE OF FUNDING:
Resolution 9425 CIP 2024
GO Bonds, Stormwater Fund, Revenue Bonds

ATTACHMENTS:
Description
SBB Engineering LLC Contract
Event 2998 Preveiw
Event 2998 Professional Engineering Services T-601160.01 Holliday Park Street Improvements
SBB Engineering, LLC, Proposal T-601160.01
2024 CIP Pg 89 of 261.pdf
2024 CIP Pg 179 of 261
 Contract No.
 Project No. 601160.00 & 501105.15



 CITY OF TOPEKA
 PUBLIC WORKS DEPARTMENT
 ENGINEERING DIVISION


 STANDARD AGREEMENT
 FOR
 ENGINEERING SERVICES


THIS AGREEMENT, is between the City of Topeka, Kansas (Owner) and SBB Engineering LLC


 (Engineer);

 WITNESSETH:

WHEREAS, the Owner wishes to employ the Engineer to perform professional engineering services on

Holliday Park DREAMS Project, Project 601160.00 . These services include providing

engineering design and construction documents for the asphalt mill and overlay, curb and gutter, sidewalk

and driveway replacement, full-depth asphalt pavement patching, and public information and coordination for

the Holliday Park DREAMS Project.

(the Project); and,

WHEREAS, the Owner requires certain engineering services in connection with the Project (the Services); and,

WHEREAS, the Engineer is prepared to provide the Services;

NOW THEREFORE, in consideration of the promises contained in this Agreement, the Owner and Engineer.

agree to the following:

ARTICLE 1 - EFFECTIVE DATE

The effective date of this Agreement shall be


ARTICLE 2 - GOVERNING LAW

This Agreement shall be governed by the laws of the State of Kansas and the codes of the City of Topeka.




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ARTICLE 3 - SERVICES TO BE PERFORMED BY ENGINEER

Engineer shall perform the Services described in Attachment A, Scope of Services, in accordance with applicable

sections of the City of Topeka Design Criteria and Drafting Standards of latest revision.


ARTICLE 4 - COMPENSATION

Owner shall pay Engineer in accordance with the Attachment B, Compensation.


ARTICLE 5 RESPONSIBILITIES

Owner shall be responsible for all matters described in Attachment C, Owner's Responsibilities.


ARTICLE 6 - SUPPLEMENTAL AGREEMENTS

The provisions set forth in Attachment D, Supplemental Agreements shall be incorporated into this Agreement.


ARTICLE 7 - PROJECT SCHEDULE

The provisions set forth in the Attachment E, Project Schedule shall be incorporated into this Agreement.


ARTICLE 8 - STANDARD OF CARE

Engineer shall exercise the same degree of care, skill, and diligence in the performance of Services as is ordinarily

possessed and exercised by a professional engineer under similar circumstances.


ARTICLE 9 - INDEMNIFICATION AND INSURANCE

Engineer hereby agrees to fully indemnify and hold harmless Owner and any of its departments, divisions, agencies,



fees and other expenses of litigation incurred by or on behalf of the Owner and any of its officers, employees or

elected officials arising out of Engineer's negligent performance of Services under this Agreement. Engineer

specifically agrees that this duty to indemnify and hold harmless will apply to the following:

 a. Claims, suits, or action of every kind and description when such suits or actions arise from the

 alleged negligent acts, errors, or omissions of the Engineer, its employees, agents, or

 subcontractors.




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 b. Injury or damages received or sustained by any party because of the negligent acts, errors, or

 omissions of the Engineer, its employees, agents, or subcontractors.

Engineer shall purchase and maintain during the life of this Agreement, insurance coverage which will

satisfactorily insure him against claims and liabilities which arise because of the execution of this Agreement.

The insurance coverages are as follows:

(1) Commercial General Liability Insurance, with a limit of $1,000,000 for each occurrence and $2,000,000 in

 the general aggregate.

(2) Automobile Liability Insurance, with a limit of $1,000,000 for each accident, combined single limit for

 bodily injury and property damage.

(3) Worker's Compensation Insurance and Employer's Liability Insurance, in accordance with statutory

 requirements, with a limit of $500,000 for each accident.

(4) Professional Liability Insurance, with a limit of $1,000,000 for each claim and aggregate.


Prior to issuance of the Notice to Proceed by Owner, Engineer shall have on file with Owner certificates of insurance


acceptable to Owner. Said certificates of insurance shall be filed with Owner in January of each year or may be


submitted with each agreement.


Engineer shall also maintain valuable papers insurance to assure the restoration of any plans, drawings, field notes


or other similar data relating to the work covered by this agreement, in the event of their loss or destruction, until


such time as the work has been delivered to the Owner.


Upon completion of all Services, obligations, and duties provided for in this Agreement, or if this Agreement is


terminated for any reason, the terms and conditions of this Article shall survive.




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ARTICLE 10 - LIMITATIONS OF RESPONSIBILITY

Engineer shall not be responsible for: (1) construction means, methods, techniques, sequences, procedures, or safety

precautions and programs in connection with the Project, (2) the failure of any contractor, subcontractor, vendor, or

other Project participant, not under contract to Engineer, to fulfill contractual responsibilities to the Owner or to

comply with federal, state or local laws, regulations, and codes; or (3) procuring permits, certificates, and licenses

required for any construction unless such responsibilities are specifically assigned to Engineer in Attachment A,

Scope of Services.


ARTICLE 11 - OPINIONS OF COST AND SCHEDULE

Since Engineer has no control over the cost of labor, materials, or equipment furnished by others, or over the

resources provided by others to meet Project construction schedules, Engineer's opinion of probable construction

costs and of construction schedules shall be made on the basis of experience and qualifications as a professional

engineer. Engineer does not guarantee that proposals, bids, or actual Project construction costs will not vary from

Engineer's cost estimates or that actual construction schedules will not vary from Engineer's projected schedules.


ARTICLE 12 - REUSE OF DOCUMENTS

All documents, including, but not limited to, drawings, specifications, and computer software prepared by Engineer

pursuant to the Agreement are instruments of service in respect to the Project. They are not intended or represented

to be suitable for reuse by Owner or others on extensions of the Project or on any other project. Any reuse without

prior written verification or adaptation by Engineer for the specific purpose intended will be at Owner's sole risk and

without liability or legal exposure to Engineer. Any verification or adaptation requested by Owner shall entitle

Engineer to compensation at rates to be agreed upon by Owner and Engineer.




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ARTICLE 13 - OWNERSHIP OF DOCUMENTS AND INTELLECTUAL PROPERTY

Except as otherwise provided herein, engineering documents, drawings, and specifications prepared by Engineer as

part of the Services shall become the sole property of Owner, however, that both Owner and Engineer shall have the

unrestricted right to their use. Engineer shall retain its rights in its standard drawing details, specifications, data

bases, computer software, and other proprietary property protected under the copyright laws of the United States.

Rights to intellectual property developed, utilized, or modified in the performance of services shall remain the

property of Engineer. Owner shall have the unlimited right to the use of intellectual property developed, utilized, or

modified in the performance of the Services at no additional cost to the Owner.


ARTICLE 14 - TERMINATION

This Agreement may be terminated by either party upon written notice in the event of substantial failure by the other

party to perform in accordance with the terms of this Agreement. The nonperforming party shall have fifteen

calendar days from the date of the termination notice to cure or to submit a plan for cure acceptable to the other

party. Owner may terminate or suspend performance of this Agreement for Owner's convenience upon written notice

to Engineer. Engineer shall terminate or suspend performance of the Services on a schedule acceptable to Owner.

If termination or suspension is for Owner's convenience, Owner shall pay Engineer for all Services performed prior

to the date of the termination notice. Upon restart, an adjustment acceptable to Owner and Engineer shall be made to

Engineer's compensation.


ARTICLE 15 - DELAY IN PERFORMANCE

Neither Owner nor Engineer shall be considered in default of the Agreement for delays in performance caused by

circumstances beyond the reasonable control of the nonconforming party. For purposes of this Agreement, such

circumstances include abnormal weather conditions; floods; earthquakes; fire; epidemics; war, riots, or other civil

disturbances; sabotage, judicial restraint, and inability to procure permits, licenses, or authorizations from any local,

state, or federal agency for any of the supplies, materials, accesses, or services required to be provided by either

Owner or Engineer under this Agreement.




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Should such circumstances occur, the nonconforming party shall, within a reasonable time of being prevented from

performing, give written notice to the other party describing the circumstances preventing continued performance

and the efforts being made to resume performance of the Agreement.

For delays in performance by Engineer, as set forth in Attachment E, Project Schedule, which are caused by

circumstances which are within its control, such delays shall be documented on the Engineer's Project Performance

Evaluation form. Said form shall be completed at the conclusion of Project and acknowledged by both Owner and

Engineer. Completed form shall be retained by Owner for a period of five years and reviewed prior to consultant

selection for City projects.

In the event Engineer is delayed in the performance of Services because of delays caused by Owner, Engineer shall

have no claim against Owner for damages or contract adjustment other than an extension of time.


ARTICLE 16 - COMMUNICATIONS

Any communication required by this Agreement shall be made in writing to the address specified below:


 Engineer: SBB Engineering LLC
 101 S. Kansas Ave.
 Topeka, KS 66603
 785-215-8630

 Owner: City of Topeka City Clerk
 215 SE 7th Street, Room 166
 Topeka, KS 66603
 (785) 368-3940


 With a Copy to: City of Topeka Engineering Division
 620 SE Madison, 2nd Floor
 Topeka, KS 66607
 (785) 368-3842


Nothing contained in the Article shall be construed to restrict the transmission of routine communications

between representatives of Engineer and Owner.




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ARTICLE 17 - WAIVER

A waiver by either Owner or Engineer of any breach of this Agreement shall be in writing. Such a waiver shall not

affect the waiving party's rights with respect to any other or further breach.


ARTICLE 18 - SEVERABILITY

The invalidity, illegality, or unenforceability of any provision of this Agreement or the occurrence of any event

rendering any portion or provision of this Agreement void shall in no way affect the validity or enforceability of any

other portion or provision of this Agreement. Any void provision shall be deemed severed from this Agreement, and

the balance of this Agreement shall be construed and enforced as if this Agreement did not contain the particular

portion or provision held to be void. The parties further agree to amend this Agreement to replace any stricken

provision with a valid provision that comes as close as possible to the intent of the stricken provision. The provisions

of this Article shall not prevent this entire Agreement from being void should a provision which is of the essence of

this Agreement be determined void.


ARTICLE 19 - INTEGRATION

This Agreement represents the entire and integrated agreement between Owner and Engineer. All prior and

contemporaneous communications, representations, and agreements by Engineer, whether oral or written, relating

to the subject matter of this Agreement, as set forth in Attachment D, Supplemental Agreements are hereby

incorporated into and shall become a part of this Agreement


ARTICLE 20 - SUCCESSORS AND ASSIGNS

Owner and Engineer each binds itself and its directors, officers, partners, successors, executors, administrators,

assigns, and legal representatives to the other party of this Agreement and to the directors, officers, partners,

successors, executors, administrators, assigns, and legal representatives of such other party in respect to all

provisions of this Agreement.




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ARTICLE 21 - ASSIGNMENT

Neither Owner nor Engineer shall assign any rights or duties under this Agreement without the prior written consent

of the other party. Unless otherwise stated in the written consent to an assignment, no assignment will release or

discharge the assignor from any obligation under this Agreement. Nothing contained in this Article shall prevent

Engineer from employing independent consultants, associates, and subcontractors to assist in the performance of the

Services; however, other agreements to the contrary notwithstanding, in the event Engineer employs independent

consultants, associates, and subcontractors to assist in performance of the Services, Engineer shall be solely

responsible for the negligent performance of the independent consultants, associates, and subcontractors so

employed.


ARTICLE 22 - THIRD PARTY RIGHTS

Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than Owner and Engineer.

ARTICLE 23 RELATIONSHIP OF PARTIES

Nothing contained herein shall be construed to hold or to make the Owner a partner, joint venturer, or associate of

Engineer, nor shall either party be deemed the agent of the other, it being expressly understood and agreed that the

relationship between the parties hereto is and shall at all times remain contractual as provided by the terms and

conditions of this Agreement.




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IN WITNESS WHEREOF, Owner and Engineer have executed this Agreement.




 CITY OF TOPEKA SBB Engineering LLC
 Owner Engineer




 By: Robert M. Perez, Ph.D. By: Brian T. Austin


 City Manager Principal
 Title Title



 Date: Date:


 Attest: Attest:
 City Clerk, Brenda Younger

 By: Patrick Leo LaFontaine




 APPROVED AS TO FORM AND LEGALITY


 DATE BY




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 Contract No.
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 ATTACHMENT A
 TO
 AGREEMENT FOR ENGINEERING SERVICES


Owner: City of Topeka, Kansas
Engineer: SBB Engineering LLC
Project Number & Name: 601160.00 Holliday Park DREAMS Neighborhood Project &
 501105.15 SW Western Ave. (12 th to 10th Ave.) Storm Water Improvement
 Project

 SCOPE OF SERVICES
The scope of services is generally described as survey and engineering services for street and maintenance
improvements in the Holliday Park Neighborhood. The engineering services will include topographic survey,
engineering design, and construction documents for the area defined in Attachment F.

The scope of services is specifically defined below:

Part A - 601160.00 Holliday Park DREAMS Neighborhood Project Engineering Design & Construction
Documents ($149,870.00)

Task 1 Project Administration

 1) Contract development, resource allocation and scheduling, invoicing.
 2) Coordinate with private utilities to obtain existing as-built or record information and coordinate utility
 conflicts, relocation plans, and schedules.
 3) Site visits preliminary and field check.
 4) Perform Quality Assurance/Quality Control reviews at the Field Check, Office Check, and Final Plan
 submittals.
 5) Prepare presentation materials and participate in up to two public information meetings or virtual
 presentations. One meeting will be near the completion of design and one meeting prior to construction
 in 2025.

Task 2 Data Collection

The topographic survey scope applies to the areas identified in Attachment F.

 i. Topographic survey of existing features within Right-of-Way.
 ii. Survey of utility flags/paint as marked by third parties.
 iii. R/W research and boundary survey under the direction of a licensed Professional Surveyor registered in
 the state of Kansas.
 iv. Process field survey data and develop CAD base map for design.

Task 3 Preliminary (Field Check) Design

 1) Perform engineering design services for the areas identified in Attachment F.
 2) Assess brick sidewalk within the project limits for conformance with ADA design criteria. Provide letter
 to property owners within project limits regarding design intent for existing brick sidewalks.
 3) Assess stone curb within project limits for suitability to remain, be removed and reset, replaced with

 standard detail drawings, or be replaced with Type I or Type II standard concrete curb and gutter.

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 Contract No.
 Project No. 601160.00 & 501105.15


 4) Develop field check plans for street improvements, including:
 a. Title Sheet
 b. General Notes, Quantities, Project Control
 c. Plan and Profile Sheets
 d. Detail Sheets
 e. Temporary Traffic Control Plans
 f. Sequencing and Construction Phasing Plans
 g. Erosion Control Sheets
 5) Develop field check opinion of probable cost.

 Task 4 Final Design

 1) Develop final plans for street improvements, including:
 a. Title Sheet
 b. General Notes, Quantities, Project Control
 c. Plan and Profile Sheets
 d. Detail Sheets
 e. Temporary Traffic Control Plan
 f. Sequencing and Construction Phasing Plans
 g. Erosion Control Sheets

 2) Develop opinion of probable cost.

 3) Submit KDHE Construction Stormwater NOI to KDHE (as necessary).

 4) Develop Project Manual to be used for bidding and contracting.

 Task 5 Bidding Phase Services

 1) Answer contractor questions and issue addenda as necessary.
 2)
 3) Review bids and provide recommendation of award, if appropriate.

 Task 6 Contractor Coordination and As-Built Plans

 1) Answer contractor or City questions, providing revised sheets as necessary, and developing As-Built
 -ups.

Part B - 601160.00 Holliday Park DREAMS Neighborhood Project Construction Phase Services ($49,960.00)

 Task 1 Construction Phase Services

 1) Provide Construction Observation Services
 a. Furnish services, labor, materials, equipment, supplies and incidentals necessary to conduct and
 complete the services.
 b. Designate a full-time field representative, who shall have experience to observe all work done is in
 accordance with the City of Topeka Standard Technical Specifications. Full-time for the project is
 considered 12-weeks of construction at 40-hours per week for the Project Field Representative.
 c. All activities of the full-
 Such services may extend to all and any part of the work and to the preparation of materials to be
 used. The full-time field representative is not authorized to issue instructions contrary to the plans
 and specifications, or to act as foreman for the project contractor. The full-time field representative
 shall have the authority to reject work or materials until any questions at issue can be referred to

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 Contract No.
 Project No. 601160.00 & 501105.15

 and decided by representatives of the City. The full-time field representative will perform duties on
 behalf of the City in accordance with the contract documents and plans which have been released
 for construction.
 d. Conduct any conferences deemed necessary by the City under the terms of this agreement.
 e. Be familiar with the standard practices of the City, contract documents (specifications, construction

 f. Perform the services in accordance with accepted safety practices, however, these services will not
 extend to safety practices of the construction contractor.
 g.
 Documents and appropriate sections of the City of Topeka and Shawnee County Standard
 Technical Specifications, latest edition and to reject such work and materials, which do not comply
 with the Contract Documents, City of Topeka / Shawnee County Standard Technical Specifications
 until any questions at issue can be referred to and be decided by the City representative.
 h. Verify that required test report records or certificates of compliance for complete material testing
 verification of the project site have been received prior to their incorporation into the work.
 i. Keep daily documentation and quantity summaries as required by the City.
 j. Measure and compute all materials incorporated in the work and maintain a bid item account
 record. Review and sign or reject pay estimates according to the bid item account record and
 project meeting minutes.
 k. Maintain for the City all original diaries, accounts, records and reports prepared upon completion of
 the project.
 l.

 2) Provide Construction Administration Services
 a. Prepare, schedule, and conduct a Pre-Construction Conference for the project prior to issuance of
 Construction Work Order by the City.
 b. Conduct any on-

 representative or other related to the project as necessary.
 c. Coordinate with City on project related issues.
 d. Prepare and distribute notes that document any construction meetings.
 e. Prepare weekly construction summaries.
 f. Assist contractor with coordination with property owners and businesses affected by the project to
 minimize disruption to their business / property.
 g. Assist with sharing project information and responding to project information requests.


Part C 501105.15 SW Western Ave. (12th to 10th) Storm Water Improvement Project Engineering Design
and Construction Documents ($29,570.00)

 Task 1 Project Administration

 1) Contract development, resource allocation and scheduling, invoicing.
 2) Coordinate with private utilities to obtain existing as-built or record information and coordinate utility
 conflicts, relocation plans, and schedules.
 3) Perform Quality Assurance/Quality Control reviews at the Field Check, Office Check, and Final Plan
 submittals.
 4) Prepare presentation materials and participate in up to two public information meetings or virtual
 presentations. One meeting will be near the completion of design and one meeting prior to construction in
 2025.




 12
 Contract No.
 Project No. 601160.00 & 501105.15

Task 2 Data Collection

The topographic survey scope applies to the areas identified in Attachment F.

 1) Supplement topographic survey of existing features within Right-of-Way obtained with the Holliday Park
 DREAMS Project with storm sewer depth information on SW Western Ave. from SW 12 th St. to SW 10th
 Ave. This includes obtaining depth information on public utilities that are crossing proposed storm
 alignment with project limits.
 2)
 the northeast corner of SW 11th & Western. Potholing of existing water services is not included. A bid
 item for water service relocation and allowance for water service relocation will be included in the bid
 th
 St. is not included in the scope of
 services if the pothole information indicates a potential for storm sewer conflict.

Task 3 Office Check Design

 1) Develop office check plans for street improvements using the progress plan submittal for project
 501037.05 and dated September 2020 and provided to SBB Engineering by the City. The following
 sheets will be integrated into the Holliday Park DREAMS Project plan set based on the approximate
 alignment of said plan set.
 a. Title Sheet
 b. General Notes, Quantities, Project Control
 c. Plan and profile sheets
 d. Detail Sheets
 e. Temporary Traffic Control Plans
 f. Sequencing and Construction Phasing Plans
 g. Erosion Control Sheets

 2) Perform hydrology and hydraulic calculations in accordance with the City of Topeka design criteria for
 the proposed storm sewer system starting at SW 10 th & Western and extending the upstream end of the
 storm network near SW 11th & Topeka Blvd., SW 12th & Polk, and SW 12 th & Clay. The downstream or
 th
 Ave. at
 SW Western Ave.
 3)
 601160.00.

Task 4 Final Design

 1) Develop final plans for street improvements, including:
 a. Title Sheet
 b. General Notes, Quantities, Project Control
 c. Plan and profile sheets
 d. Detail Sheets
 e. Temporary Traffic Control Plan
 f. Sequencing and Construction Phasing Plans
 g. Erosion Control Sheets

 2) Determine final
 601160.00.

 3) The Project Manual will be developed with Project 601160.00.

Task 5 Bidding Phase Services

 1) Answer contractor questions and issue addenda as necessary.
 13
 Contract No.
 Project No. 601160.00 & 501105.15

 2) Issue Addenda as necessary.
 3) Review bids, compile bid tab, and provide recommendation of award, if appropriate.



Task 6 Contractor Coordination and As-Built Plans

 1) Answer contractor or City questions, providing revised sheets as necessary, and developing As-Built
 -ups.


SUPPLEMENTAL SERVICES

Any work requested by the Owner that is not included in the Basic Services will be classified as Supplemental
Services. Supplemental Services shall include, but are not limited to the following.

 1) Geotechnical investigation, analysis, borings, cores, reports, or studies
 2) Additional work or rework due to client requested changes in scope, alignment, length, or project limits
 3) Potholing of existing water line, sanitary sewer, utility tunnel, or other public or private utilities
 4) Design of utilities, public or private
 5) Concrete jointing plans
 6) -
 7) Street lighting design
 8) Traffic studies or analysis
 9) Detention and water quality design
 10) Stormwater Pollution Prevention Plan
 11) Water modeling, fire flow, or capacity analysis
 12) Acquisition and/or appraisal services
 13) Landscape or irrigation design
 14) Environmental investigation
 15) No-rise certificates or floodway hydrologic calculations, permits, or calculations. Floodplain fill permits, if
 necessary, are included.
 16) Renderings or 3D modeling
 17) As-built surveys
 18) Easement exhibits, legal descriptions, Certificates of Title, and O&E reports for acquisition
 19) Construction Phase Services (Inspection, Construction Administration, Contractor Submittal and Pay
 Application Review) for SW Western Ave. (12 th to 10th) Storm Water Improvements.
 20) Public website, email distribution list, and public involvement or engagement services unless specifically
 noted in scope above.




 14
 Contract No.
 Project No. 601160.00 & 501105.15

 ATTACHMENT B
 TO
 AGREEMENT FOR ENGINEERING SERVICES


Owner: City of Topeka, Kansas
Engineer: SBB Engineering LLC
Project Number & Name: 601160.00 Holliday Park DREAMS Neighborhood Project &
 501105.15 SW Western Ave. (12 th to 10th Ave.) Storm Water Improvement
 Project


 COMPENSATION


For the services covered by this Agreement, the Owner agrees to pay the Engineer as follows:

A. For the Basic Services described in Attachment A, the fee will not exceed $229,400.00.
 Payments shall be made monthly in amounts which are consistent with the amount of engineering
 services provided, as determined by the Engineer.

B. Compensation for Supplemental Services shall be made as defined below, when authorized in writing by
 the Owner. The maximum limit for each item of additional service shall be established individually and
 specifically agreed to by the Owner as stated below, unless the service is included in a subsequent
 agreement.

 Hourly rates for each classification as defined by the Engineer's rate schedule, see Attachment F. Hourly
 charge rates are subject to adjustment annually on January 1. Overtime, when authorized by the Owner,
 will be billed at 1.5 times the rates listed (non-engineer time only).

 Reimbursable charges will be considered the amount of actual costs of expenses or charges, including
 such items as staking materials, equipment rental, equipment hourly charges, mileage, toll telephone
 calls, reproduction and similar project related expenses.

C. The entire amount of each statement shall be due and payable upon receipt by the Owner.

D. It is understood and agreed:

 1. That the Engineer shall start the performance of Services within 10 days of receipt of a notice to
 proceed and shall complete the work in accordance with the contract times set forth in Attachment
 E, Project Schedule.

 2. That the Engineer shall keep records on the basis of generally accepted accounting practice of costs
 and expenses which records shall be available for inspection at all reasonable times.




 15
 Contract No.
 Project No. 601160.00 & 501105.15


 ATTACHMENT C
 TO
 AGREEMENT FOR ENGINEERING SERVICES


Owner: City of Topeka, Kansas
Engineer: SBB Engineering LLC
Project Number & Name: 601160.00 Holliday Park DREAMS Neighborhood Project &
 501105.15 SW Western Ave. (12 th to 10th Ave.) Storm Water Improvement
 Project



 OWNER'S RESPONSIBILITIES


The Owner will furnish, as required by the work and not at the expense of the Engineer, the following items:

1. Make available to the Engineer all records, reports, maps, and other data pertinent to provision of the
 services required under this contract.

2. Examine all plans, specifications and other documents submitted by the Engineer and render decisions
 promptly to prevent delay to the Engineer.

3. Designate one City of Topeka employee as the Owner representative with respect to all services to be
 rendered under this agreement. This individual shall have the authority to transmit instructions, receive
 information and to interpret and define the Owner's policies and decisions pertinent to the Engineer's
 services.

4. Issue notices to proceed to the Engineer for each phase of the design services.

5. Provide title work for parcels necessary to establish property lines for Right-of-Way and easement
 acquisition.




 16
 Contract No.
 Project No. 601160.00 & 501105.15


 ATTACHMENT D
 TO
 AGREEMENT FOR ENGINEERING SERVICES


Owner: City of Topeka, Kansas
Engineer: SBB Engineering LLC
Project Number & Name: 601160.00 Holliday Park DREAMS Neighborhood Project &
 501105.15 SW Western Ave. (12 th to 10th Ave.) Storm Water Improvement
 Project



 SUPPLEMENTAL AGREEMENTS


Owner and Engineer agree that the following communications, representations, and agreements by Engineer,
whether oral or written, relating to the subject matter of the Agreement are hereby incorporated into and shall
become a part of the Agreement as set forth in ARTICLE 19 - INTEGRATION.




 17
 Contract No.
 Project No. 601160.00 & 501105.15


 ATTACHMENT E
 TO
 AGREEMENT FOR ENGINEERING SERVICES


Owner: City of Topeka, Kansas
Engineer: SBB Engineering LLC
Project Number & Name: 601160.00 Holliday Park DREAMS Neighborhood Project &
 501105.15 SW Western Ave. (12 th to 10th Ave.) Storm Water Improvement
 Project



 PROJECT SCHEDULE


Owner and Engineer recognize that time is of the essence of the Agreement and that Owner will suffer financial loss
if the work is not completed within the times stipulated herein, plus any extensions thereof. Accordingly, Engineer
has established time intervals, in calendar days, for submittals at various stages of the project as detailed below. As
each actual submittal date occurs, Engineer shall meet with Owner to discuss the progress of the work and the actual
submittal date shall be documented. If project is behind schedule, the reason shall be recorded. Engineer shall not be
responsible for the time required by Owner's representative to review Engineer's submittal. When review is complete,
Owner shall, in writing, authorize Engineer to proceed to the next submittal date. After final submittal date, Engineer
and Owner shall meet to evaluate Engineer's performance with regard to design schedule. An Engineer's Project
Performance Evaluation form shall be completed and acknowledged by both Owner and Engineer. Completed form
shall be retained by Owner for a period of five years and reviewed prior to consultant selection for City projects.
Past performance shall be accounted for on the evaluation sheet used to rank consultants during the interview process.


1. Schedule: Engineer will make plan submittals to Owner based on the following schedule:

 a. Concept Drawings - Engineer will submit concept drawings within N/A calendar days after Notice
 to Proceed by Owner.

 b. Field Check - Engineer will submit field check drawings within 150 calendar days after Notice to
 Proceed by Owner.

 c. Right-of-Way Drawings - Engineer will submit right-of-way drawings within 30 calendar days
 after the Notice to Resume Work is given by Owner following Field Check.

 d. Office Check - Engineer will submit office check drawings and specifications within 60 calendar
 days after the Notice to Resume Work is given by Owner following Field Check.

 e. Bid Documents - Engineer will submit bid documents within 30 calendar days after the Notice
 to Resume Work is given by Owner following Office Check.

 f. As-Built Plans Engineer will submit as-built plans within 30 calendar days after marked-up plans are
 returned to the Engineer, from the Owner or within 30 calendar days after all punch list items have been


 Schedule is subject to utility relocation, if necessary, by third parties.




 18
 Event # 2998-0
 Name: Professional Engineering Services T-601160.01
 Reference: Holliday Park Street Improvements T-601160.01
 Description: The City of Topeka is requesting proposals to provide professional engineering services for project
 planning, design, phasing, utility coordination, and possibly construction administration of streets
 and sidewalks in the Historic Holliday Park neighborhood. The neighborhood is bounded by SW
 10th Street to the north, SW 13th Street to the south, SW Topeka Boulevard to the east, and SW
 Clay Street to the west. City project T-601160.01.


 Buyer: Glenn Roth Status: Draft
 Event Type: RFP Currency: USD
 Category: PROFESSIONAL SERVICES Sub Category: ENGINEERING


 Sealed Bid: Yes Respond To All Lines: Yes
 Q & A Allowed: Yes Number Of Amendments: 0



Event Dates
 Preview: Q & A Open: 04/08/2024 03:01:00 PM
 Open: 04/08/2024 03:00:00 PM Q & A Close: 04/26/2024 12:00:00 PM
 Close: 05/02/2024 02:00:00 PM Dispute Close:



 Terms And Conditions

General


General
Read all terms and conditions before registering or responding to a bid event.

Thank you for your interest in registering online to do business with the City of Topeka. All data in this website is subject to the
Statues of the State of Kansas and ordinances contained in the Topeka Municipal Code. The City of Topeka shall not be held liable
or legally bound by any software limitation or defect. The City of Topeka operates under and is subject to the Central Time Zone
(CST or CDT).

The City of Topeka strives to include as many suppliers as possible to enhance the competitive sealed bidding process. The city is
unable to include every supplier in all events that they may be able to quote on. Registration on the city's e-pro website does not
guarantee an organization will receive notification of every bidding opportunity.
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Event # 2998-0: Professional Engineering Services T-601160.01


Disclaimer
The City of Topeka attempts to maintain continuous access to the supplier portal. However, from time to time, access may be
interrupted or prevented due to maintenance, site problems, Internet problems, or problems experienced by the user due to the
user’s computer system. The city makes no warranty that the supplier portal will be uninterrupted or error-free. Regardless of the
source of any problem, it is the user’s responsibility to ensure that its bid is timely received. Because of the discrepancies inherent
in timing mechanisms (e.g. cell phones, computers, mobile devices), the bid time will be determined based upon the time indicated
on the city server for the Strategic Sourcing application. If the user does not submit its bid at or before the time indicated on the
City server for the Strategic Sourcing application, the bid will be electronically rejected by the Strategic Sourcing application as
untimely.

The City shall not be liable for any direct, indirect, incidental, special, consequential, or exemplary damages, including but not
limited to damages for loss of profits, goodwill, use, data, or other intangible losses resulting from: (i) the use or the inability to use
the supplier portal; (ii) unauthorized access to or alteration of the user’s transmissions or data; or (iii) any other matter relating to
the supplier portal.

It shall be the bidder’s responsibility to advise the City of Topeka of any specifications, language, other requirements, or
combinations thereof that restrict or limit bidding. Such notification must be submitted in writing and must be received by the
Contracts and Procurement Division no later than five (5) days prior to the bid closing. The specifications were written with the
intent of permitting competitive bidding. The City of Topeka reserves the right to waive minor deviations in the specifications that
inadvertently restrict bidding to a single manufacturer (or vendor) or when such deviations do not alter or deter the City from
accomplishing the intended use or function. Each bid shall include descriptive literature and specifications for the product.
However, the provision of this material shall not be considered a substitute for listing deviations.

Amendments to Bids: To ensure maximum access opportunities for users, events and solicitations shall typically be posted for a
minimum of ten (10) days, and no amendments shall typically be made within the last three days before the event or solicitation is
due. Bidders and vendors are cautioned that the competitive nature of their offers could be affected if their submission does not
include all amendments. For this reason, bidders and vendors are advised to revisit all solicitations to which they intend to respond
three (3) days prior to the due date. It is the bidder's or vendor's responsibility to check the website from time to time for updates
to events and solicitations and to pick up additional addenda and information.

All bids shall be considered firm for a period of forty-five (45) calendar days from the bid opening date, unless otherwise stated in
the bid specification document(s).

If bidders have a concern about bid specifications or any term or condition that they believe restricts competition, bidders must
contact, in writing, the procurement buyer assigned no later than five (5) days prior to bid closing. Upon receipt, the procurement
buyer will research the issue and provide a response within five (5) days. Failure to submit a question or concern within the five (5)
day period will waive any right the bidder may have to challenge the bid or a bid award.


Standard Terms and Conditions


Contractural Provision
City of Topeka
Department of Administrative and Financial Services
Contracts and Procurement Division (Rev 06.2021)


CONTRACTUAL PROVISIONS

1.TERMS HEREIN CONTROLLING PROVISIONS
It is expressly agreed that the terms of each and every provision in this Attachment shall prevail and control over the terms of any
other conflicting provision in any other document relating to and a part of the contract in which this attachment is incorporated.

2.AGREEMENT WITH KANSAS LAW
All contractual agreements shall be subject to, governed by, and construed according to the laws of the State of Kansas.


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Event # 2998-0: Professional Engineering Services T-601160.01

3.TERMINATION DUE TO LACK OF FUNDING
If, in the judgment of the City Manager, sufficient funds will not be available to continue the functions performed in this agreement
and for the payment of the charges hereunder, City may terminate this agreement at the end of its current and any succeeding
fiscal year. City agrees to give written notice of termination to contractor at least 30 days prior to the end of its current fiscal year.
Contractor shall have the right, at the end of such fiscal year, to take possession of any equipment provided City under the
contract. City will pay to the contractor all regular contractual payments incurred through the end of such fiscal year, plus
contractual charges incidental to the return of any such equipment. Upon termination of the agreement by City, title to any such
equipment shall revert to contractor at the end of City’s current fiscal year. The termination of the contract pursuant to this
paragraph shall not cause any penalty to be charged to the City or the contractor.

4. TERMINATION FOR CONVENIENCE
The Director of Contracts & Procurement or designee may terminate performance of work under this contract in whole or in part
whenever the Director determines that the termination is in the best interest of the City. In the event of termination, the Director
or designee shall provide the Contractor written notice at least thirty (30) days prior to the termination date. The termination shall
be effective as of the date specified in the notice. The Contractor shall continue to perform any part of the work that may not have
been terminated by the notice.

5.DISCLAIMER OF LIABILITY
No provision of this contract will be given effect that attempts to require the City to defend, hold harmless, or indemnify any
contractor or third party for the City’s acts or omissions. The City’s liability is limited to the liability established in the Kansas Tort
Claims Act, K.S.A. 75-6101 et seq.

6.ANTI-DISCRIMINATION CLAUSE
The contractor agrees: (a) to comply with all federal, state, and local laws and ordinances prohibiting unlawful discrimination and
to not unlawfully discriminate against any person because of age, color, disability, familial status, gender identity, genetic
information, national origin or ancestry, race, religion, sex, sexual orientation, veteran status or any other factor protected by law
in the admission or access to, or treatment or employment in, its programs or activities; (b) to include in all solicitations or
advertisements for employees, the phrase “equal opportunity employer;” and (c) to include those provisions in every subcontract
or purchase order so that they are binding upon such subcontractor or vendor. The contractor understands and agrees that the
failure to comply with the requirements of this paragraph may constitute a breach of contract, and the contract may be cancelled,
terminated or suspended, in whole or in part by the City of Topeka.

7.ACCEPTANCE OF CONTRACT
This contract shall not become effective until the legally required approvals have been given.

8.ARBITRATION, DAMAGES, WARRANTIES
Notwithstanding any language to the contrary, no interpretation shall be allowed to find the City or any department or division
thereof subject to binding arbitration. Further, the City of Topeka shall not be subject to attorney fees and no provision will be
given effect which attempts to exclude, modify, disclaim or otherwise attempt to limit implied warranties of merchantability and
fitness for a particular purpose.

9.REPRESENTATIVE’S AUTHORITY TO CONTRACT
By signing this contract, the representative of the contractor thereby represents that such person is duly authorized by the
contractor to execute this contract on behalf of the contractor and that the contractor agrees to be bound by the provisions
thereof.

10.RESPONSIBILITY FOR TAXES
The City of Topeka shall not be responsible for, nor indemnify a contractor for, any federal, state or local taxes which may be
imposed or levied upon the subject matter of this contract.

11.INSURANCE
The City of Topeka shall not be required to purchase any insurance against loss or damage to any personal property to which this
contract relates. Subject to the provisions of the Kansas Tort Claims Act (K.S.A. 75-6101 et seq.), and the claims provisions of the
Code of the City of Topeka (Section 3.35.010 et seq.), the contractor shall bear the risk of any loss or damage to any personal
property in which the contractor holds title.


CONTRACTOR:_____________________________________________

AUTHORIZED SIGNATURE:_____________________________________________


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Event # 2998-0: Professional Engineering Services T-601160.01


Terms and Conditions
STANDARD TERMS AND CONDITIONS
Qualification Based Selection (RFP, RFQ, etc.)
Includes Architectural, Engineering, and Appraisal Services for Public Buildings and Improvements

1. READ ALL STANDARD TERMS AND CONDITIONS, SPECIAL TERMS AND CONDITIONS AND THE SCOPE OF WORK CAREFULLY.
Failure to abide by all the conditions of this request may result in the rejection of a proposal. Inquiries about this request must be
addressed during the open question and answer period. Proposals including attachments (proposal, drawings, photographs, etc.)
shall be submitted through the City’s online bidding portal.
2. SINGLE POINT OF CONTACT: The single point of contact for all inquiries, questions, or requests shall be the City of Topeka
Contracts and Procurement Buyer or their designee initiating this solicitation. All communications shall be directed to the Buyer. No
communication is to be had with any other City employee or representative while the bidding event is open and until a contract
and/or purchase order is awarded and issued. Bidders may have contact with other City employees or representatives during
negotiations, contract signing, or as otherwise specified in the solicitation documentation.
3. NEGOTIATED PROCUREMENT: The City reserves the right to negotiate with the selected bidder of this solicitation. The final
evaluation and award is made by the Procurement Negotiating Committee (Committee), which consists of the Department Director
of the originating department, the Director of Administrative and Financial Services, the Director of Contracts and Procurement, or
their designees. (For architectural, engineering and appraisal services, the City Engineer or designee will take the place of the
Director of Contracts and Procurement or designee.)
4. APPEARANCE BEFORE COMMITTEE: Bidders may be required to appear before the Committee to explain their understanding and
approach. The Committee may request additional information. Bidders are prohibited from electronically recording these meetings.
All information received prior to the cut-off time will be considered as part of the bidder’s best and final offer. No additional
revisions shall be made after the specified cut-off time unless requested by the Committee.
5. QUESTIONS & ADDENDA: All questions shall be submitted during the open questions period section of the City’s online bidding
portal. It shall be the bidder’s responsibility to monitor the City’s bidding portal for answers to questions and any addenda issued
that may alter or change the scope of the solicitation. Any and all binding modifications to the solicitation shall be made by
addendum.
6. PRE-PROPOSAL CONFERENCE: If so noted, all Pre-Proposal Conferences will be scheduled and information posted on the
Meetings section in the solicitation. Attendance is typically not mandatory, but is strongly encouraged. At the Pre-Proposal
Conference impromptu questions will be permitted and spontaneous unofficial answers will be provided when possible. However,
bidders should clearly understand that the only official answer or position of the City will be by written and issued by addendum.
7. COST OF PREPARING PROPOSAL: The cost of developing and submitting the proposal is entirely the responsibility of the bidder.
This includes costs to determine the nature of the engagement, preparation of the proposal, submitting the proposal, negotiating
the contract, and other costs associated with the solicitation.
8. EVALUATION OF PROPOSALS: Award shall be made through the qualification based selection process. Consideration and
evaluation of such proposals will include but not be limited to:
 • Adequacy and completeness of proposal;
 • Compliance with the terms and conditions of the request;
 • Experience in providing like services or products;
 • Qualified staff;
 • Methodology in accomplishing objectives;
 • Response format as required by this request;
 • Price; and
 • Any other requirements specific to the service or product as outlined by the City of Topeka.
9. ACCEPTANCE OR REJECTION: The City reserves the right to accept or reject any or all proposals or part of a proposal; to waive
any informalities or technicalities; clarify any ambiguities in proposals; modify criteria in the solicitation; and unless otherwise
specified, to accept any item in a proposal.
10. CONTRACT: The successful bidder may be required to enter into a written contract with the City, which will incorporate the
Contractual Provisions Attachment and Contractor’s Statement of Agreement. No contract shall be considered to have been
entered into by the City unless executed by the City Manager and the vendor. Professional service contracts exceeding fifty
thousand dollars (50,000) must be approved by the Governing Body prior to being executed by the City Manager.
11. CONTRACT DOCUMENTS: In the event of a conflict in terms of language among the documents, the following order shall
govern:
 • Contractual Provisions Attachment and Contractor’s Statement of Agreement, if incorporated in the Contract;
 • Written modifications to the executed contract;
 • Written contract signed by the parties;
12. OPEN RECORDS ACT: All proposals become the property of the City of Topeka. Kansas law requires all information contained in
proposals to become open for public review (with certain exceptions available under the Act) once a contract is signed or all

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Event # 2998-0: Professional Engineering Services T-601160.01

proposals rejected.
13. FEDERAL, STATE AND LOCAL TAXES – GOVERNMENTAL ENTITY: Unless otherwise specified, the price as negotiated shall
include all applicable federal, state, and local taxes. The successful vendor shall pay all taxes lawfully imposed on it with respect to
any product or service delivered in accordance with this solicitation. The City of Topeka is exempt from state sales or use taxes,
and federal excise taxes. These taxes shall not be included in the bidder’s price quotations.
14. SUSPENSION FROM BIDDING: Any vendor who defaults on delivery as defined in this solicitation may, at the discretion of the
Director of Contracts and Procurement, be barred from bidding or receiving an award on any subsequent solicitation for a period of
time to be determined by the City.
15. INSURANCE: The City shall not be required to purchase any insurance against loss or damage to any personal property nor
shall the City establish a self-insurance fund to protect against any loss or damage. Subject to the provisions of the Kansas Tort
Claims Act, the vendor shall bear the risk of any loss or damage to any personal property.
16. CASH BASIS AND BUDGET LAWS: All contracts are subject to the State of Kansas Cash Basis and Budget laws. [K.S.A. 10-1101;
79-2925 et seq.] Any obligation incurred as a result of the issuance of the contract or purchase order binds the City only to the
extent that funds are available at the time payment is required.

City Legal Approval February 8, 2022


RFP Special Provisions
SPECIAL PROVISIONS

Proposal Format: The following information shall be part of the technical proposal: Vendors are instructed to prepare their
Technical Proposal following the same sequence as this section of the Request For Proposal.

(1)Transmittal letter which includes the following statements:
(a)That the vendor is the prime contractor and identifying all subcontractors
(b)That the vendor is a corporation or other legal entity
(c)That no attempt has been made or will be made to induce any other person or firm to submit or not to submit a proposal
(d)That the vendor does not discriminate in employment practices with regard to race, color, religion, age (except as provided by
law), sex, marital status, political affiliation, national origin or disability
(e)That no cost or pricing information has been included in the transmittal letter or the Technical Proposal. Pricing information, if
requested, shall be uploaded as separately named electronic file.
(f)That the vendor presently has no interest, direct or indirect, which would conflict with the performance of services under this
contract and shall not employ, in the performance of this contract, any person having a conflict
(g)That the person signing the proposal is authorized to make decisions as to pricing quoted and has not participated, and will not
participate, in any action contrary to the above statements;
(h)Whether there is a reasonable probability that the vendor is or will be associated with any parent, affiliate or subsidiary
organization, either formally or informally, in supplying any service or furnishing any supplies or equipment to the vendor which
would relate to the performance of this contract. If the statement is in the affirmative, the vendor is required to submit with the
proposal, written certification and authorization from the parent, affiliate or subsidiary organization granting the City and/or the
federal government the right to examine any directly pertinent books, documents, papers and records involving such transactions
related to the contract. Further, if at any time after a proposal is submitted, such an association arises, the vendor will obtain a
similar certification and authorization and failure to do so will constitute grounds for termination of the contract at the option of the
City
(i)Vendor agrees that any lost or reduced federal matching money resulting from unacceptable performance in a contractor task or
responsibility defined in the Request, contract or modification shall be accompanied by reductions in City payments to contractor
and
(j)That the vendor has not been retained, nor has it retained a person to solicit or secure a City contract on an agreement or
understanding for a commission, percentage, brokerage or contingent fee, except for retention of bona fide employees or bona fide
established commercial selling agencies maintained by the vendor for the purpose of securing business. For breach of this
provision, the Committee shall have the right to reject the proposal, terminate the contract and/or deduct from the contract price
or otherwise recover the full amount of such commission, percentage, brokerage or contingent fee or other benefit.
Vendor's Qualifications: The vendor must include a discussion of the vendor's corporation and each subcontractor if any. The
discussion shall include the following:

(a)Date established
(b)Ownership (public, partnership, subsidiary, etc.)
(c)Number of personnel, full and part time, assigned to this project by function and job title
(d)Data processing resources and the extent they are dedicated to other matters
(e)Location of the project within the vendor's organization

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Event # 2998-0: Professional Engineering Services T-601160.01

(f)Relationship of the project and other lines of business and
(g)Organizational chart

The contractor shall be the sole source of contact for the contract. The City will not subcontract any work under the contract to
any other firm and will not deal with any subcontractors. The Contractor is totally responsible for all actions and work performed
by its subcontractors. All terms, conditions and requirements of the contract shall apply without qualification to any services
performed or goods provided by any subcontractor.

A description of the vendor's qualifications and experience providing the requested or similar service including resumes of
personnel assigned to the project stating their education and work experience. The vendor must be an established firm recognized
for its capacity to perform. The vendor must be capable of mobilizing sufficient personnel to meet the deadlines specified in the
Request.

A timeline for implementing services.

Payment: To be negotiated.


Insurance Req with Errors and Omissions Coverage
INSURANCE REQUIREMENTS


WORKERS COMPENSATION:Contractor’s, when required by law must maintain in effect throughout the life of this contract, Workers
Compensation insurance to cover the contractor’s employees, in full limits as required by statute.

INSURANCE RESP0NSIBILITY & LIABILITY:Notwithstanding any language to the contrary, no interpretation shall be allowed to find
the City or any of its departments, officers or employees responsible for loss or damage to persons or property as a result of the
contractor’s actions.

CONTRACTOR SHALL MAINTAIN MINIMUM COVERAGE AS FOLLOWS:

Commercial General Liability:
Per Occurrence$1,000,000
General Aggregate$2,000,000
Products & Completed Operations Coverage Aggregate$2,000,000
Property Damage per occurrence$100,000

Automobile Liability
Combined Single Limit for Bodily Injury and Property Damage Aggregate$500,000

Professional Liability (Errors and Omissions)
Provide separate “claims made” form
Per Claim$1,000,000
General Aggregate$2,000,000

CERTIFICATES OF INSURANCE: Certificates of Insurance should be issued immediately after the Contractor received notification of
award and prior to the notice to proceed. The Contractor must not commence any work under this Contract until Purchase Orders
are issued by the City of Topeka.

NAMED INSURED: The City of Topeka shall be named as an additional insured party on the Certificate of Liability Insurance.

NOTIFICATION OF ALTERATION OR MATERIAL CHANGE OR CANELLATION: A minimum of ten (10) days written notification must be
given by an insurer or any alteration, material change, or cancellation affecting any certificates or policies of insurance as required
under this Contract. Such required notification must be sent via Registered or Certified Mail to the address below:

City of Topeka
Contracts & Procurement Division
215 SE 7th Street, Room 60
Topeka, KS 66603


April 8, 2024 Page 6

2:44:12 PM
Event # 2998-0: Professional Engineering Services T-601160.01




 Attachments

Attachment
Event 2998 Professional Engineering Services T-601160.01 Holliday Park Street Improvements.pdf




 Commodity Codes

Commodity Code Description
918 CONSULTING SERVICES
925 ENGINEERING SERVICES, PROFESSIONAL



 Line Details

Line 1: Professional Engineering Services T-601160.01
 Description: Enter 1.00 in the unit price field and upload your technical proposal. Pricing proposals are not being solicited at
 this time and will be negotiated with the selected firm. You must click "Submit" to submit your proposal.
 Item: HOLLIDAY PARK NEIGHBORHOOD HOLLIDAY PARK
 Commodity 925 ENGINEERING SERVICES, PROFESSIONAL
 Code:
 Quantity: 1.000 UOM: EA
 Requested 12/31/2025
 Delivery Date:
 Require Yes Price Breaks Allowed: No Alternate Items No
 Response: Allowed:
 Add On No
 Charges
 Allowed:


 Line 1 Distributions
Event Company Dist Company Acct Unit Account Percent
1 1 8008060800 53000 100.000%




April 8, 2024 Page 7

2:44:12 PM
 Division of Contracts & Procurement
 P: (785) 368-3749
 215 SE 7th Street, Room 60
 F: (785) 368-4499
 Topeka, KS 66603


 RFP for Professional Engineering Services
 Historic Holliday Park Neighborhood Street Improvements

 T-601160.01

I. Purpose for Request
 The City of Topeka is requesting proposals from firms qualified to provide project planning,
 design, phasing, utility coordination, and possibly construction administration of streets and
 sidewalks in the Historic Holliday Park neighborhood. The neighborhood is bounded by SW
 10th Street to the north, SW 13th Street to the south, SW Topeka Boulevard to the east, and SW
 Clay Street to the west. See attached exhibit for the project limits. This project is intended to
 have the plans available for letting in November of 2024 and improvements constructed in 2025.
 The project is primarily funded through the City of Topeka General Obligation Bond program.

 The work is expected to include asphalt mill/overlay, curb & gutter, concrete driveway
 replacements, concrete walkways, and sidewalk construction of specific locations within the
 neighborhood, though there are a few areas needing either full depth patching or full
 reconstruction. See the attached list for details. Coordination of private utilities is part of the
 work.

 If warranted, improvements to City-owned utilities (sanitary, storm, and water) will be done by
 separate agreement with the Utilities Department.

II. Scope of Work
 Engineering services may include, but are not limited to, the following:
 A. Preparation of construction plans
 B. Delivery of preliminary opinion of construction cost estimate
 C. Preparation of aerial map based Field Check plans (60% complete) and an updated
 construction estimate
 D. Preparation of Office Check plans and an updated construction estimate
 E. Preparation of bid ready final plans and a final, detailed construction estimate
 F. Preparation of project manuals
 G. Coordination of private utilities – including documentation of coordination efforts,
 correspondence and preparation of utility plans for review by the companies, and efforts to
 keep utility relocation on schedule to complete before construction letting
 H. Respond as needed to bidder questions
 I. Preparation of addenda, as needed
 J. Tabulation of bids
 K. Attendance at preconstruction meeting(s)
 L. Preparation and submittal of redline as-built plans and other project files to the City upon
 project completion
 Page 1 of 4
 Public Outreach services may include, but are not limited to, the following:
 M. Assist City staff in their public relations and response to inquiries of residents and the
 general public
 N. Attend, conduct, and prepare materials for up to two public information meetings or virtual
 presentations – one meeting near the completion of design and one meeting prior to
 construction in 2025
 O. Develop, update and maintain a project-specific contact list data base with names, email
 addresses, and other contact information of key stakeholders, business owners, and
 property owners along the corridor. This will be used for email blasts, notifications, etc.
 P. Design, host and manage a public website dedicated to the project, to be launched before
 the first public meeting
 Q. Provide content development, review, and editing for website
 R. Utilize website to update public on work changes the information comes available.
 S. Post project information, weekly progress updates, and other pertinent project information
 to the website, Nextdoor, and social media, as appropriate.

 Additional services by separate agreement may include:
 T. Design of City-owned utility improvements and/or relocations
 U. Construction administration, inspection and related services

III. City Resources to Be Provided
 All information that the City has relating to the project will be made available to the selected
 firm.

IV. Proposal Format
 All information submitted becomes the property of the City of Topeka. Proposals received after
 the time indicated in this request will not be considered. Proposals are to be limited to a total of
 10 (ten) pages (not counting front and back cover, cover letter, table of contents, and section
 dividers) using margins not smaller than 0.75” and font size not smaller than 10. The proposal
 should include the following:
 A. Project understanding
 B. Project approach
 C. Company background
 D. Similar experience
 E. Project team
 F. Proposed design schedule
 G. Exhibit (limit 1 page; 8”x11.5” or 11”x17”; e.g. preliminary alignment for the Project, plan-
 profile sheet from a previous project, public relations flier from previous project)

VII. Selection Process
 The City will review all submittals and select the Firm that is deemed most qualified to begin the
 negotiation process for the scope of services and schedule of fees. If the City and the selected
 Firm cannot agree on scope and/or a schedule of fees, the City may terminate negotiations and
 proceed with selecting another Firm. Proposal evaluation scoring will be based primarily on the
 following considerations:
 A. 20% Project Understanding
 B. 20% Project Approach
 C. 15% Company Background
 Page 2 of 4
D. 15% Similar Experience
E. 15% Project team
F. 15% Proposed Design Schedule




 Project Limits




 Page 3 of 4
Page 4 of 4
 SBB Engineering, LLC
 101 S. Kansas Ave.
 Topeka, Kansas 66603 LETTER OF TRANSMITTAL
 Phone: (785) 215-8630 | Fax: (785) 215-8634
 Email: info@SBBeng.com
 PROJECT NO.:
 DATE:
 TO: 601160.01
 May 2, 2024
 City of Topeka
 Contracts and Procurement Division
 215 SE 7th Street, Room 60 SUBJECT: SBB Proposal – Historic Holliday Park
 Topeka, KS 66603 Neighborhood Improvement
 ATTENTION:


WE ARE SENDING YOU: Attached Under Separate Cover
VIA: U.S.P.S. Courier Service Picked Up Hand Delivered Parcel Post Service Elec. submittal
THE FOLLOWING ITEMS:
  COPIES SHEETS DATED DESCRIPTION
 1 5/2/24 601160.01


THESE ITEMS ARE TRANSMITTED:
 For Your Approval Reviewed For Review and Comment
 For Submittal Furnished as Noted Submit
 As Requested Returned for Corrections Return
 For Your Use

 COMMENTS:
 This Transmittal includes responses to the RFP Special Provisions as noted in the Terms and Conditions for Event #2998.

 a) SBB Engineering is the prime contractor. There will not be a subcontractor on the project.
 b) SBB Engineering is a Limited Liability Company.
 c) No attempt has been made or will be made to induce any other person to submit or not submit a proposal.
 d) SBB does not discriminate in employment practies with regard to race, color, religion, age, sex, marital status,
 political afflication, natioal origin, or disability.
 e) No cost or pricing information is included in the proposal.
 f) SBB Engineering has no interest which would conflict with the performance of services under this contract and
 will not emply such person.
 g) The person signing the proposal, Brian Austin, is authorized to make decisions on behalf of the company.
 h) SBB Engineering is not associated with any parent, affiliate, or subsidiary organization.
 i) SBB agrees any lost or reduced federal matching money resulting from unacceptable performance may be
 accompanied by reductions in City payments for design services.
 j) SBB has not been retained, nor has it retained a person, to solicit or secure a City contract for a commision,
 percentage, or fee.
 SBB Engineering, LLC
 101 S. Kansas Ave.
 Topeka, Kansas 66603 LETTER OF TRANSMITTAL
  Phone: (785) 215-8630 | Fax: (785) 215-8634
 Email: info@SBBeng.com


 Vendor’s Qualifications

 a) SBB Engineering was established June 1, 2012.
 b) SBB Engineering is a Limited Liability Company consisting of 3 owners; Jeff Laubach, Brian Austin, and Patrick
 LaFontaine.
 c) The personell assigned to the project are outlined on the Project Team section of the proposal.
 d) Data processing, as required, will be performed by the staff listed in c).
 e) SBB Engineering is located at 101 S. Kansas Avenue in Topeka, approximately 1.5 miles from the project site.
 f) The project includes engineering design for street reconstruction, storm water, and utility coordination in line
 with SBB’s core services.
 g) An organization chart is shown on the Project Team section of the proposal.

SBB Engineering LLC will be the sole source contractor for the project. SBB’s qualifications, experience, and schedule for
completing the proposed work is outlined in the attached proposal.

 SIGNED:




 ______________________________________
 Brian Austin, P.E.
City of Topeka
Department of Administrative and Financial Services
Contracts and Procurement Division (Rev 06.2021)

CONTRACTUAL PROVISIONS

1. TERMS HEREIN CONTROLLING PROVISIONS
 It is expressly agreed that the terms of each and every provision in this Attachment shall prevail and control
 over the terms of any other conflicting provision in any other document relating to and a part of the contract in
 which this attachment is incorporated.

2. AGREEMENT WITH KANSAS LAW
 All contractual agreements shall be subject to, governed by, and construed according to the laws of the State
 of Kansas.

3. TERMINATION DUE TO LACK OF FUNDING
 If, in the judgment of the City Manager, sufficient funds will not be available to continue the functions
 performed in this agreement and for the payment of the charges hereunder, City may terminate this
 agreement at the end of its current and any succeeding fiscal year. City agrees to give written notice of
 termination to contractor at least 30 days prior to the end of its current fiscal year. Contractor shall have the
 right, at the end of such fiscal year, to take possession of any equipment provided City under the contract.
 City will pay to the contractor all regular contractual payments incurred through the end of such fiscal year,
 plus contractual charges incidental to the return of any such equipment. Upon termination of the agreement
 by City, title to any such equipment shall revert to contractor at the end of City’s current fiscal year. The
 termination of the contract pursuant to this paragraph shall not cause any penalty to be charged to the City or
 the contractor.

4. TERMINATION FOR CONVENIENCE
 The Director of Contracts & Procurement or designee may terminate performance of work under this contract
 in whole or in part whenever the Director determines that the termination is in the best interest of the City. In
 the event of termination, the Director or designee shall provide the Contractor written notice at least thirty (30)
 days prior to the termination date. The termination shall be effective as of the date specified in the notice. The
 Contractor shall continue to perform any part of the work that may not have been terminated by the notice.

5. DISCLAIMER OF LIABILITY
 No provision of this contract will be given effect that attempts to require the City to defend, hold harmless, or
 indemnify any contractor or third party for the City’s acts or omissions. The City’s liability is limited to the
 liability established in the Kansas Tort Claims Act, K.S.A. 75-6101 et seq.

6. ANTI-DISCRIMINATION CLAUSE
 The contractor agrees: (a) to comply with all federal, state, and local laws and ordinances prohibiting unlawful
 discrimination and to not unlawfully discriminate against any person because of age, color, disability, familial
 status, gender identity, genetic information, national origin or ancestry, race, religion, sex, sexual orientation,
 veteran status or any other factor protected by law in the admission or access to, or treatment or employment
 in, its programs or activities; (b) to include in all solicitations or advertisements for employees, the phrase
 “equal opportunity employer;” and (c) to include those provisions in every subcontract or purchase order so
 that they are binding upon such subcontractor or vendor. The contractor understands and agrees that the
 failure to comply with the requirements of this paragraph may constitute a breach of contract, and the contract
 may be cancelled, terminated or suspended, in whole or in part by the City of Topeka.

7. ACCEPTANCE OF CONTRACT
 This contract shall not become effective until the legally required approvals have been given.

8. ARBITRATION, DAMAGES, WARRANTIES
 Notwithstanding any language to the contrary, no interpretation shall be allowed to find the City or any
 department or division thereof subject to binding arbitration. Further, the City of Topeka shall not be subject to
 attorney fees and no provision will be given effect which attempts to exclude, modify, disclaim or otherwise
 attempt to limit implied warranties of merchantability and fitness for a particular purpose.

9. REPRESENTATIVE’S AUTHORITY TO CONTRACT By signing this contract, the representative of the
 contractor thereby represents that such person is duly authorized by the contractor to execute this contract on
 behalf of the contractor and that the contractor agrees to be bound by the provisions thereof.
10. RESPONSIBILITY FOR TAXES
 The City of Topeka shall not be responsible for, nor indemnify a contractor for, any federal, state or local
 taxes which may be imposed or levied upon the subject matter of this contract. 11. INSURANCE The City of
 Topeka shall not be required to purchase any insurance against loss or damage to any personal property to
 which this contract relates. Subject to the provisions of the Kansas Tort Claims Act (K.S.A. 75-6101 et seq.),
 and the claims provisions of the Code of the City of Topeka (Section 3.35.010 et seq.), the contractor shall
 bear the risk of any loss or damage to any personal property in which the contractor holds title.



 CONTRACTOR: SBB Engineering LLC




 AUTHORIZED SIGNATURE: _____________________________________________
A SBB ENGINEERING PROPOSAL FOR:
CITY OF TOPEKA
HISTORIC HOLLIDAY PARK
NEIGHBORHOOD IMPROVEMENT PROJECT
601160.01
Event 2998
May 2, 2024
May 2, 2024

Purchasing
215 SE 7th St.
Topeka, KS 66603

RE: SBB Engineering Response to RFP for Historic Holliday Park Neighborhood, 601160.01

Dear Selection Committee:

The City of Topeka has put much effort into the creation of the Historic Holliday Park Neighborhood Plan and
developed neighborhood visions and goals through a public input process. That process has resulted in the
Historic Holliday Park DREAMS Project that will help be an impetus for further growth in the neighborhood. SBB
is excited for the opportunity to present our qualifications for the project by highlighting our experience with
similar projects under the former SORT program. We hope you’ll see SBB is the right choice for a design
consultant as outlined below:

 1) Our experience over the past five years with City DREAMS/SORT Projects is unmatched, having recently
 completed these types of projects in the Tennessee Town, Quinton Heights, Central Park, East Topeka
 North, Hi-Crest, and North Topeka West/Tyler St. neighborhoods.
 2) We have 100% availability for our survey and design team to begin working on this project immediately.
 The design phase for all of the aforementioned projects is complete. Our only current significant design
 project with the City of Topeka is N. Curtis Street, which we have already submitted Office Check plans
 (ahead of schedule) and will be substantially completed by the time a design contract is able to be
 executed for the Historic Holliday Park Project.
 3) SBB has recent experience in developing project websites on our East Topeka North and North Topeka
 West/Tyler St. projects and will be able to integrate our experience in developing an email distribution
 list and communicate to the neighborhood through those project websites. Our coordination and public
 engagement on the East Topeka North project was very beneficial and resulted in a very successful
 ribbon cutting ceremony upon completion.
 4) As you’ll read in our Project Understanding and Approach sections, our design team has thoroughly
 reviewed the project history and summary for the Historic Holliday Park Neighborhood Plan and Update.
 We are intimately familiar with the needs of the neighborhood and the concerns of the residents and
 will consider those issues carefully throughout design of the project.

Thank you for your consideration and we look forward to hearing from you to help improve this neighborhood
for the residents of Topeka.

Sincerely,


Brian T. Austin, PE
Project Manager | SBB Engineering | brian.austin@sbbeng.com | 785-215-8630 (o)|785-633-8934 (m)
 SBB Engineering, LLC
 785.215.8630 | 785.215.8634 (F) | www.sbbeng.com | 101 South Kansas Avenue | Topeka, Kansas 66603
 785.260.2805 | 3705 Clinton Parkway, Suite 202 | Lawrence, Kansas 66047
 PROJECT UNDERSTANDING & APPROACH

Project Understanding
The project consists of planning, design, construction phasing, utility coordination, and potentially construction
phase services for streets in the Holliday Park Neighborhood. The project area is bounded by SW 10th Avenue on
the north, SW Topeka Blvd. on the east, SW Clay St. on the west, and SW 13th St. on the south. The project will
consist mainly of asphalt mill and overlay, but full-depth asphalt patching, curb and gutter and sidewalk
reconstruction to ADA standards will also be included in the scope of the project.
As with any infrastructure project, coordination with public and private utilities will be required. In reviewing
the RFP, the CIB, and the City Utilities information, the project is not expected to impact storm or sanitary sewer
assets which will be another favorable factor in meeting the design schedule. SBB has reached out to the
Utilities Department to inquire of the water main break history in the neighborhood and determine if any water
lines are planned to be replaced. This coordination will continue as we move through the design phase. Much
of the existing water lines north of 12th St. are outside the limits of pavement. Water line replacements for
these lines are as critical as the ones south of 12th St. The water line under SW Western Ave., in particular, is
underneath pavement and is a cast iron water line installed in 1894. SBB will continue to coordinate with
Utilities to determine if this water line should be replaced as a separate project and phased in conjunction with
the Holliday Park DREAMS I project as it is unlikely that the proposed project schedule can be met in the event
that water main replacement projects are included due to long lead times.
Holliday Park is one of Topeka’s 7 separate National Registered Historic Districts. As such, all improvements will
need to be done within the requirements of the State Historic Preservation Office. It is understood that a
number of public meetings have taken place in preparation for the DREAMS project and a good deal of effort
has already been spent to determine the scope of work included in the project. This work that has been done by
the City Planning offices on the front end, will save time during design in trying to establish a detailed scope of
work and allow the design team to focus on design to meet the November 2024 letting schedule for
construction in early 2025.




 Figure 1 – Holliday Park Street and Sidewalk Conditions




 Page | 1
 PROJECT UNDERSTANDING & APPROACH

Project Approach
SBB’s approach will address a number of key planning, coordiantion, and design issues for the project. These
issues include:
 1) Review cost estimates and confirm project scope
 2) Coordinate with City Utilities and assess existing public utility infrastructure
 3) Coordinate with private utilities on potential utility conflicts.
 4) Develop project plans in accordance with the City of Topeka Brick Street, Alley, and Sidewalk Policy
 5) Develop a public information plan that may include a project website and public meetings to
 communicate project history, goals, cost, schedule, and construction phasing
Review Cost Estimates and Confirm Project Scope
It is understood the construction budget for the project is $1,780,000 that is intended to cover projects 2-18
shown on the DREAMS I Infrastructure Exhibit listed in the RFP. SBB will work to maximize the extent of the
improvements within that budget. In reviewing the
Holliday Park Neighborhood Plan, it is also
understood that there are approximately
$1,100,000 of unfunded projects, mostly in the
form of alley and alley approaches. If after
developing cost estimates for projects 2-18 there
are construction funds remaining, SBB can assess
many of the alley approaches in need of
replacement for inclusion in the project to
maximize the extent of improvements in the
neighborhood. It is also important to note that the
$1.78 million budget includes $150,000 of sanitary
funding of which there are no targeted projects.




 Figure 2 – Holliday Park DREAMS I Cost Estimate by Project




 Page | 2
 PROJECT UNDERSTANDING & APPROACH

Coordinate with City Utilities and Assess Existing Public Utility Infrastructure
The City wisely assesses underground infrastructure prior to performing street maintenance or street
reconstruction. SBB has experience and expertise to assist with this assessment and coordinating required
infrastructure improvements in conjunction with the street construction. SBB has reached out to WPC, City
Stormwater, and the Water Department to initiate the process of assessing utility infrastructure in the areas to
be improved. The Holliday Park DREAMS I budget has $150,000 of sanitary infrastructure funding, but in talking
with WPC staff, there are no plans for sanitary replacement within the neighborhood at this time. Any work that
may be done will be rehabilitation work that would have mimimal impact on street improvements.
As mentioned in the Project Understanding section, there are 130 year old cast iron water mains under the
streets to be resurfaced at SW Western and SW Fillmore. Preliminary discussions with Utilities indicate that
there are water mains within the project area that will need to be replaced. If so, this will impact the desired
project schedule due to long water part lead times.
There is not expected to be a storm sewer project associated with the Holliday Park improvements. Most of the
12th St. storm sewer was replaced recently and the storm sewer under SW Western is reinforced concrete pipe.
Coordinate with Private Utilities on Potential Utility Conflicts
SBB will coordinate with private utilities and request pothole information to ensure ACCE Quality Level A utility
verification for private utilities within the project area. It is understood that utility conflicts can still and do arise,
such as on the Valley Park DREAMS project, despite relatively minor geometric design changes. SBB will send
plans to utilities at the Field Check (50%), Office Check (90%), and final plan stages and document
correspondence with each utility company that has facilities in the neighborhood.
Develop Plans in Accordance with the City of Topeka Brick Street, Alley, and Sidewalk Policy
It is understood that Holliday Park is one of the 7 Historic Districts within the City and that the residents and
businesses within the area rightfully want to preserve the historic character as much as possible. It is
understood that at the NIA meetings held in March and September of 2023 that the residents wanted to
preserve the brick streets and sidewalks as much as feasible. As shown in the images below, there is wide
variety in the level of maintenance property owners are putting towards the existing brick sidewalks in the
neighborhood.




 Figure 3 – Images showing the range of brick sidewalk conditions within the neighborhood.



 Page | 3
 PROJECT UNDERSTANDING & APPROACH

As was communicated at these NIA meetings in 2023, we’ll work with planning and engineering staff to develop
a letter to communicate the responsibility of the property owner to maintain their sidewalk to ADA compliance
standards or have them be replaced with the DREAMS project in accordance with the City’s policy. Similary, the
existing brick streets that have been previously overlaid will be milled and overlaid to most efficiently utilize the
available funding sources for improvements in the neighborhood.




 Figure 4 – SBB with work with City of Topeka and the neighborhood to determine if the
 existing deteriorated stone curb should be replaced per current city standard
 in in accordance with the Topeka Brick Streets, Alley, and Sidewalks Policy.

Develop a Public Information Plan, Project Website, and Present at NIA Meetings
SBB’s efforts in developing a public information plan will be focused on building on the City’s NIA Planning
Meetings held in March and September of 2023. SBB will develop and utilize a project website as we did for the
East Topeka North and the North Topeka West (Tyler St.) projects. This website will be a useful tool in
developing a resident and business database, outlilning the history and goals of the project, and communicating
relevant project information such as points of contact for the design team and contractor. Other items will be
referenced such as the Topeka Bikeways Plan which impacts the neighborhood, the Topeka Brick Streets, Alley,
and Sidewalks Policy. The project website can also be utilitized to send out project emails as it relates to
construction phasing, changes to access with the neighborhood, and construction timelines. In conjunction with
the project website, SBB is available to lead public meetins or participate in NIA meetings to provide relevant
project information in the design phase and after award of the project to a contractor.




 Page | 4
 COMPANY BACKGROUND & PROJECT TEAM

SBB Engineering is a civil engineering, transportation engineering, land surveying and land planning firm. We
help private developers, business owners and municipal clients with their civil engineering and surveying
requirements, helping turn their ideas into reality and ensuring their needs are addressed in a responsible
manner. We hold Professional Engineering Registrations in Kansas, Missouri, Nebraska, Oklahoma, Texas,
Arizona, and California. Our land surveying services cover Kansas and Missouri.

Our work philosophy is simple. In everything we do, our goal is to provide quality engineering and surveying
services with integrity, passion, responsiveness, dedication, and dependability. We are committed to our
clients’ success and are rewarded with referrals and repeat business opportunities. We are responsible and
accessible. Our philosophy and focus on integrity, responsiveness and dependability has allowed SBB to
continue to grow and serve our clients and community.


 Brian Austin, PE – Project Manager
 Brian will be the Project Manager for the Technical Specialties
 Project and will be the main point of Project Planning Traffic Engineering
 contact for the City. Brian has 20 years of Transportation Engineering Geometric Design
 experience in leading and designing Stormwater Management Utility Coordination
 street projects in the City of Topeka. Project Experience
 Brian will be managing the project as well NW Tyler St. Project East Topeka North
 as leading design, utility coordination, SW 29th & McClure Tenn. Tn. SORT Prj.
 and public engagement. Downtown Plaza SW 24th/Central Park


 Jeff Laubach, PE – QC/Utility Design
 Jeff will be responsible for Quality Technical Specialties
 Control as well as the lead for any utility Project Planning Site Design
 design required for the project. Jeff has Transportation Engineering Utility Coordination
 22 years of experience with a wide Stormwater Management Utility Design
 range of civil design experience from Project Experience
 public improvement projects to private SW 29th & McClure Horseshoe Bend #5
 development projects. He has worked 6th & Wisconsin Int. Aquarian Acres Sub
 on a variety of projects including water Sterling Chase Sub. Sherwood Village
 and sanitary design, roadway design,
 and stormwater management.


 Courtney Liberato
 Technical Specialties
 Executive Assistant AP/AR Processing Public Engagement
 Courtney has over 9 years of experience Contract Management Meeting Facilitation
 providing comprehensive support to senior Communication Minute Recording
 executives. She has worked in both the Project Experience
 private and public sectors. Courtney will NW Tyler Street NW Tyler SUP
 assist with project administration and SE Golden Ave. NW 46th St.
 updates, public involvement, and meeting East Topeka North NW Jackson WL Proj.
 facilitation.

 Page | 5
 COMPANY BACKGROUND & PROJECT TEAM


 Technical Specialties
Patrick LaFontaine, PLS
 Topographic Surveys Legal Descriptions
Survey Manager Boundary Research Utility Locates
Patrick is SBB’s Survey Manager Survey Crew Management Utility Coordination
responsible for assigning and scheduling
 Project Experience
survey crews and performing quality NW Tyler Street SW 29th & McClure
reviews and assessments. Patrick also N Kansas & Gordon Downtown Plaza
writes legal descriptions and prepares NE River Road SW 24th/Central Pk.
easement exhibits for acquisitions,
conducts boundary research, and lays out
construction staking coordinates for field staff.


Josh Bielinski, PE (AZ, MO)
 Technical Specialties
Project Engineer Stormwater Analysis Permitting
Josh has over 15 years of experience in civil BMP Design SWPPP’s
engineering design and has worked on Stormwater Management Utility Coordination
projects in Nebraska, Ohio, Oklahoma, Project Experience
Texas, Arizona, Missouri, and Kansas. His 29th & Gage Maint. Proj. Jct. City St. Maint.
areas of expertise include transportation US-24 Bertrand Bridge Rep. Downtown Plaza
engineering, street maintenance and E. Lyons Creek Bridge SW 24th/Central Pk.
rehabilitation, and stormwater
management.



Laurel O’Conner – Engineering Technician
Laurel has over 17 years of experience in Technical Specialties
developing street and highway projects in CAD Design Esmt. Exhibits
Northeast and Central Kansas. Laurel will be Civil 3D/BIM Modeling Permitting
developing the street and storm layout in Plan Production Traffic Control
AutoCAD and preparing construction Project Experience
documents. Laurel will also develop exhibits SW 29th & McClure Downtown Plaza
for use in public involvement meetings. SW 24th/Central Park Tenn. Tn. SORT Prj.
 SW Gage Blvd. Maint. Prj. Safe Rtes. to School


Joseph Mauk – Engineering Technician
Joe has 22 years of experience in the land
surveying and civil engineering field. Joe’s Technical Specialties
 Survey Processing CAD Detailing
experience includes both municipal street
 Boundary Identification Easement Exhibits
reconstruction projects and site development Property Research Construction Docs.
projects. Joe will be processing the
topographic survey. Joe will also be Project Experience
 SW 29th & McClure Downtown Plaza
responsible for the easement exhibits for
 SW 24th/Central Park Tenn. Tn. SORT Prj.
Right-of-Way acquisition. SW Gage Blvd. Maint. Prj. Mult. Subdivisions




 Page | 6
 PROJECT EXPERIENCE
 East Topeka North Neighborhood Improvement Project – Topeka, KS
 Project Numbers –
 • Year Built – 2023
 • Construction Cost - $1,999,000
 Project Highlights –
 • Project website with email updates
 • Completed ahead of schedule and below bid
 construction contract amount
 • Comprehensive public involvement campaign
 which concluded with ribbon cutting celebration
 Project Contact –
 Lee Holmes, PE
 Project Engineer, City of Topeka, 785-368-3025


The East Topeka North Neighborhood Improvement Project was a result of the ETN Neighborhood Plan which
prioritized infrastructure needs to improve the neighborhood. These improvements included infill sidewalk, curb
and gutter replacement, mill and overlay, and reconstruction of SE Market and SE 5th St. adjacent to the Scott
Magnet Elementary School. The project also included collaboration with other City of Topeka departments for the
inclusion and funding with ½ cent street maintenance funds, storm sewer replacement, sanitary sewer
replacement, water main replacement, and ARPA funds. Not only was the project a success from a scheduling and
budget perspective but was well received by the neighborhood and culminated in a public ribbon cutting
celebration at the conclusion of the project.
 NW Tyler St. (NW Paramore to NW Lyman Rd.) – Topeka, KS
 Project Numbers –
 • Year Built – 2022 (Phase 1), 2023 (Phase 2)
 • Const. Cost (Phase 1) - $2,440,000
 • Const. Cost (Phase 2) - $1,610,708
 Project Highlights –
 • Concrete pavement construction
 • KDOT grant awarded for 10’ Shared Use Path
 Project Contact –
 Lee Holmes, PE
 City of Topeka – Traffic Engineering
 785-368-3025



The NW Tyler St. Reconstruction Project was the result of the North Topeka West Neighborhood Plan prioritizing
the reconstruction of NW Tyler from NW Paramore St. to NW Lyman Rd. The project included a robust concept
phase that looked at multiple options including alternative pavement sections, stormwater Best Management
Practices, and alignment options. SBB led multiple public meetings and developed a project website to
communicate the goals for the project, design concepts and options, and provide updates on construction and
phasing changes. The project was broken into two phases with Phase 1 occurring in 2023 to coincide with a 10”
concrete shared use path on the east side of Tyler that was funded by KDOT through a Transportation
Alternatives Grant.


 Page | 7
 PROJECT EXPERIENCE
 Central Park SORT Project – Buchanan, Central Park, Fillmore, Western, 14th-16th St.
 Project Numbers –
 • Year Built – 2021 (Construction Pending)
 • Construction Cost - $1,400,000
 Project Highlights –
 • Concrete Alley Reconstruction
 • 8” Sanitary Sewer Replacement
 • Improved surface and reduced alley maintenance
 • Coordination with residents for access during
 construction
 Project Contact –
 Kristi Ericksen, PE
 City of Topeka – Engineering
 620 SE Madison St., Topeka, KS 66607
 785-368-3842

SBB Engineering provided engineering services for the Central Park SORT Project which included street
maintenance, curb & gutter replacement, alley, alley approach, sidewalk, and sanitary sewer replacement. The
project included private utility relocation coordination with Evergy and AT&T. The project also included evaluation
of the existing 8”-12” sanitary sewer mains under proposed alley reconstruction. SBB worked with Planning and
the Community Education Manager to coordinate notices to residents for brick sidewalk and sidewalk
replacement within the project area. SBB also performed Construction Administration Services for the project.

  Tennessee Town SORT Project – 11th, Munson, Lincoln, & Buchanan Streets
 Project Numbers –
 • Year Built – 2019
 • Construction Cost - $1,230,000
 Project Highlights –
 • SORT Neighborhood Improvement
 • Infill Sidewalk and Pedestrian Improvements
 • Brick Sidewalk and Street Historic Preservation
 • Alley and Alley Approach Reconstruction
 • Public Engagement and Planning Process from the
 Tennessee Town Neighborhood Improvement Plan
 Project Contact –
 Brian Faust, PE
 City of Topeka – Engineering
The Tennessee Town Neighborhood Improvement 620 SE Madison St., Topeka, KS 66607
Project was a City of Topeka SORT Project initiated to 785-368-3842
increase the quality of life through public infrastructure
improvements in the neighborhood. The project included both street and infill sidewalk improvements as well as
preservation of historic brick streets and sidewalks. SBB performed the topographic survey, street maintenance
design, infill sidewalk connections, storm sewer & replacement, and waterline design.




 Page | 8
 PROJECT EXPERIENCE
 Quinton Heights SORT Project – Reconstruction of SW 24th & Central Park St.
 Project Numbers –
 • Year Built – 2019-20
 • Construction Cost - $1,270,000
 Project Highlights –
 • SORT Neighborhood Improvement
 • ASCE QL-A – Utility Identification
 • Infill Sidewalk and Pedestrian Improvements
 • Traffic Calming crosswalk and Trail Connection
 • New basketball court and park improvements
 • Public Engagement and Planning Process from
 the Quinton Heights – Steele Neighborhood
 Improvement Plan
 • Design completed 1-year ahead of schedule
 Project Contact –
 Brian Faust, PE
SBB’s design of the Quinton Heights SORT Project was a City of Topeka – Engineering
culmination of a robust public involvement and 620 SE Madison St., Topeka, KS 66607
neighborhood planning project, resulting in the 785-368-3842
reconstruction of 24th Street and Central Park Street in
the Quinton Heights and Steele Neighborhood in central Topeka. In addition to the street construction, the project
replaced or added an enclosed storm sewer system, replaced an aging water line, replaced deteriorated sidewalks,
added infill sidewalks where none existed, and added a traffic calming median island and crosswalk at the
intersection of 24th & Buchanan to connect the neighborhood to Shunga Glen Park.
 Hi-Crest Infill Sidewalk Projects – Topeka, KS
 Project Numbers –
 • Year Built – 2016 & 2019
 • Const. Cost - $230,000 (2016), $171,000 (2019)
 Project Highlights –
 • New ADA Compliant Concrete Sidewalk
 • Quality of Life improvements
 • Reinvestment in At-Risk Neighborhood
 Project Contact –
 Mark Schreiner
 2019 Project City of Topeka – Engineering
 620 SE Madison St.
 Topeka, KS 66607
 785-368-3842
The project included the design and construction of approximately 14,000 linear feet of infill sidewalks within the
Hi-Crest neighborhood located northwest of SE 37th & Adams. The project included six streets within the
subdivision and provided sidewalk along one side of the existing streets. The SBB team was sensitive to efficiency
and safety by incorporating both retaining wall construction and driveway replacement when necessary. The
project included an open house to communicate project goals, limits of construction, and project schedule which
was held at the former Avondale East Elementary School. The 2019 project included an infill sidewalk on the
north side of the Hi-Crest Neighborhood along the busy SE 29th St. corridor.

 Page | 9
 PROJECT SCHEDULE

Project Schedule
With the Infill Sidewalk already being completed in Historic Holliday Park, it is essential that continued
progress is being made to maintain the momentum of growth and investment in the neighborhood.
The RFP calls for a bid letting in November 2024 with construction to start in early 2025. Assuming a
design contract is awarded in May 2024, this is an appropriate and attainable schedule for SBB
Engineering.
As we initiate survey in June of 2024, we will also coordinate with City Utilities for any water
infrastructure improvements that may be needed. This is a critical step in ensuring the project
schedule is met. We will also communicate with private utilities on the scope of the project and
identify areas for potential conflicts so these areas can be potholed and precise horizontal and vertical
location data can be acquired.
We will proceed through property owner communications, especially for those areas where it looks
like brick sidewalks are maintained but not to ADA standards, so those property owners obtain ADA
compliance prior to final plans being completed.
With the volume of street maintenance and utility work being completed in the City in 2024 and 2025
associated with the Polk-Quincy viaduct project, it is important to have a bid letting in 2024 to reduce
risk of higher construction costs due to potentially extensive workloads of local contractors.


 Project Schedule
 Historic Holliday Park DREAMS Project
 2024 2025
 J F M A M J J A S O N D J F M A M J J A S O N D
Contracting - Define Scope and Schedule
Topographic Survey and Processing
Field Check Design and OPC
Submit Field Check Plans to City and Utilities
Field Check Design Meeting
Utility Coordination
Office Check Design
Submit Office Check Plans and OPC
Office Check Design Meeting
Office Check Stage Public Meeting
Utility Relocation (if necessary)
Final Design
Submit Construction Documents
Bid Letting
Public Meeting
Construction
Submit As-Built Plans, Project Close-out




 Page | 10
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Amanda Stanley, City DOCUMENT #:
 Attorney
SECOND PARTY/SUBJECT: Fisher, Patterson, PROJECT #:
 Sayler and Smith, L.L.P.
CATEGORY/SUBCATEGORY 007 Contracts and Amendments / 005 Professional Services
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:

APPROVAL of a professional services contract exceeding $50,000 between the City and Fisher,
Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter.

VOTING REQUIREMENTS:
Action requires at least six (6) votes of the Governing Body.
POLICY ISSUE:
Whether to authorize continuation of the contract for professional services. Pursuant to TMC 3.30.010, all
contracts for professional services exceeding $50,000 must be approved by the Governing Body.
STAFF RECOMMENDATION:
Staff recommends the Governing Body approve the contract as part of the consent agenda.
BACKGROUND:
The City has entered into an agreement with the law firm to represent the City in the matter of Brently Dorsey v.
City of Topeka and the City of Topeka Fire Department, Case No. 23-2422 HLT/GE. The City Attorney has
been notified the fees and expenses will exceed $50,000 and is seeking authorization to continue with the
contract.
BUDGETARY IMPACT:
Impact will exceed $50,000
SOURCE OF FUNDING:
Special Liability Fund
ATTACHMENTS:
Description
Contract
 CITY OF TOPEKA CONTRACT NO. _________

 CONTRACT FOR PROFESSIONAL SERVICES

 THIS CONTRACT entered into this _____ , by and between the City of

Topeka, Kansas, a municipal corporation organized pursuant to the laws of the State of Kansas,

hereinafter referred to as the “City" and Fisher, Patterson, Sayler & Smith, L.L.P., hereinafter

referred to as the “Law Firm."

 WHEREAS, the City entered into Contract No. 51977 employing the Law Firm for the

purpose of providing legal services for the City of Topeka in Brently Dorsey v. City of Topeka and

the City of Topeka Fire Department, Case No. 23-2422 HLT/GEB; and

 WHEREAS, Contract No. 51977 required when total fees and expenses reached $35,000, the

Law Firm provide a report of the work remaining with an estimate of the costs so that the City

Attorney could determine how best to proceed and obtain authorization for additional funding, if

needed; and

 WHEREAS, the City Attorney has determined it is in the best interest of the City to obtain

Governing Body approval as it is anticipated the expenses may exceed $50,000 and the City is

desirous to continue the representation in this matter by the Law Firm; and

 WHEREAS, the Law Firm is desirous of continuing to provide said legal services.

 NOW, THEREFORE, IN CONSIDERATION OF THE FOLLOWING MUTUAL

COVENANTS THE PARTIES HERETO DO AGREE AS FOLLOWS:

 1. The Law Firm shall furnish and perform the various professional legal services

required to represent the City in the above matter, including any lawsuits and appeals therefrom.

 2. The Law Firm shall submit to the City a monthly written statement itemizing the

amount due and owing for services rendered and expenses incurred by the Law Firm. In order to




AGR/FPSS, Dorsey matter GB approval 8/29/2024 1
protect work product and confidential communications, services will be described in a generalized

manner so as not to jeopardize or interfere with the defense of the litigation.

 3. During the course of representation, if the City is not a party, Law Firm shall, in a

timely manner, forward to the City Attorney's Office copies of all pleadings received or filed by Law

Firm.

 4. The Law Firm shall be paid by the City for the professional services at the following

rates: Partners $250.00/hour, Associates $200.00/hour, Paralegals $95.00/hour and Law Clerks

$50.00/hour. The City further agrees to reimburse the Law Firm for all necessary and reasonable

expenses incurred by the Law Firm in the above matter.

 5. The City may terminate this contract at any time for any reason. Consultant may

terminate the contract for good cause. Good cause includes breach of this contract, non-payment of

fees, conflict of interest, or any other reason permitted by the rules of professional conduct.

 6. This contract shall in no way affect the ethical duties owed by the Law Firm to City

nor does Law Firm make any guarantee as to the outcome of the matter.

 7. This contract shall not be modified except by a writing of equal formality signed by

the parties hereto. This contract shall not be assigned without the written consent of the parties

hereto.

 8. Upon approval, this contract shall replace Contract No. 51977.

 {Remainder of page intentionally left blank}




AGR/FPSS, Dorsey matter GB approval 8/29/2024 2
 IN WITNESS WHEREOF, the parties have hereto executed this contract as of the day and

year first above written.

 CITY OF TOPEKA, KANSAS




 Robert M. Perez, Ph.D., City Manager

ATTEST:




Brenda Younger, City Clerk

 FISHER, PATTERSON, SAYLER & SMITH, L.L.P.




 Terelle Mock
 3550 SW 5th Street
 Topeka, KS 66606




AGR/FPSS, Dorsey matter GB approval 8/29/2024 3
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Amanda Stanley, City DOCUMENT #:
 Attorney
SECOND PARTY/SUBJECT: Fisher, Patterson, PROJECT #:
 Sayler and Smith, L.L.P.
CATEGORY/SUBCATEGORY 007 Contracts and Amendments / 005 Professional Services
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:

APPROVAL of a professional services contract exceeding $50,000 between the City and Fisher,
Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter.

VOTING REQUIREMENTS:
Action requires at least six (6) votes of the Governing Body.
POLICY ISSUE:
Whether to authorize continuation of the contract for professional services. Pursuant to TMC 3.30.010, all
contracts for professional services exceeding $50,000 must be approved by the Governing Body.
STAFF RECOMMENDATION:
Staff recommends the Governing Body approve the contract as part of the consent agenda.
BACKGROUND:
The City has entered into an agreement with the law firm to represent the City in the matter of Barbara Hack v.
City of Topeka, Case No. 23-2410 JAR/GEB. The City Attorney has been notified the fees and expenses will
exceed $50,000 and is seeking authorization to continue with the contract.
BUDGETARY IMPACT:
Impact will exceed $50,000
SOURCE OF FUNDING:
Special Liability Fund
ATTACHMENTS:
Description
Contract
 CITY OF TOPEKA CONTRACT NO. _________

 CONTRACT FOR PROFESSIONAL SERVICES

 THIS CONTRACT entered into this _____ , by and between the City of

Topeka, Kansas, a municipal corporation organized pursuant to the laws of the State of Kansas,

hereinafter referred to as the “City" and Fisher, Patterson, Sayler & Smith, L.L.P., hereinafter

referred to as the “Law Firm."

 WHEREAS, the City entered into Contract No. 51983 employing the Law Firm for the

purpose of providing legal services for the City of Topeka in Barbara Hack v. City of Topeka, Case

No. 23-2410 JAR/GEB; and

 WHEREAS, Contract No. 51983 required when total fees and expenses reached $35,000, the

Law Firm provide a report of the work remaining with an estimate of the costs so that the City

Attorney could determine how best to proceed and obtain authorization for additional funding, if

needed; and

 WHEREAS, the City Attorney has determined it is in the best interest of the City to obtain

Governing Body approval as it is anticipated the expenses may exceed $50,000 and the City is

desirous to continue the representation in this matter by the Law Firm; and

 WHEREAS, the Law Firm is desirous of providing said legal services.

 NOW, THEREFORE, IN CONSIDERATION OF THE FOLLOWING MUTUAL

COVENANTS THE PARTIES HERETO DO AGREE AS FOLLOWS:

 1. The Law Firm shall furnish and perform the various professional legal services

required to represent the City in the above matter, including any lawsuits and appeals therefrom.

 2. The Law Firm shall submit to the City a monthly written statement itemizing the

amount due and owing for services rendered and expenses incurred by the Law Firm. In order to




AGR/FPSS, Hack matter GB approval 8/29/2024 1
protect work product and confidential communications, services will be described in a generalized

manner so as not to jeopardize or interfere with the defense of the litigation.

 3. During the course of representation, if the City is not a party, Law Firm shall, in a

timely manner, forward to the City Attorney's Office copies of all pleadings received or filed by Law

Firm.

 4. The Law Firm shall be paid by the City for the professional services at the following

rates: Partners $250.00/hour, Associates $200.00/hour, Paralegals $95.00/hour and Law Clerks

$50.00/hour. The City further agrees to reimburse the Law Firm for all necessary and reasonable

expenses incurred by the Law Firm in the above matter.

 5. The City may terminate this contract at any time for any reason. Consultant may

terminate the contract for good cause. Good cause includes breach of this contract, non-payment of

fees, conflict of interest, or any other reason permitted by the rules of professional conduct.

 6. This contract shall in no way affect the ethical duties owed by the Law Firm to City

nor does Law Firm make any guarantee as to the outcome of the matter.

 7. This contract shall not be modified except by a writing of equal formality signed by

the parties hereto. This contract shall not be assigned without the written consent of the parties

hereto.

 8. Upon approval, this contract shall replace Contract No. 51983.

 {Remainder of page intentionally left blank}




AGR/FPSS, Hack matter GB approval 8/29/2024 2
 IN WITNESS WHEREOF, the parties have hereto executed this contract as of the day and

year first above written.

 CITY OF TOPEKA, KANSAS




 Robert M. Perez, Ph.D., City Manager

ATTEST:




Brenda Younger, City Clerk

 FISHER, PATTERSON, SAYLER & SMITH, L.L.P.




 Terelle Mock
 3550 SW 5th Street
 Topeka, KS 66606




AGR/FPSS, Hack matter GB approval 8/29/2024 3
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Sylvia Davis, Utilities DOCUMENT #:
 Department Director
SECOND PARTY/SUBJECT: Storm Sewer PROJECT #: 501105.05
 Improvement NW Reo
 Street
CATEGORY/SUBCATEGORY 020 Resolutions / 004 Public Improvements
CIP PROJECT: Yes
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:

RESOLUTION introduced by Public Infrastructure Committee comprised of Councilmembers Sylvia
Ortiz, David Banks and Neil Dobler recommending approval of Project No. 501105.05 for storm sewer
improvement along NW Reo Street, west of Topeka Boulevard. (Public Infrastructure Committee
recommended approval on August 22, 2024 by a vote of 2-0-0.)

Voting Requirement: Action requires at least six (6) votes of the Governing Body.

(Approval of total project budget of $625,000 for storm sewer system improvements along NW Reo Street,
west of Topeka Boulevard.)

VOTING REQUIREMENTS:
Action requires at least six (6) votes of the Governing Body.
POLICY ISSUE:
Whether to adopt the Public Infrastructure Committee’s recommendation.
STAFF RECOMMENDATION:
Staff recommends the Governing Body move to approve the resolution.
BACKGROUND:
The Governing Body adopted a Resolution approving the 2024-2033 Capital Improvement Program and the 2024-
2026 Capital Improvement Budget (Resolution No. 9425). The Resolution requires Governing Body approval for
projects that are ready for construction and whose total project budget exceeds $250,000. At its meeting on
August 22, 2024, the Public Infrastructure Committee recommended approval of project no. 501105.05
for storm sewer improvement along NW Reo Street, west of Topeka Boulevard.
BUDGETARY IMPACT:
$625,000
SOURCE OF FUNDING:
Revenue Bonds

ATTACHMENTS:
Description
Resolution & Exhibit A
PI Committee Report (August 22, 2024)
PI Committee Meeting Minutes Excerpt (August 22, 2024)
 1 RESOLUTION NO. ___________
 2
 3 A RESOLUTION introduced by Public Infrastructure Committee comprised of
 4 Councilmembers Sylvia Ortiz, David Banks and Neil Dobler
 5 recommending approval of Project No. 501105.05 for NW Reo Street
 6 Storm Sewer Replacement.
 7
 8 WHEREAS, the Governing Body adopted a Resolution approving the 2024-2033

 9 Capital Improvement Program and the 2024-2026 Capital Improvement Budget (Resolution

10 9425); and

11 WHEREAS, the Resolution requires Governing Body approval for projects that are

12 ready for construction and whose total project budget exceeds $250,000; and

13 WHEREAS, on August 20, 2024, the Public Infrastructure Committee recommended

14 approval of the project(s).

15 NOW, THEREFORE, BE IT RESOLVED, BY THE GOVERNING BODY OF THE

16 CITY OF TOPEKA, KANSAS, that Project No. 501105.05 for storm sewer improvement

17 along NW Reo Street, west of Topeka Boulevard, as further described in Exhibit A is

18 hereby approved.

19 ADOPTED and APPROVED by the Governing Body on _____________________.

20 CITY OF TOPEKA, KANSAS
21
22
23
24
25 Michael A. Padilla, Mayor
26 ATTEST:
27
28
29
30 ________________________________
31 Brenda Younger, City Clerk




 RES/2024 CIP Projects Exceeding $250,000
 Storm Sewer Improvement – NW Reo
 8/20/2024
EXHIBIT A
 COMMITTEE REFERRAL SHEET
 COMMITTEE REPORT
 Name of Public Infrastructure
 Committee:

 Title: RESOLUTION – Project Budget Exceeding $250,000 – Storm
 Sewer Improvement along NW Reo Street.
 Project No. 501105.05

Date referred
from Council
 meeting:

Date referred August 22, 2024
 from
 Committee:

  Committee MOTION: Committee member Dobler made a motion to
 Action: approve the request. Committee Chair Ortiz seconded.
 Approved 2-0-0.

  Comments: Committee member Banks was absent.

Amendments:


 Members of Councilmembers Sylvia Ortiz (Chair), David Banks, and
 Committee: Neil Dobler

Agenda Date September 3, 2024
 Requested:
 CITY OF TOPEKA
 CITY COUNCIL Tonya Bailey, Sr Executive Assistant
 City Hall, 215 SE 7th St., Room 255 Tara Jefferies, Sr Executive Assistant
 Topeka, KS 66603-3914 E-mail: councilassist@topeka.org
 (785) 368-3710 www.topeka.org



 EXCERPT
 CITY OF TOPEKA, Topeka, Kansas, Thursday, August 22, 2024. The Public
Infrastructure Committee members met at 11:00 A.M. meeting held virtual via ZOOM, with the
following Committee members present: Sylvia Ortiz (Chair), and Neil Dobler. Absent:
Committee member David Banks.

 The following is an excerpt of the draft minutes from the meeting:

 APPROVAL of Resolution approving the CIP Project Exceeding $250,000 – Storm
 Sewer Improvement along NW Reo Street. Project No. 501105.05

Storm Sewer Improvement along NW Reo Street
Utilities Director Sylvia Davis presented the project has an estimated budget of $625,000. This
project exceeds the $250K threshold, it is required to be vetted and approved by the Public
Infrastructure Committee and the Governing Body. The storm sewer system along NW Reo
Street, west of Topeka Blvd. It will include replacement of approximately 760’ of failed
corrugated metal pipe with 38”x60” reinforced concrete horizontal elliptical pipe as well as
associated structures. With the impact to the neighborhood the Utilities Department has been
working closely with Pepsi-Cola of Topeka.



MOTION: Committee member Dobler made a motion to approve the project. Committee Chair
Ortiz seconded. Motion approved 2-0-0.

 ***************************
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: Josh McAnarney, City DOCUMENT #:
 Budget Manager
SECOND PARTY/SUBJECT: 2025 Operating Budget PROJECT #:
CATEGORY/SUBCATEGORY 004 Budgets or Appropriations / 001 Operating Budget - City
CIP PROJECT: No
ACTION OF COUNCIL: Discussion: 07-30-24; JOURNAL #:
 08-13-24; 08-27-24;
 PAGE #:

DOCUMENT DESCRIPTION:

DISCUSSION related to the City of Topeka 2025 Operating Budget.

(Discussion is scheduled through the months of August and September.)

VOTING REQUIREMENTS:
Discussion only, no action required by the Governing Body.
POLICY ISSUE:
The City shall adopt an operating budget for each fiscal year and set forth estimated revenues and estimated
costs for operations and maintenance, extension and replacement and debt service.
STAFF RECOMMENDATION:
Discussion item only. No action required by the Governing Body.
BACKGROUND:
As Staff prepares the proposed budget, there is a need to seek direction from the Governing Body on
appropriate options for the 2025 City mill rate. Staff expects property valuations from the County before the
meeting which will allow staff to prepare scenarios to discuss with the Governing Body.

As discussions continue through the months of August and September the 2025 Proposed Budget and all
supplemental information will be available online at https://www.topeka.org/finance/budget/.
BUDGETARY IMPACT:
The budgetary impact is described in the proposed 2025 budget.
SOURCE OF FUNDING:
Various City Funds

ATTACHMENTS:
Description
2025 Budget Public Hearing Notice - September 10, 2024
RNR Public Hearing Notice - September 10, 2024 (City and TMTA)
August 27, 2024 GB Meeting Presentation
Budget Supplement No. 1 August 22, 2024
August 20, 2024 GB Meeting Presentation
August 13, 2024 GB Meeting Presentation
July 30, 2024 GB Meeting Presentation
2025 City of Topeka Preliminary Budget (July 30, 2024)
2025 Notice to Exceed RNR (July 2024)
 Published in the Topeka Metro News on August 26, 2024

Notice of Revenue Neutral Rate (RNR) Public Hearing for the City of Topeka and
the Topeka Metro Transit Authority (TMTA)

The Governing Body of the City of Topeka will meet on September 10, 2024 at 6:00
p.m. in the Cyrus K. Holliday Building First Floor Conference Room, 620 SE Madison
Street, Topeka, Kansas, for the purpose of holding a public hearing to consider
comment from the public concerning the Governing Body’s consideration of adopting a
budget for 2025 that exceeds the RNR which is 35.341. If the Governing Body approves
exceeding the RNR, the Governing Body will adopt a budget that results in a tax rate of
38.952.

As the Governing Body is responsible for levying a mill levy on behalf of the TMTA, the
Governing Body will also consider comment from the public concerning whether to
exceed the TMTA’s revenue neutral rate of 4.017 and impose a proposed tax rate of 4.2
mills.

This Notice also appears on the City of Topeka website at www.topeka.org
Department Budget
  Presentations
 8/27/2024
Budget Information
Supplement #1 Overview 3

FTE Transfers and Reductions
1. Senior Executive Assistant was transferred from Public Works to the City Manager’s Office (No Net FTE Change nor Budget
 Change Overall)
2. Removed an Engineering Tech Position for 621 – Water (Reduction of $50,622.24)
Budget Reductions from Presented FY 2025 Budget
1. Page 39: Decreased the City Manager’s Budget by $25,000. This reduction was from an overestimation of the cost of the
 Executive Coach which was inputted in May.
2. Page 45: Decreased the Finance Budget by $71,750. This was a combination of education/travel and reduction of
 contractual services that was requested in 2024 Budget.
3. Page 89: Decreased by $50,000. The submitted budget overestimated a contract amount by $50,000.
4. Page 111 & 112: Initially, it was believed the City would need to subsidize the Special Highway Fund, as it was projected to
 fall below the 10% policy limit by the end of 2025. However, Finance now forecasts this transfer is unnecessary. Thus, we
 are removing the $3,000,000 revenue on Page 111 and the $3,000,000 transfer expense on Page 112.
5. Page 114: Interest Payments were inputted incorrectly for Debt Service. The line item for debt should be moved from
 $18,518,733 to $20,330,266.
6. Page 133: Finance will transfer $500,000 from the 740 – Economic Development Fund to a new, separate fund for the
 landbank. This move aligns with best practices of segregating landbank funds into their own standalone account.
Reduction/Enhancement Overview 4

 Category 2024 Budget 2025 Base Budget Net Inc. / (Dec.) 2025 Budget
 City Council $391,896 $414,049 $90,596 $504,645
 City Manager $1,889,589 $2,137,854 $392,135 $2,529,989
 DEI / Comm. Engagement $553,715 $785,713 $50,000 $835,713
 City Attorney $1,743,962 $1,977,837 ($160,373) $1,817,464
 Finance $3,142,881 $3,623,116 ($91,042) $3,532,074
 Municipal Court $2,097,035 $2,299,122 ($2,500) $2,296,622
 Human Resources $2,158,261 $2,349,912 ($216,542) $2,133,370
 Mayor's Office $170,727 $179,474 $1,632 $181,106
 Fire Department $36,003,278 $38,852,279 ($440,550) $38,411,729
 Police Department $47,392,891 $55,828,721 ($229,016) $55,599,705
 Public Works Department $8,335,471 $8,786,854 $93,875 $8,880,729
 Planning Department $3,838,883 $4,299,846 ($1,134) $4,298,712
 Code Enforcement $2,334,187 $2,556,682 $63,020 $2,619,702
 Information Technology $5,970,730 $6,741,145 ($6,675) $6,734,470
 Fleet Services $3,934,274 $3,874,262 ($198,704) $3,675,558
 Facilities $3,657,295 $3,691,418 ($172,250) $3,519,168
 Totals $123,615,075 $138,398,284 ($827,528) $137,570,756
 Department Budget
Presentations: Planning
 Planning Overview (Pages 65 - 68) 6


Overview Goals for FY25
The mission of the Planning Division is to help • Complete another neighborhood plan update as
create a vibrant city of lasting value by engaging part of the Dreams 1 process.
the community through neighborhood • Begin implementing projects associated with the
revitalization, sustainable land use and
 Safe Routes to School Plan and Pedestrian Master
infrastructure choices, regional transportation
planning, historic preservation, and zoning Plan
administration. • Complete additional Missing Middle text
 amendments to the zoning code
FY24 Accomplishments • Complete the East Topeka Development Plan
 • Develop historic design guidelines for the Potwin
• Completed updates to the Neighborhood Health Map Historic District
 and the Neighborhood Revitalization Plan
• Completed the Historic Holiday Park Neighborhood Plan Budget Details
• Completed Accessory Dwelling Unit text amendment
• Implemented Short Term Rental enforcement Personnel $1,180,332
• Update the Pedestrian Master Plan
• Completed the Historic Survey of African American Non - Personnel $201,701
 Historic Resources TOTAL $1,382,033
• Re-surveyed the Potwin Historic District
 Development Services Overview (Pages 65 - 68) 7

 Goals for FY25
Overview • Implement bi-annual contractor licensing renewals
The Development Services division includes • Adoption of the 2024 Uniform Plumbing Code & 2024
Permits, Inspections, and Licensing. It Uniform Mechanical Code
enforces building codes and inspects • Transition to new ERP System to minimize public impact
buildings, structures, and sites for compliance. • Analyzing and updating licensing and permitting fee
 structure.
 • Creation/adoption of low voltage inspector certification
FY24 Accomplishments program
 • Fully staff all trade boards
• Adoption of 2021 International Residential • Work to get one staff member certified as Bluebeam
 instructor
  Code
• Adoption of 2023 National Electrical Code
• Creation of Development Navigator Role
 Budget Details
• Increased online licensing renewals to 66% Personnel $1,945,551
  of contractors
 Non – Personnel $401,781
• 99% of inspections completed as
  scheduled TOTAL $2,347,332
 Housing Services Overview (Pages 65 - 68) 8
 Goals for FY25
Overview • Transition EAS to Built for Zero.
 • Target of 115 individuals to keep in their homes through rapid
The Housing Services division includes housing development, rehousing and homelessness prevention.
homeless programs and social services. This consists of the • Target of 450 individuals through Shelter Plus Care and HOME
following programs: major rehab, emergency repair and deposit assistance.
accessibility, social service programs, and many more.
 • Improve our CoC scores and funding opportunities.
 • Target of 134 Rehabs through Accessibility, Exterior, Emergency,
FY24 Accomplishments Major Rehab, TOTO and Weatherization Rehab projects.
 • Support implementation of the findings of the Homeless
• Improve our Continuum of Care (CoC) scores and Innovation Project.
 funding amount
• Increase care collaboration with Shelter Plus Care Budget Details
• Continue to build partnerships to expand the
 housing market and keep people in their homes Personnel $419,619
• Expand Equity Access Shelter (E.A.S.) to include a Contractual $30,300
 Housing Navigator to assist with the process
• Continue to administer the accessibility program so Commodities $1,500
 individuals are able to remain independent Capital Outlay $117,929
• Continue to use the demolition program and repair
 program to reduce blight TOTAL $569,348
If a Reduction of 13% was Applied 9


13% Reduction is $558,833 Service Impact
• Contractuals & Commodities – • Will have negative impacts on our ability to
  60% of this reduction coming from implement Built for Zero.
  consultant funding. ($65,249)
 • Removes ability to take on special project requests
• Reduction of 7 FTEs ($493,584) due to lack of resources.
 • Increased lead times for project plans review
 resulting in longer times for permits to be issued.
 • Potential negative impact on our relationships with
 contractors and developers.
 • Takes away new grant opportunities that require
 matching funds.
 • Setting us back to a reactive not proactive
 approach to several programs due to lack of staff
 capacity.
 Department Budget
Presentations: Human
 Resources
Human Resources Overview (Pages 53 – 54) 11


Overview Goals for FY25
Mission: The HR Department embraces the • Target training and development to increase
City of Topeka’s mission by delivering core employee retention and increase employee
administrative services that attract, support, engagement.
enhance, develop and retain a superior and • Update position descriptions to clearly identify the
diverse workforce. scope and complexity of the job
The HR Department oversees services that • Review and improve the position requisition process
support the business operations of the COT.
We oversee the policies and procedures in • Develop a succession plan to retain top performing
 COT employees and reduce recruitment costs
the personnel manual, provide data analysis
and reporting, maintain personnel records, Budget Details
support recruitment and retention, onboard
new employees, support departments in Personnel $1,209,350
evaluating job performance, support Police
and Fire in hiring and as requested, oversee Contractual $892,221
worker’s comp, workplace safety, Commodities $31,800
occupational health, CDL training, COT
insurance, benefits, health and wellness. TOTAL $2,133,371
Health Insurance Fund (Page 128) 12


Service Overview Goals for FY25
The Benefits team oversees employee • Review the wellness incentive program
 through 2025 negotiations with unions
benefit programs, including group health,
wellness plans, KPERS/KP&F, EAP services, • Review Medical and Rx coverage and the
 clinic services for cost and value through
and employee leaves of absence. RFP process
Services include negotiating medical, • Develop Total Rewards Summary to outline
prescription, dental, and voluntary insurance the cost of all employee benefits
plans; processing enrollments and changes; • Evaluate all benefit options to determine
providing retirement seminars and individual their importance level to employees
retirement reviews; and managing the
Healthcare Advisory Committee. Budget Details
 Personnel $250,789
 Contractual $17,402,771
 Commodities $3,900
 TOTAL $17,657,460
Other HR Funds (Pages 126, 129) 13


Overview Goals for FY25
Human Resources, Risk Management, is responsible • Assessment of City-Wide insurance needs
for administering, managing and coordinating the to ensure we are adequately covered and
City's Risk programs including evaluating and not duplicating services.
recommending lines of insurance to protect the • Extensive Marketing Effort in partnership
City’s liability. These plans cover general liability, with our broker to obtain the best renewal
property and equipment breakdown, cyber rates.
security, public officials and employment • Property evaluation of city owned property
practices, crime, inland marine, and law
enforcement liability. to determine changes in values following
 ongoing updates and remodels.
Risk management provides CDL training to COT
employees which is a cost savings of Budget Details
approximately $600,000 over duration of the
program. Risk is preparing to provide the training
to outside agencies on a fee for service basis. Property & Vehicle Insurance $2,939,841
 Total $2,941,841
Workers Comp Fund (Page 127) 14


Overview Goals for FY25
The Workers Compensation fund • Reduce lost time and overall claim count
provides accountability for expenditures by working with departments to review
and revenues for workers compensation accidents and injuries and evaluate
 training and other measures to prevent
claims. The departments are charged a future occurrences.
percentage of wages of their
employees based on worker's • Identify and target repetitive work related
compensation classification codes for injuries with a thorough job analysis that
 will provide insight and recommendations
specific positions. in order to reduce future risks.
The funding also provides the staffing
and expenses for the risk management Budget Details
administration that is coordinated in the
Human Resources department. Personnel $289,194
 Non – Personnel $2,145,023
 TOTAL $2,434,218
If a Reduction of 13% was Applied 15


13% Reduction is $277,338 Service Impact
 • Loss of a leadership position creates a
• Including the 3% decrease in the HR
 hardship, but is easier to manage being down
  budget for 2025 we would be able to
 1 position rather than 2 or 3 positions.
  handle the following additional reductions
  without reducing services provided to the • TWTW is a time intensive program and being
  COT by the HR Department ($28,600). down 1 position will reduce the staff time
 available to manage the program.
• Eliminate one director position ($145,000)
 • Reduced training opportunities for COT
• Eliminate TWTW program ($55,000)
 personnel and the risk of high employee
• Reduce employee retention program turnover.
  (e.g., training) ($21,000)
 • Without temporary employees departments
• Reduce contractual services (temporary will need to manage duties and prioritize work
  employees) ($18,000) with the staff available.
• Reduce purchased services (e.g., pre- • Risk of hiring employees with questionable
  screening, off-site storage, shredding backgrounds. Protecting confidential
  services) ($10,000)) information.
Department Budget
Presentations: Legal
Legal Department Overview (Pages 42 – 44) 17


Overview Goals for FY25
Offers legal services to city departments through • Continue to build strong relationship with the
three divisions: Civil Litigation handles claims and City’ states legislative delegation to ensure
defends city officials; General Government provides the City has a voice in issues effecting local
legal advice and representation; and Criminal governments
Prosecution deals with violations of City ordinances • Create additional city-wide employee
in Municipal, district, and appellate courts. trainings on emerging issues
FY24 Accomplishments
• Processed and evaluated over 100 tort Budget Details
  claims.
• Developed new 4th Amendment trainings Personnel $1,540,616
  for Department Heads.
 Non – Personnel $276,848
• Testified against legislation harmful to the
  community. TOTAL $1,817,465
• Expanded domestic violence prosecution
  program and secured federal grant.
Legal Department Overview (Pages 42 – 44) 18


General Government Civil Litigation
• 4 attorneys • 2 attorneys; 1 1/2 paralegal
• 1 ½ support staff • At any given time are balancing
• Handle all contract reviewing and 15 to 25 cases in house on a wide
 drafting (approximately 600 a year), range of issues
 union negotiations, general legal • Also responsible for arbitrations
 questions, legal training for and other union grievances
 departments including the police
 academy, ordinance drafting, • Review and respond to
 open record responses, committee approximately 150 a year
 and other meetings coverage,
 identifying municipal law trends,
 and legislative work
Prosecution of Domestic Violence Offenses 19


• The City began prosecution of domestic violence (“DV”) offenses
 in January of 2023.
• Domestic violence offenses encompasses more than domestic
 batteries, including the following:
 • Criminal Damage to Property
 • Unlawful Restraint
 • PFA Violations
 • Assault
 • Trespass
 • Theft
• This required the addition of two FTEs: 1 prosecutor & 1 paralegal
A Community Partnership Effort 20


• City Prosecution partners with the YWCA and the Family Peace
 Initiative (“FPI”).

• The City provides increased opportunities to victims of DV to
 connect with YWCA’s services.

• FPI is the City’s referral agency to address the offenders. FPI
 provides batterer’s intervention and updates to monitor an
 individual’s success or lack thereof.

• Additionally, Prosecution participates in the Mayor’s Task Against
 Domestic Violence. Prosecution provided data for the 2024
 Newsletter.
Department of Justice Funding 21


• Prosecution’s efforts to address DV has been recognized
  and supported by the DOJ.

• The City was able to leverage the City Council’s
  investment in this initiative to receive a grant of $488,045
  for the DOJ’s Improving Criminal Justice Responses to
  Domestic Violence, Dating Violence, Sexual Assault, and
  Stalking Grant Program. This money helps fund programs
  such as the batters intervention program which is
  nationally recognized as being successful at decreasing
  reoffending
Statistics from January 2023 – August 13, 2024 22


 Category Totals • The City also receives
Currently Pending 351 police reports to review for
 charging considerations.
Cases pending on warrant 60
Convictions overall 103 • Currently, there are 204
 cases to be reviewed for
Batterer’s Intervention recommendations for convictions 77
 charging consideration.
Dismissals 35
Referred to the County 33
Declined to prosecute 9
Diversions 24
Batterer’s Intervention for diversions 11
PFA violations pending 19
PFA violation convictions 15
PFA violation dismissals 12
Family Peace Initiative Co-Founder, Dorthy Stucky Halley, LMSW 23


 “Thanks to the Topeka Municipal Court, the "black hole" that Topeka
 domestic violence cases were falling into is now closing. The Family
 Peace Initiative is appreciative of all the efforts the City of Topeka has
 taken to ensure that proper prosecution is happening in domestic
 violence cases. We are pleased that victims can seek justice and feel
 the victim-centered approach of the City’s prosecution office. And,
 as an agency providing services to those who batter, we are
 experiencing the increased referral and higher level of accountability
 of those who batter. Working together, and with the City providing
 grant funds for those who need but can't afford the services, this
 accountability includes providing them an opportunity to change.”
If a Reduction of 13% was Applied (Legal) 24


13% Reduction is $236,271 Service Impact
• Reduction of 2 FTEs ($248,000) • No longer able to prosecute domestic violence
 • Ripple effects in the community

 • Increased response time for public on KORA
 requests
 • Increased response time on contract review and
 drafting
 • Inability to take point on coordinating union
 negotiations
 • Decrease in available time for proactive legal
 work
 Department Budget
Presentations: Finance
Finance Department Overview (Pages 45 – 47) 26


Overview Goals for FY25
The Administrative & Financial Services • Obtain Unmodified Audit Opinion for FY 2024
Department encompasses Central • Develop more specification templates that
Accounting, Budget and Performance City staff can use to be more efficient when
Management, Payroll, and Contracts and building specifications for bids on materials or
Procurement. It ensures transparency in City services
finances and purchases, and reports on the
finances of various divisions, including grants.

FY24 Accomplishments Budget Details
• The Procurement Division secured a
  $15,000 grant for the NLC City Inclusive Personnel $2,839,630
  Entrepreneurship Program and Contractual $674,793
  streamlined contract templates for faster
  legal review. Commodities $17,650
• Obtained Unmodified Audit Opinion for TOTAL $3,532,073
  FY 2023
If a Reduction of 13% was Applied (Finance) 27


13% Reduction is $459,169 Service Impact
• Reduction and/or Consolidation of 5 FTEs • Slower response time to processing items
  ($380,000) including but not limited to:
• Non – Personnel Items was reduced in the • Payroll
  first budget supplement ($71,750) for the • Vendor Payment Services
  2025 budget • Bid Awarding
 • Challenges in adhering to financial
 regulations and audits with reduction of
 staff i.e. lack of internal controls for audit
  Department Budget
 Presentations:
Community Engagement
Community Engagement Overview (Pages 55 – 56) 29


Overview Goals for FY25
Community Engagement connects city • Enhance community awareness of government
departments, partners, and stakeholders, initiatives, policies, and services by increasing
ensuring residents are informed about programs outreach and communication efforts.
and opportunities. This division fosters an inclusive, • Foster interdepartmental collaboration
participatory, and responsive local government, • Monitor and Measure Community Impact
strengthening neighborhoods.
 • Establish and strengthen community partnerships
FY24 Accomplishments • Enhance youth engagement

• SORT Program – Responsible for administering 4 Budget Details
 major road projects
• DREAMS Program – Responsible for administering
 28 projects across 10 NIA neighborhoods Personnel $365,058
• DREAMS Housing Program – Responsible for Contractual $127,475
 administering 18 projects across 2 neighborhoods
• Fight the Blight Clean Up’s – The removal of 15.1 Commodities $7,750
 tons of waste in NIA neighborhoods
• Established 19 community partnerships
 TOTAL $500,283
If a Reduction of 13% was Applied (CE) 30


13% Reduction is $65,037 Service Impact
• Reduction of programming and lowered • Reduced neighborhood programming
  public trust ($65,037)
 • Reduced community partnerships
 • Decreased community outreach
 • Decreased marketing campaigns and
 online initiatives
 Department Budget
 Presentations:
City Manager’s Office
City Manager Overview (Pages 38 – 39) 32


Overview Goals for FY25
The City Manager’s office implements, • Foster interdepartmental collaboration
administers, and evaluates City programs • Insure a sustained multi-year budget
per Governing Body policies. It serves as a • Identify public and private partnership opportunities
resource for citizens and neighborhood to leverage development opportunities
groups. It includes the clerk’s office, which • Fostering Innovative Approaches to Government
manages official records, and the Service Delivery
Communications Division, which handles
 • Engage with the community through neighborhood
public information, supports engagement, organizations and speaking events
and ensures transparency.

FY24 Accomplishments Budget Details
• Anticipated hiring of a new Police Chief Personnel $2,060,072
• Implemented CMO Executive Non – Personnel $469,918
  Reorganization
 TOTAL $2,529,989
If a Reduction of 13% was Applied (Executive) 33


13% Reduction is $328,899 Service Impact
• City Manager ($173,222) • Elimination of 1 FTE ; delays the effect of enhanced
 departmental collaboration
 • Elimination of 1 FTE
 • $25,000 was removed in the first • Assistant City Clerk serves in the absence of the City
 supplement Clerk and performs all necessary duties related to this
 title. Serves as the JEDO Board Clerk in odd-numbers
• City Clerk ($53,569) years.
 • Elimination of 1 FTE ($72,000) • Reducing Equipment purchasing will limit the
 availability to live-stream all public meetings; less
• Communications ($173,222) content created to promote new city initiatives, law
 • Delay/Reduce Equipment Purchase changes, city improvements
 ($15,000)
 • Reduction of FTEs would cause slower response times
 • Reduce Education/Training ($3,300) to media inquiries and limits availability to capture
 • Reduce Fleet Reserve ($3,400) after-hours events
 • Reduction in Contractual Services
 ($18,000)
 • Elimination of 2 FTEs ($140,000)
Discussion
 City of Topeka Finance Department budget@topeka.org
 215 SE 7th St, Rm 355 785-368-3970
 Topeka, KS 66603 www.topeka.org

 To: Honorable Mayor Michael Padilla & Members of the Topeka City Council
 From: Josh McAnarney, Budget Manager
 Date: August 21, 2024
 Re: Changes from the First Iteration of the 2025 Operating Budget


Below is a list of changes that have been made since the first iteration of the 2025 Operating Budget:

FTE Transfers and Reductions

 1. 1 Senior Executive Assistant was transferred from Public Works to the City Manager’s Office (No
 Net FTE Change nor Budget Change Overall)

 2. Removed an Engineering Tech Position for 621 – Water (Reduction of $50,622.24)

Budget Reductions from Presented FY 2025 Budget

 1. Page 39: Decreased the City Manager’s Budget by $25,000. This reduction was from an
 overestimation of the cost of the Executive Coach which was inputted in May.

 2. Page 45: Decreased the Finance Budget by $71,750. This was a combination of education/travel
 and reduction of contractual services that was requested in 2024 Budget.

 3. Page 89: Decreased by $50,000. The submitted budget overestimated a contract amount by
 $50,000.

 4. Page 111 & 112: Previously, there was a belief that the City would need to subsidize the Special
 Highway Fund, as noted on Page 111, because the fund was projected to be below the policy limit
 of 10% of received revenues by the end of 2025. However, as the year has progressed, Finance now
 projects that this transfer is no longer necessary. Therefore, we are reneging the $3,000,000 revenue
 on Page 111 and the $3,000,000 transfer expense on Page 112.

 5. Page 114: Interest Payments were inputted incorrectly for Debt Service. The line item for debt
 should be moved from $18,518,733 to $20,330,266.

 6. Page 133: Finance is going to make a transfer from the 740 – Economic Development Fund into a
 “new” fund that will be specifically earmarked for the landbank. Common practice among
 municipalities is to split the landbank into its own separate, standalone fund. Previously the amount
 earmarked for the landbank was $500,000—which was embedded within the Economic
 Development Fund—finance is simply moving it into a standalone fund for best practice purposes.

Verbiage Corrections

 1. Page 53: Josh made an error on the comments on the “Changes from the 2024 Budget”. The first
 three bullets were placeholder and are inaccurate. They did not get removed for the posting of the
 presented budget.
Department Budget
  Presentations
 8/20/2024
 Department Budget
Presentations: Public Works
Public Works General Fund Overview (Pages 73 – 77) 3


Overview Budget Details (General Fund)
The Public Works department has three main Personnel $4,530,887
divisions: administration, which maintains,
parking, city facilities, and fleet services, Contractual $4,186,491
engineering, which oversees public street Commodities $156,100
projects, inspects right-of-way work, manages
survey data, and handles bridge inspections Capital Outlay $7,250
and maintenance, and street maintenance TOTAL $8,880,728
which maintains streets, signals, lights, signs,
forestry, and pavement markings


FY25 Increases
• Increase in $600,000 in engineering consultant fees (Without this request the PW would have
  decreased in FY 2025 vs. FY 2024 Budget for the General Fund)
Capital Project Management (Pages 73 – 77) 4


Service Overview Budget Details
The City faces strategic challenges in Citywide Half-Cent Sales Tax $31,122,760
maintaining its assets, which cost more to
repair or replace than the revenue it Countywide Half-Cent Sales $9,798,500
generates. According to the latest PCI Tax
report, the major assets maintained by Public Federal Funds Exchange $2,215,000
Works include:
 Engineering Administration $4,246,011
• Bridges (2023): 101
 TOTAL $47,382,271
• Center Line Miles (2022): 703.6
 • 2022 PCI = 67.71

• Miles of Paved Alleys (2022): 45.24
• Miles of Curb and Gutter (2019): 918
• Signalized Intersections (2022): 186
• Miles of Sidewalks (2019): 655
Capital Project Management (Pages 73 – 77) 5


2024 Projects 2025 Major Projects
• Kansas and Gordon Intersection • Fairlawn: 23rd to 28th
• 45th and Topeka Turn Lane • Butcher Creek Bridge
• 21st to 29th on Topeka Boulevard • 29th : Kansas to Adams
• NW Goodyear Rd. at US-24 Interchange • 6th : Rice to Golden
• NE River Rd. from Crane St. to Emmett St. • Design of Huntoon St. : Gage to Harrison
• Tyler Street: Paramore to Beverly • Topeka Boulevard: 15th – 21st
• Bridge Deck Rehabilitation: Burlingame
  @ 27th St.
• Signal Projects:
 • 17th and Fairlawn
 • 6th and Golden
 • Lane / Washburn @ 10th
Street Maintenance (Pages 73 – 77) 6


Service Overview FY24 Accomplishments
The Special Highway fund receives the • Reached full staffing capacity for street
motor fuel taxes from the State of Kansas maintenance
and pays for street improvements and • Introduced into practice applying brine mix for
staffing to maintain those assets throughout winter weather events
the City. • Filled 36,039 potholes
 • Swept 2,771 miles of street
 • Maintained (graded) 87,411linear feet of
FY25 Goals aggregate alleys
• Start with implementation of SS4A Grant • 5 snow events using 1,393 tons of salt
 to include the upgrade of all school • 320 lane miles pretreated with salt brine solution
 flashers and signage to meet the latest Budget Details
 industry standards.
• Upgrade street maintenance fleet and Personnel $4,553,507
 other equipment
• Initiate new training program for motor Non-Personnel $3,720,145
 grader and paver TOTAL $8,272,652
Fleet (Pages 73 – 77) 7


Service Overview FY24 Accomplishments
The City Fleet Department manages and
 • Delivered reports on vehicle and
maintains the city’s vehicles and equipment,
 equipment asset management
including police cars, fire trucks, and
maintenance vehicles. It handles vehicle • Achieved nearly full staffing
procurement, regular maintenance, repairs,
 • Year to date (6/13/24) value of surplus
and fuel management to ensure all assets
 items sold on Govdeals.com was $82,344
operate efficiently and safely while optimizing
performance and cost-effectiveness.
 Budget Details
FY25 Goals
 Personnel $2,013,155
• Increase enrollment in the City's vehicle
  and equipment replacement fund Non-Personnel $1,662,402
• Relocate fleet light duty to new location TOTAL $3,675,557
• Maintain fleet readiness above 90%
Facilities (Pages 73 – 77) 8


Service Overview FY24 Accomplishments
The City Facilities Department manages the • Completed City Hall Boiler conversion and
maintenance and repair of municipal TPAC air handling unit and continue to
buildings, offices, and public spaces. It work on HVAC replacement
ensures facilities are safe, functional, and • Replaced various mechanical features at
well-maintained while handling budgets and the Law Enforcement Center and Fire
coordinating repairs and upgrades. Department Facilities
 • Replaced roofs at Fire Stations 4 and 7
 and the Water Distribution Building
FY25 Goals
• Complete TPAC HVAC replacement
 Budget Details
• Improve accessibility of City facilities Personnel $1,093,754
• New ADA compliant walkway on the East Non-Personnel $2,425,412
  side of TPAC
 TOTAL $3,519,166
If a Reduction of 13% was Applied (PW) 9


13% Reduction is $1,154,495 Service Impact
• Eliminate 1/2 Consultant Cost • Eliminating engineering positions
  ($300,000) increases the reliance on consultants
• Eliminate 7 FTEs ($865,000) for completing projects and reduce
 level of service on number of projects
 managed in house
 • Reduction in service level to council
 and constituents who make requests
 for traffic control such as signals, stop
 signs, and RRFB’s
If a Reduction of 13% was Applied (Fleet) 10


13% Reduction is $477,822 Service Impact
• Eliminate 4 FTEs ($456,353) • Reduce the number of lift inspections
• Would not update diagnostic • Not maintain automatic vehicle
  equipment ($3,370) location technology
• Reduce training for mechanics on • Reduce fleet readiness which
  new models of vehicles ($18,000) increases the vehicle not being ready
 for an emergency
 • Would require outsourcing of some
 repairs at higher cost
If a Reduction of 13% was Applied (Facilities) 11


13% Reduction is $457,491 Service Impact
• Eliminate 2 FTEs ($127,000) • Delays in Responding to service
• Eliminate Service Contracts for requests for maintenance
  generator inspection, pest control, • Inability to perform regular inspections
  and landscaping ($91,000) of equipment
• Reduction of external contractors for • Reduction of preventative
  repairs like overhead door, plumbing, maintenance like filter replacement,
  electrical, and HVAC, etc. ($250,000) tightening belts, and preventative
 cleaning
 • Cutting external contractors would
 result in a delay of repairs for facilities
Department Budget
Presentations: Utilities
Utilities: Water (Pages 78-82) 13


Overview Budget Details
The Water Utility comprises three main Personnel $11,604,432
sections: Distribution, Plant Operations &
Maintenance, and Customer Service. Water Contractual $12,816,876
employees ensure compliance with KDHE Commodities $10,107,490
standards for safe drinking water and serve
around 56,000 retail customers across a 70- Capital Outlay $400,000
square-mile area. Debt $13,592,479
FY24 budget: $52.6M  7.5% under FY25 Other Payments $8,007,100
FY25 Increases TOTAL $56,528,377

• Commodities budget increase of approximately 10% is driven by an increase in materials used for
  water treatment & distribution, water quality testing and inflation in prices of lab supplies. ($900,000)
• Debt and Other Payments budgets are linked to existing debt, anticipated debt service revenue
  bonds, and capital cash transfers ($1,800,000)
 Utilities: Water Services 14


Service Overview FY24▪ Accomplishments
Water Services personnel manage all facets of • 424 water main breaks repaired
treatment and distribution of 7.8 billon gallons of water • 9,494 LF of water mains replaced
annually. The total operation and maintenance cost is • 102,900 customers assisted
$2,148 per MG of water produced . • 1,400 meters exchanged
 • 534,633 bills generated
Water Assets • Zero findings on the 2023 financial audit
 ▪ 2024 YTD
 900 miles of water mains $1,092,350,000
 11 water towers $42,100,000
 16,656 valves $12,650,000 FY25 Goals
 10 pump stations $17,383,000 • Meet or exceed all KDHE requirements for safe,
 5,244 hydrants $20,543,000 clean drinking water
 • Complete ongoing meter exchange program
 57,000 water meters $14,899,000 • Resume preventative maintenance for hydrants &
 Water Treatment Plant $123,876,000 valves
 TOTAL VALUE $1,323,801,000* • Increase electronic customer communication
 *Based on 2019 Assessment
 • Begin development of specialized training programs
Water Projects 15


2024 Projects 2025 Major Projects
• Montara Water Tower • Water Main Replacement/Rehab Projects
• West Plant Basin Rehab • SW Randolph from SW 22nd St to 24th St.
 • SW Moundview
• Water Main Replacement/Rehab Projects • SW Stoneybrook
 • SW 12th St. from Gage Blvd. to Kansas Ave
 • SW Boswell
 • SW Gage Blvd from SW 10th to Huntoon
 • Quincy St from SE 6th Ave to SE 8th Ave • Water Treatment Plant Rehab Projects
 • SW 21st St from SW Washburn to SW Fillmore • West Intake Rehab Construction
 • SW 21st St from SW Tyler St to S Kansas Ave • Chemical Building Rehab
 • East Plant Basin Rehab Design
 • Design for Quincy Water Tower Painting
 • Complete Meter Exchange Program
If a Reduction of 13% was Applied (Water) 16


13% Reduction is $7,348,689 Service Impact
• Staff Reductions (12 FTEs)- $861,306 • Negative Impact on Level of Service
 provided to Customers
• Not Filling Vacancies (15.5 FTEs)- $1,233,905
 • Limited in-person Customer Service Option
• Close City Express Customer Service -
  $197,000 • Inability to assist Low-Income Residents
• Eliminate Equipment Purchases - $400,000 • Service Reduction in the Water Main
 Replacement Capital Improvement
• Reduce Overtime Budget - $351,000 Program, extending the replacement
• Eliminate Low Income Assistance cycle out to more than 200 years.
  Program - $500,000
• Reduction or Elimination of Capital
  Programs - $3,805,478
Utilities: Stormwater (Pages 83-85) 17


Overview Budget Details
The Stormwater Utility is responsible for the
operation and maintenance of all facilities Personnel $2,453,053
related to the collection, treatment and Contractual $2,361,487
mitigation of stormwater in an approximately
60 square mile area. Additionally, staff also Commodities $258,961
ensure compliance with all state and federal Capital Outlay $300,000
regulations. The total operation and
maintenance cost is $6,634 per mile of Debt $2,567,519
stormwater infrastructure. Other Payments $4,786,200
FY24 budget: $13.7M  7.2% over FY25 TOTAL $12,727,220

FY25 Increases
 • Debt and Other Payments budgets are linked to existing debt, anticipated debt service revenue
 bonds, and capital cash transfers ($379,000)
 Utilities: Stormwater 18


 Service Overview Stormwater Assets
 The Stormwater system includes inlets, pipes, 16,209 storm inlets $91,428,650
 levees, creeks and rivers and publicly owned or 4,508 storm manholes $25,442,000
 maintained ditches, channels, detention ponds
 and stormwater quality Best Management 423 miles of storm sewer lines $274,043,360
 Practices (BMP). 179 miles of ditches $21,335,600
 140 miles of stream & rivers $417,185,550
 FY25 Goals
 TOTAL VALUE $829,435,160*
• Apply for grants to assist with EFS projects
• Participate in at least four community events 22 miles earthen levees $26,605,000
• Conduct four controlled burns
 .78 miles flood wall $31,322,800

 FY24▪Accomplishments 87 relief wells $5,700,200
 72 closure/drainage structures $4,063,500
 • 4,573 Stormwater Inlets cleaned
 8 pump stations $24,381,000
 • 2,623 LF Storm Sewer pipes cleaned
 • 3,716 LF Storm Sewer Main replaced TOTAL VALUE $92,072,500*
 ▪ 2024 YTD *Based on 2019 Assessment
Stormwater Projects 19


2024 Projects 2025 Major Projects
• Stormwater Master Plan • Fairlawn Rd from SW 22nd Park to 28th St
• Shunga Master Plan • Storm Conveyance Replacement &
• Storm Conveyance Replacement & Rehab Rehab Projects
  Projects • NW Reo Stormsewer Replacement
 • Fire Station #8 - 2700 SW Fairlawn • NW Elm Row Ave
 • SW 17th St & SW Westport Dr • SE 29th from Adams to California
 • East Topeka North Stormwater
 Improvements • Drainage Correction Projects
 • 23rd & Market • SE Virginia Court
 • SW Jewell Ave. from SW 2nd to 3rd • SW 28th Terrace
• Drainage Correction Projects
 • Colly Creek South
 • Colly Creek North
 • 37th & California
If a Reduction of 13% was Applied (Stormwater) 20


13% Reduction is $1,654,539 Service Impact
 • Negative Impact on Level of Service
• Staff Reduction (4 FTE’s) - $301,344 provided to Customers
• Not Filling Vacancies (4 FTE’s) - $445,087 • Increased public health and safety concerns,
 and negative impact on the overall quality of
• Eliminate Equipment Purchases - $300,000 the community appearance
• Reduce Overtime Budget- $25,000 • 10% Reduction in Storm Conveyance
 Replacement & Rehabilitation Capital
• Eliminate Homeless Abatement - $150,000 Improvement Program
• Reduction or Elimination of Additional • Potential consent Orders and fines for non-
  Capital Programs - $934,452 compliance
Utilities: Wastewater (Pages 86-88) 21


Overview Budget Details
The Wastewater Utility is responsible for
collecting, transporting, treating and Personnel $6,959,796
disposing of sanitary and industrial Contractual $11,673,653
wastewater discharged to sewers within the
service area and ensuring associated Commodities $2,539,551
regulatory compliance. Management of the Capital Outlay $350,000
RNG Facility is also tasked to wastewater
staff. The total operation and maintenance Debt $11,724,199
cost is $2,451per MG of wastewater treated. Other Payments $7,846,110
FY 24 budget $45.87M  10.4% over FY25 TOTAL $41,111,308
FY25 Increases
• Much of the increase in the contractual and commodities budgets for wastewater are a result of
  shifting of WPC SCADA operations from the Capital Improvement Program to the operations budget
  and transitioning to a predictive budgeting practice for Shawnee County Wastewater Treatment
  based on historical costs. Shawnee County expenses are billed back to the County.
Utilities: Wastewater 22


Service Overview FY24 ▪Accomplishments
Wastewater personnel manage all facets of • Maintained compliance with city NPDES
collection and treatment of 5.2 billon gallons Permit requirements
of wastewater annually.
 • 560,220 LF of Sewer Mains cleaned
 • 19% fewer calls regarding odor complaint
FY25 Goals compared to 2023

 • Rehabilitation of the Grant Jefferson &
 ▪ 2024 YTD
 Shunga Pump Stations and Force Mains
 • Increase Biosolids Processing
 • Increase Land Application
 • Maintain compliance with city NPDES
 Permit Requirements
Wastewater Projects 23


2024 Projects Wastewater Assets
• Harland Ct. Sewer Realignment In addition to City of Topeka assets,
• Wastewater Lining & Replacement Wastewater personnel provide
 • Polk-Quincy Quarter Section maintenance for county assets, including an
 additional 37 sanitary pump stations and
• Small Wastewater Pump Stations Rehab operates a third wastewater treatment
 • S Kansas plant.
 • Shawnee I & II

2025 Major Projects 828 miles of sanitary sewer line $905,965,000
 15,962 manholes $99,530,000
• Grant Jefferson Pump Station & Force
  Main Rehab 47 pump stations $81,500,000
• Shunga Pump Station & Force Main 2 wastewater treatment plants $220,000,000
  Rehab TOTAL ASSETS $1,306,995,000*
• Complete North Topeka Wastewater *Based on 2019 Assessment
  Treatment Plant Modifications
If a Reduction of 13% was Applied (Wastewater) 24


 13% Reduction is $5,344,470 Service Impact
 • Negative Impact on Level of Service
 • Staff Reduction (9 FTE’s) - $690,849 provided to Customers
 • Not Filling Vacancies (9 FTE’s) - $525,436 • Elimination of Capital Improvement
 Programs:
 • Eliminate Equipment Purchases - • Odor Control
 $350,000 • Wastewater Lining & Replacement
 • Reduce Overtime Budget- $328,398 • Inflow & Infiltration
 • Elimination of Chemical Dosing • Increased odor from wastewater
 associated with Odor Control - treatment, negatively impacting the
 $175,000 quality of life for nearby residents.
 • Potential Consent Orders and fines for non-
 • Reduction or Elimination of Capital compliance
 Programs - $3,454,060
  Department Budget
Presentations: Municipal
 Court
 Municipal Court (Pages 48 – 50) 26


Service Overview FY24 Accomplishments
Municipal court is a court of limited jurisdiction that • Volume: Average 10,000 active cases per month,
adjudicates traffic infractions and misdemeanor adjudicate approximately 1000 cases per month
offenses that are alleged to have occurred within • Grant Award: Secured the DOJ Violence Against
the Topeka city limits. Its main mission is to Women Grant with city grant writing and
promptly and fairly adjudicate all cases and prosecution.
enforce judgments rendered. • Property Maintenance: Issued judgments in 31 cases
 using the LLC ordinance.
FY25 Goals • Domestic Violence Cases: 302 cases filed through
 July 31st.
• Relocate Court and Probation operations to
 original locations • KLS DL Clinics: Assisted with 3 clinics, with a 4th
 scheduled for September.
• Fully staff divisions and hire new FTEs approved
 for the 2024 budget Budget Details
• Work with Topeka Public School to hold a
 holiday/back-to-school drive Personnel $1,735,303
• Continue to cultivate and grow the Alternative Non-Personnel $547,320
 Sentencing Court [partnership with Valeo] TOTAL $2,296,623
If a Reduction of 13% was Applied (Court) 27


Reductions- $298,561 Impact
• Majority of budget personnel so all • Higher caseload for probation
  reductions would go to staffing cuts officers, impact on public safety
• Reduction 5 FTEs ($299,000) • Core services such as case intake and
 docketing would take longer
 • Reduced public hours to ensure core
 services are completed
 • Slower processing of payments to
 restitution victims
 • Overworked clerk’s office, high-stress
 job, more turnover
Department Budget
  Presentations
 8/20/2024
Department Budget
  Presentations
 8/13/2024
Department Budget
Presentations: Police
Topeka Police Department Overview (Pages 69 – 72) 3


Mission Statement Budget Details
The mission of the Topeka Police Department Personnel $46,476,688
is to provide a safe community and faithfully
serve our citizens with impeccable integrity, Contractual $5,915,133
enduring professionalism and immeasurable Commodities $2,328,028
honor.
 Capital Outlay $879,852
 TOTAL $55,599,702
FY25 Increases
• Increase in contract with VALEO for Behavioral Health Unit ($60,000)
• Commodities increased to cover Axon Camera/Taser upgrade ($105,000)
• Capital Outlay purchases to include 12 Front Line Vehicles, 2 Animal Control Trucks, and 2 Detective
  Vehicles ($300,000)
• Personnel Increase is based off the current status of the FOP Contract
Field Operations (Pages 69 – 72) 4


Service Overview FY24 Accomplishments
Initial response to emergent and non- • Upgrade from the Taser 7 to the Taser 10
emergent citizen calls for police service • Increased Medical Response Capabilities
Securing the scene and beginning the initial (IFAK/Narcan)
assessment as to incident specifics
Requesting the additional resources needed
to reach a successful conclusion

Goals for FY25 Budget Details
• Continue evaluation of best practice for Personnel $21,579,757
  police response
• Assess and evaluate new technology for Non-Personnel $1,003,193
  front line response TOTAL $22,582,950
• Reduce vacancies thru innovative
  recruiting efforts
Criminal Investigations (Pages 69 – 72) 5


Service Overview FY24 Accomplishments
Violent crime investigations • Assigned Axon cameras to Detectives
Investigative focus on State of Kansas • Exceeded the national homicide
statutory violations that center on property clearance rate
crime offenses
Specialized investigations involving crime
against children, sex offenses and family
violence

Goals for FY25 Budget Details
• Increase investigative abilities through Personnel $8,419,722
  partnership with the Real Time Crime
  Center Non-Personnel $110,212
• Meet or exceed the national homicide TOTAL $8,529,934
  clearance rate
Community Policing (Pages 69 – 72) 6


Service Overview FY24 Accomplishments
Community policing includes development • Completed 2024 Spring TPD Citizen’s
of community partnerships and engaging in Academy with the 2024 Fall TPD Citizen’s
problem solving at a neighborhood level Academy beginning August 22nd
Houses the Behavioral Health Unit which • Filled 2nd shift Co-Responder position
provides specialized Police Service in
partnership with mental health professionals

Goals for FY25 Budget Details
• Grow our police community relations Personnel $2,782,799
  through transparent participation in
  various community meetings Non-Personnel $348,009
• Foster neighborhood pride and TOTAL $3,130,808
  cohesiveness
• Strengthen our commitment with our Co-
  Responder Program partners
Property Maintenance Unit (Pages 69 – 72) 7


Service Overview FY24 Accomplishments
Protect public health and welfare by • Collaborated with Housing Services and
enforcing the International Property EAS Program Coordinator to recommend
Maintenance Code (IMPC). The IMPC housing alternatives
regulates housing, unsafe structures, • Abated 19 encampments, committed 117
sanitation, unlicensed vehicles, weeds, and man-hours, and removed 26.29 tons of
graffiti on private property within city limits. trash/rubbish

Goals for FY25 Budget Details
• Continuing the transformation of the Personnel $1,589,411
 culture of Property Maintenance
• Improve the overall quality of structures Non-Personnel $1,030,293
 and premises within Topeka TOTAL $2,619,704
• Work with partners to enhance
 community appearance
If a Reduction of 13% was Applied (TPD) 8


13% Reduction is $7,227,961 Service Impact
• Reduction of 47 Sworn FTE’s $4,976,662 • Special Events/Planning
• Reduction of 7 Non-Sworn FTE’s $486,289 • Mental Health Calls
• Reduction of Overtime Budget $736,124 • Narcotics Investigations
• 50% Reduction to Vehicle Budget • Community Meetings/Events
  $432,436
 • Delays to Response Times
• 50% Reduction to Training Budget $57,500
 • Sworn Personnel Absorbing Duties of
• Suspension of Co-Responder Partnership Civilian Staff
  $200,000
 • Reduced Training Opportunities for Sworn
• Contractual/Commodity Reduction Personnel
  Corresponding to the Reduction of FTE’s
 • Negative Impact on an Already Aging
  $338,950
 Fleet
If a Reduction of 13% was Applied (PMU) 9


13% Reduction is $360,062 Service Impact
• 2 Property Maintenance FTE’s • Negative Impact on Ability to Address
  $134,449 Blight in our Community
• Reduction of Demolition Budget • Delays in Responding to Violations of
  $140,000 the Property Maintenance Code
• 50% Reduction to Vehicle Budget
  $51,817
• 50% Reduction to Training Budget
  $9,750
• Contractual/Commodity Reduction
  Corresponding to the Reduction of
  FTE’s $4,546
Department Budget
 Presentations: Fire
Topeka Fire Department Overview (Pages 57 – 61) 11


Mission Statement Budget Details
To save lives and protect property by Personnel $33,789,909
providing excellence and leadership in fire,
rescue, emergency medical response, fire Contractual $3,558,221
prevention and public education. Commodities $993,600
 Capital Outlay $70,000
 TOTAL $38,411,729
FY25 Increases
• Education/Travel increased ($31,000)
• Maintenance of equipment ($50,000) & office computer equipment ($13,000)
• Uniforms ($70,000) & Protective Gear ($25,000)
• Repair Parts ($17,500)
Fire Operations: Suppression (Pages 57 – 61) 12


Service Overview FY24 Accomplishments
Fire department operations encompass fire • Responded to highest number of working
suppression, rescue, medical services, structure fires and highest number of calls
hazardous materials response, aiming to since 2003
protect life, property, and the environment • Conducted officer development program
from emergencies. (ODP) for 15 personnel
 • Reduction in total number fire related deaths
FY25 Goals • Completed installation of new alerting
 system in all 12 fire stations
• Complete Bluecard IMS training for all
  company officers
• Reduce average response time for all Budget Details
  emergent level calls
• Continuing recruiting an retention to ensure Personnel $31,070,450
  a workforce more reflective of the
  community as a whole (Camp Courage Non-Personnel $2,858,338
  and Fire Explorer Post)
 TOTAL $33,928,788
Fire Prevention (Pages 57 – 61) 13


Service Overview FY24 Accomplishments
Function: Conduct cause and origin New Fire Inspections Software: Implemented a new system for
 efficiency
investigations for all fire types, conducts Fuel Station Inspections: Took over inspections previously managed
inspections of multiple types of occupancies on by the State Fire Marshal
yearly basis, and provides fire safety education Joint Apartment Inspections: Partnered with Property Maintenance
 Division for fire inspections of apartment buildings
to the public. Fireworks Stand Inspections: Successfully completed inspections of all
 fireworks stands
Impact: Helps reduce the overall number of New Fire Investigator: Promoted and enrolled in Topeka Police
fires in the community. Department Academy for Law Enforcement Training
 Fire Education: Completed fire safety education programs in all USD
 501 elementary schools
FY25 Goals
• Completion of fire safety program in all USD Budget Details
  501 elementary schools
• Meet or exceed the national clearance Personnel $1,519,075
  rate of arson investigations Non-Personnel $130,219
• Complete inspection of all apartment TOTAL $1,649,294
  complexes with interior hallways per IFC.
EMS (Pages 57 – 61) 14


Service Overview FY24 Accomplishments
Role in Emergency Responses: Integral part of • Completed AEMT training for 7 personnel, and
suppression personnel's responses. EMT training for 4 new recruits
Advanced Life Support (ALS): Provides higher-level • Work started with I.T. to build QA/QI database
care, enhancing community health and well- • Implemented joint QA/QI process with AMR
being.
 • 7 personnel trained as American Heart
Basic Life Support (BLS) Training: Required for all Association ACLS and/or BLS instructors
personnel to fulfill first responder capabilities.
 • Started additional quarterly training for ALS
 personnel

FY25 Goals Budget Details
• Add additional company to ALS response
 levels Personnel $0
• Enroll additional personnel in AEMT course Non-Personnel $97,750
 TOTAL $97,750
Fire Training (Pages 57 – 61) 15


Service Overview FY24 Accomplishments
 Hazardous Materials Technicians: 16 personnel trained
Programs that prepare firefighters with and certified.
essential skills and knowledge for responding New Firefighters: 15 recruits graduated from the
to fires and emergencies, including academy.
firefighting techniques, safety procedures, Recruit Evaluation: Established a new method for assessing
and equipment use. The aim is to ensure recruit skill levels.
effective, safe, and efficient emergency New Reporting System: Implemented and trained all
responses. personnel on the Emergency Networking Fire/EMS
 reporting system.
 Training Hours: Coordinated delivery of over 60,000 hours
FY25 Goals of training to department personnel

• Provide training required to meet ISO Budget Details
 standards and provide education hours to all
 personnel required to meet EMS continuing
 education requirements Personnel $718,375
• Increase hands-on training to TFD personnel Non-Personnel $263,503
 (both fire and EMS)
 TOTAL $981,878
 If a Reduction of 13% was Applied (TFD) 16


13% Service Reduction is $4,993,524 Service Impact
Uniform Staff Reductions (37 positions) ($3,216,976) • Closing of three fire companies
 permanently
Not Filling Vacancies (8) ($722,223)
Reduction in Call Back/Overtime ($525,000) • Utilization of specialty personnel
 (Inspectors, Training Officers, Public
New Hire Savings ($78,200)
 Education Officer)for reduction of
Equipment Purchases ($106,500) Callback and Overtime
Personal Protective Equipment ($35,000) • Reduction in community engagement
General Purpose Vehicle Replacement ($201,430) activities
Reduction in Training Expenditures ($88,700) • Forgoing of essential equipment and PPE
Software Licensing Cancellation ($20,000) replacement for current personnel
TOTAL ($4,994,029)
  Department Budget
 Presentations:
Information Technology
IT Department Overview (Pages 62 – 64) 18


Mission Statement Budget Details
Providing reliable, secure, and Contractual $3,499,645
innovative technology solutions to Personnel $3,158,763
support the efficient and effective
operations of the City government, Commodities $76,060
while prioritizing citizen service and data TOTAL $6,734,468
security.

FY25 Increases
• Inflationary Costs
• Microsoft 365 Licensing Restructure
IT Business Systems (Pages 62-64) 19


Service Overview FY24 Accomplishments
Business Systems consists of back-end • Migration to the new Microsoft
support, data analytics, and web environment for Microsoft applications
development for applications and systems utilized by city staff in all areas of the City
across the organization.
This service also focuses on the maintenance • Provide better continuity of operations
and development of applications by the IT and security
Department. • Design a Disaster Recovery Plan to
 compliment continuity of operations plan
FY25 Goals
 Budget Details
• Complete software upgrades and
  migrations
 Personnel $1,517,004
• Implement new systems for enhanced
  operational capability Non-Personnel $220,287
• Improved public/resident portal services TOTAL $1,737,291
Tech Support Group – GIS (Pages 62-64) 20


Mission Statement FY24 Accomplishments
 Vacant Lot Application: Provides visibility to departments
To efficiently and effectively provide of all ‘vacant’ properties within the City
geospatial information and applications. Landbank Application: Allows the public to see city
These tools, and datasets, should aid city owned properties that are for sale
employees and the public in order to
 Road Closure Applications/WAZE Notifications: Provides
enhance city operations, improve decision road closures to all navigation routing applications.
making and provide enhanced public Public facing apps for PQV and general road closures
services. Field Applications: Applications were built for employees
 who work in the field to enrich the GIS (signs, alleys)
 while in the field
FY25 Goals
 Budget Details
• Improve and expand city asset and
  inventory data
 Personnel $794,357
• Continue to improve GIS application
  capability Non-Personnel $619,904
 TOTAL $1,414,261
ERP Upgrade (Pages 62-64) 21


Service Overview Timeline
An ERP (Enterprise Resource Planning) • Selection of Vendor: Tyler Technologies
system is a software platform that
 • Managed to negotiate approximately
integrates and manages essential
 $600k off the cost of the implementation
business processes like finance, HR, and
 and roughly $500k off the price of SaaS
supply chain, streamlining operations
 fees for a total savings of ~$1.2 million
and improving decision-making through
 below the original RFP
centralized data and automated
workflows. • Next Steps
 • Assess Current Business Processes
 • Map Data for Conversion
 • Build Chart of Accounts
If a Reduction of 13% was Applied (IT) 22


13% Service Reduction is $875,481 Service Impact
• Reduction in Cybersecurity Protection by • May impact cybersecurity insurance
  greater than 50% premiums
• Reduction in Operational Software (See • Increases risk of cyber attacks to the
  ClickFix, ShareFile, Document Retention, organization and end user devices
  DocuSign, OpenForms, etc.)
 • Increase risk of data loss/theft
• 2 FTE directly impacts customer service by
 • Reduction in customer service
  greater than 50%
 • SCADA and Traffic day to day operational
• Reduction in Professional Service Support
 impacts
  which slows response times and time to
  complete projects • Limit end user devices (iPads, Docking
 Stations, Monitors, etc.)
• No IT Help Desk Software
• No Remote Work for City Employees
• No Remote Vendor Access
• Reduction in hardware & maintenance
Department Budget
  Presentations
Budget Overview
 7/30/2024
Agenda 2


3 | Budget Presentation Schedule
4 | Budget Sessions
5 | Revenue Projections
6-7 | Taxing Entities in Topeka
8-10 | Expense Projections
11-12 | FY 2024 to FY 2025 Expense Increases
13-14 | FY 2026 to FY 2027 Financial Forecast
15-17 | Future Budget Policy Considerations
Tentative Budget Presentation Schedule 3


• July 30th : Budget Overview
• August 13th : Police, Fire, IT
• August 20th : Public Works, Utilities, Municipal Court
• August 27th (Special Meeting) : Planning, HR, Legal, Finance, Community
 Engagement
• September 3rd : Other items as needed
• September 10th :
 • Public Hearing of RNR Rate
 • Set Mill Levy
 • Budget Hearing
 • Budget Adoption
Listening Sessions 4


What we heard:
 • Sell the Hotel
 • Enhance the City’s traffic division
 • Fully fund the Fire Department
 • Decrease Police Funding- reduce salaried
 Law Enforcement
 • Increase Social Services/Mental
 Health/Community Violence Prevention
 • Increase Metro Services to other areas
 • Equal Access to Economic Development
 • Invest in Unsheltered population
 • Affordable housing/Use the Housing Trust Fund
 • Lower Property Taxes in favor of Sales Tax
2025 Revenue Scenarios for Operating Budget 5


 Major Revenue RNR Rate @ Current Rate @ +1 Mill Rate @ +2 Mill Rate @
 Categories 35.341 36.952 37.952 38.952

 Sales Tax $40,569,000 $40,569,000 $40,569,000 $40,569,000

 Property Tax $34,292,785 $36,611,284 $38,050,281 $39,489,278

 Franchise Fees $14,331,161 $14,331,161 $14,331,161 $14,331,161

 Other Sources $23,807,096 $23,807,096 $23,807,096 $23,807,096

 Total Revenues $113,000,042 $115,318,541 $116,757,538 $118,196,535
  • Max Mill Rate is an increase of 2 mills from current 2024 mill rate
  • Difference Between Current Mill Rate vs. RNR = $2,318,499
  • +/- 1 Mill = $1,438,997
Taxing Entities in Topeka 6


 2021 Mill 2022 Mill 2023 Mill 2023
 Taxing Entities Rates Rates Rates Percentage
 Shawnee County 50.999 49.861 48.653 32.60%
 USD 501 Topeka 48.385 46.013 44.54 29.84%
 City of Topeka 39.939 38.963 36.952 24.76%
 Topeka/SNCO Library 9.706 8.89 8.192 5.49%
 Metro Transit Authority 4.2 4.2 4.2 2.81%
 Washburn University 3.403 3.451 3.451 2.31%
 Metro Topeka Airport Authority 1.93 1.75 1.75 1.17%
 State of Kansas 1.50 1.50 1.50 1.01%
 Totals 160.062 154.628 149.238 100.00%
City of Topeka Portion of Tax to Property Owners 7


 $150,000 $200,000 $250,000 $300,000
 Various Mill Rates Appraised Appraised Appraised Appraised
 Property Property Property Property

RNR Rate @ 35.341 $609.63 $812.84 $1,016.05 $1,219.26

Current COT Mill Rate @ 36.952 $637.42 $849.90 $1,062.37 $1,274.84

+1 Mill Increase @ 37.952 $654.67 $872.90 $1,091.12 $1,309.34

+2 Mill Increase @ 38.952 $671.92 $895.90 $1,119.87 $1,343.84

Variance of +/- 1 Mill $17.25 $23.00 $28.75 $34.50
• Difference between current mill rate and RNR rate = 1.611 mills
Projected 2025 General Fund Expenses 8



 Categories 2023 Actuals 2024 Budget 2025 Budget
Police Department $42,942,799 $47,392,888 $55,599,415
Fire Department $32,881,490 $36,003,280 $38,411,729
Public Works Department $6,790,654 $8,335,471 $8,880,728
3 Largest Department Totals $82,614,943 $91,731,639 $102,891,872
Other General Fund Departments $21,685,890 $23,275,359 $25,522,615
General Fund Expense Totals $104,300,833 $115,006,998 $128,414,487
 Scenarios for the General Fund Deficit 9


 RNR Rate @ Current Rate @ +1 Mill Rate @ +2 Mill Rate @
 Categories 35.341 36.952 37.952 38.952

 Total Revenues $113,000,042 $115,318,541 $116,757,538 $118,196,535

 Total Expenses $128,414,487 $128,414,487 $128,414,487 $128,414,487

 Deficit ($15,414,445) ($13,095,946) ($11,656,949) ($10,217,952)

Utilizing Unassigned Reserves - $15,374,383*
• Move 2025 FIRM to Bonding - $2,300,000 – relieves FY25 Operating Budget
• Move 2024 DREAMS from Cash to Bonding - $1,500,000
• CIP Change from Bonding to Federal Funds Exchange – 2024 Traffic Signals and 2023 Infill
 Sidewalks which reduces bonding for FY24 by $1,400,000
• Bonding Fleet Building - $3,200,000 (Council Adopted Authority)
General Fund Reserve Balance Projections 10


 Projected End of Year Fund Balance 2023 2024 2025

 General Fund Balance $ 27,586,643 $ 22,726,229 $ 22,686,167
 General Fund Revenue* $ 115,900,043 $ 113,631,143 $ 128,414,487
 Percentage 23.80% 20.00% 17.67%
 Goal 20% 20% 20%
 Policy Minimum 15% 15% 15%

 * Assumes Revenue Neutral mill levy rate and previous slide recommendations
 * No remaining funds in the unassigned reserves
General Fund Operating Expense Categories 11


  Categories 2024 Budget 2025 Budget % Total of Expenses % Total of Revenue

Personnel $87,945,650 $97,382,103 75.83% 86.15%

Contractual $21,160,129 $25,393,701 19.77% 22.46%

Commodities $3,419,832 $4,222,418 3.29% 3.74%

Other Payments $1,600,000 $232,100 0.18% 0.21%

Capital Outlays $697,803 $1,184,166 0.92% 1.05%

Lease Payments $183,583 $0 0.00% 0.00%

Expense Totals $115,006,998 $128,414,487 100% 100%
*2025 Projected Minimum Revenue Collection = $113,040,104
General Fund Expense Increases from FY 2024 to FY 2025 12


• $13,407,490 increase from FY24 to FY25 Expense Budget
 • Personnel = +$9,443,667
 • Non-Union +$1.4m, FOP +$5.3m, IAFF +$1.9m , AFT +$913k, Development
 Services +$97k, Health Insurance +$1.2m, Vacancy Credit - $1.4m
 • Hotel = +$425,000
 • SNCO Prisoner Fees = +$300,000
 • SAAS Fees (ERP) = +$700,000
 • Vehicle Requests = +$486,363
 • Engineering = +$600,000
• FTE Count Increased from 1,187 to 1,188
 • General Fund Decreased from 803.32 to 802.35
 • Non-General Fund increased 383.68 to 385.65
Forecasting General Fund Projections for FY 2025 – FY 2027 13


 Object Category 2025 2026 2027
 Sales Tax $40,569,000 $40,996,176 $41,816,099
 Property Tax* $36,611,284 $38,456,288 $40,217,586
 Franchise Fees $14,331,161 $15,397,669 $15,705,622
 Other Revenue Sources $23,807,096 $22,974,988 $23,447,950
 Total Revenues $115,318,541 $117,825,122 $121,187,258
 Personnel $97,416,430 $102,299,641 $108,006,340
 Non-Personnel $30,998,057 $32,817,747 $34,621,387
 Total Expenses $128,414,487 $135,117,388 $142,627,727
 Net Deficit ($13,095,946) ($17,292,266) ($21,440,469)
 *Assumes 2024 Mill Rate (36.952) and 4.5% Valuation Increase for FY26 and FY27
Quantifying Reductions 14

 2025 2026 2027
 Total Revenues* $115,318,541 $117,825,122 $121,187,258
 Total Expenses $128,414,487 $135,117,388 $142,627,727
 Deficit ($13,095,946) ($17,292,266) ($21,440,469)
 Utilizing one-time funds in 2025, causes the need for budget reductions in 2026 and 2027
 • 2026:
 • No reductions Police, Fire, PW, Non-Dept.: 76.12% decrease to Planning, Finance, CM,
 Code Enforcement, Municipal Court, HR, City Attorney, City Council/Mayor’s Office
 • Decreasing all departments across the General Fund: 12.80% from projected 2026
 budget
 • 2027:
 • No reductions Police, Fire, PW, Non-Dept.: 89.54% decrease to Planning, Finance, CM,
 Code Enforcement, Municipal Court, HR, City Attorney, City Council/Mayor’s Office
 • Decreasing all departments across the General Fund: 15.03% from projected 2027
 budget
  *Assumes 2024 Mill Rate (36.952)
Future Budget Policy Considerations for FY 2026 & Beyond 15


• Half-Cent Public Safety Tax*: A public safety sales tax is a tax
 added to purchases within a jurisdiction, with the revenue used for
 funding law enforcement, fire services, and emergency response.
 Council approval to set election for public vote.
• Half-Cent General Use Tax*: A general fund sales tax for city
 government is a tax on purchases within the city, with the revenue
 used to fund various municipal services and operations. Council
 approval to set election for public vote.
• Fees Schedule: Departments such as City Clerk, Planning, City
 Attorney, Fire, Engineering, etc. to see if we need to apply a CPI
 increase.
• These policy considerations will be vetted with the Governing Body
 over the course of 2025 for potential implementation in 2026
Implementing Proposed Sales Tax Initiatives 16



 Categories 2025 2026 2027
Total Revenues* $115,318,541 $117,825,122 $121,187,258
Total Expenses $128,414,487 $135,117,388 $142,627,727
Current Projected Deficit ($13,095,946) ($17,292,266) ($21,440,469)
Proposed Public Safety Tax
Revenue** +$19,000,000 +$19,000,000 +$19,000,000
Proposed General Use Sales
Tax Revenue*** +$19,000,000 +$19,000,000 +$19,000,000
Possible Revenues $153,318,541 $155,825,122 $159,187,258
Potential Projected Surplus $24,944,116 $20,707,734 $16,559,531
*Assumes Current Mill Rate (36.952)
** Public Safety Sales Tax to ONLY be used on Public Safety Expenditures
***General Use Sales Tax to be used for any General Fund Expenditures
Mill Levy Scenarios FY 2025 Budget 17

 RNR Mill Rate Current Mill Rate +1 Mill Rate @ +2 Mill Rate @
 Categories @ 35.341 @ 36.952 37.952 38.952


 Revenues $113,000,042 $115,318,541 $116,757,538 $118,196,535

 Expenses $128,414,487 $128,414,487 $128,414,487 $128,414,487

 Net Deficit ($15,414,445) ($13,095,946) ($11,656,949) ($10,217,952)

 Use of Unassigned Reserve $15,374,383 $13,095,946 $11,656,949 $10,217,952

 FY25 Ending Fund Balance $22,686,167 $25,004,666 $25,682,897 $25,682,897

 Percentage 17.67% 19.47% 20.00% 20.00%
 Amount Remaining in
 Unassigned Reserves $0 $0 $763,901 $2,202,898
Proposed Recommendation for FY 2025 Budget 18


 +1 Mill Rate @ • Maintains a 20% Reserve
 Categories Target @ $25,682,897
 37.952
 • Allows Use of Unassigned
Total Revenues $116,757,538 Reserves $763,901
Total Expenses $128,414,487

Net Deficit ($11,656,949)

Use of Unassigned Reserve $11,656,949

FY25 Ending Reserve Fund Balance $25,682,897

Percentage 20.00%

Amount Remaining in Unassigned Reserves $763,901
Questions?
CITY OF TOPEKA
2025 OPERATING
 BUDGET
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GOVERNMENT FINANCE OFFICERS ASSOCIATION


 Distinguished
 Budget Presentation
 Award
 PRESENTED TO



 City of Topeka
 Kansas

 For the Fiscal Year Beginning

 January 01, 2024




 Executive Director
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TABLE OF CONTENTS
 INTRODUCTION

 City Manager's Letter - 8
 Budget Calendar - 12

  FINANCIAL INFORMATION
Financial Summary

  Position Change Overview - 30
  Three Year Financial Forecast - 33
  Statistical Section - 34

Department Summary

  Mayor & City Council - 37
  City Manager - 38
  City Attorney - 42
  Financial Services - 45
  Municipal Court - 48
  DEI - 51
  Human Resources - 53
  Community Engagement - 55
  Fire - 57
  Information Technology - 62
  Planning & Development Services - 65
  Police Department - 69
  Public Works - 73
  Utilities - 78
  Miscellaneous Non-Departmental - 89

Fund Overview

  General Fund Overview - 93



  APPENDIX
  City of Topeka Profile - 135
  Debt Schedules - 138
  Financial Policies - 142
  Glossary - 150
  Full FTE Listing for Past Four Budget Cycles - 153
  Vacancy Listing by Department - 172
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GOVERNING BODY




Since 2005, the City of Topeka has operated under a Council-Manager form of government.
This system of local government combines the strong political leadership of elected officials with
the managerial experience of a professional local government manager.
The City is governed by a ten-member Governing Body, including a directly elected Mayor and a
nine-member City Council elected by district. Governing Body members serve 4-year staggered
terms. A City Manager, appointed by the Governing Body, is responsible for the implementation
of the Governing Body’s policy and the day-to-day operations of the City.
The Governing Body conducts the business of the City by voting on ordinances, resolutions,
applications, major plats, zoning petitions, receiving reports, and other items. The Governing
Body elects a Deputy Mayor every year, who presides over Council meetings in the absence of
the Mayor, makes committee assignments, and chairs various Council committees.
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GOVERNING BODY




1. Karen Hiller
2. Christina Valdivia-Alcalá
3. Sylvia Ortiz
4. David Banks
5. Brett Kell
6. Marcus Miller
7. Neil Dobler
8. Spencer Duncan
9. Michelle Hoferer
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CITY MANAGER’S LETTER
Honorable Mayor Michael Padilla
Members of the Topeka City Council
215 SE 7 Street Topeka, Kansas 66603

Dear Mayor Padilla and City Councilmembers,

I am pleased to present the Fiscal Year 2025 (FY25) Budget for your Governing Body Review. The budget is
structurally balanced for FY2025. In the last year and during this budgeting process, we have observed our
revenues stabilize compared to budget unlike in previous years where revenues came in greater than budget.
Additionally, the City’s personnel costs have grown from the last budget cycle. Due to these factors, the City is
going to use one-time reserves to cover an initial deficit of $15m. I am confident in the ability of this budget to meet
the current needs of the citizens of Topeka for FY25; however, the City will need policy changes in place for FY26
& FY27 because those one-time reserves will be depleted.

 Budget Issues Facing the Governing Body
Policy Issues

The initial deficit of the budget if the City used the Revenue Neutral Mill Rate (RNR) would be roughly $15m. In
order to not be in a deficit, the City is recommending the following approvals for this year’s budget cycle:

  Increase mill levy by 1 mill from 36.952 to 37.952 mills—which would generate an additional $1.4 million for
 the General Fund operations

  Move the Facilities Improvement Repair and Maintenance Program (FIRM) back to being funded by
 general obligation bonds as opposed to cash. In order to alleviate the operating budget, the City would
 recommend moving to bonds which would reduce the operating budget by $2,300,000. Note: This budget
 presents FIRM already being moved out of the operating budget.

  The City currently has $13.8 million in Unassigned Reserve Fund—in which $2m of that is encumbered. It
 is recommended used the remaining $11.8m to supplement the General Fund.

  Additionally, the City would recommend amending CIP projects to bonding or other revenue sources to free
 up General Fund operating funds to create this balanced budget. These projects would be:
 o 2024 Traffic Signals move from bonding to Federal Funds Exchange ($800,000)
 o 2023 Infill Sidewalks move from bonding to Federal Funds Exchange ($600,000)
 o Move 2024 DREAMS from cash funded to GO bonding ($1,500,000)—if approved, $1,500,000 cash
 would be transferred to the unassigned reserve fund
 o Amend the Fleet Building Project from cash funding to GO Bond funding ($3,200,000)

  Assume a $3.1 million vacancy credit. This is an increase from the $1.7 million credit used in FY24. The
 purpose of the vacancy credit is to lower the overall budgetary expense so that the tax burden on citizens
 is more accurate to what the City will actually experience rather than if we budgeted for all positions and no
 vacancy credits. As of July 22, 2024, the City has 131 vacant positions. Within the General Fund alone,
 there are 81 vacant positions. At approximately the same time last year, there were 79 vacant positions in
 the General Fund. Filling the City’s vacant positions continues to be a priority of every department. We are
 fortunate to have City staff that are willing to step into other roles and do things outside of their job
 description to provide needed service, but to continue to move forward as an organization, we will do all
 that we can to fill these positions.
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CITY MANAGER’S LETTER
If these recommendations were accepted the City would be just above its 20% target fund balance at the end of
FY25, and still have about $760,000 in the unassigned reserve fund to help with future one-time projects or be
used to spend down in the following budget cycle.

Economic Factors
The City’s overall assessed value has increased by 4.5% from the prior year assessment rate conducted by
Shawnee County. This increase in valuation could allow the City an additional $2.3 million in revenue if the
current mill rate remains the same at 36.952, compared to the RNR rate of 35.341. Collections in sales tax have
stabilized in 2024 compared to 2023; for the first four months of this year, collections totaled $12,645,044,
whereas they were $11,806,088 in the first four months of last year. The city expects conservative sales tax
growth in 2025 compared to previous years.

However, while expenses have increased and revenues are not as favorable as previously predicted, the City is
seeking ways to cut costs, enhance efficiency, and reduce expenditures wherever possible. I have asked
departments to review their fee schedules and ensure they align with market standards for the area.

Although the increase in property valuations has boosted potential revenue, expenses have also risen. At the
time of this letter, the City is negotiating with four unions. The rising costs of inflation are driving up expenses for
contractual items and commodities purchased by the City. Employee healthcare costs are projected to increase
by 14.5% over 2024. These increases have led to an approximate $13.4 million rise in expenses for the FY25
budget from the previously approved FY24 budget.

To alleviate the burden of property taxes, the City of Topeka will continue the Property Tax Rebate Program
($300,000), which began in 2024 to assist qualifying residents with property tax relief. This budget proposes
moving the program from in-house administration to the CRC to streamline the process for citizens, who
currently navigate between the CRC for Utility Rebates and the City for Property Tax relief. Moving this program
to the CRC will enhance efficiency for both citizens and staff in the process.

Regulatory and Legislative Changes
The City continues to operate under K.S.A. 70-2088 which requires the Governing Body to hold a public hearing
in September if it is to increase property tax beyond the Revenue Neutral Rate (RNR). The Revenue Neutral
Rate is the tax rate that would generate the same amount of tax revenue as the previous year. As previously
mentioned, this budget assumes the Governing Body will approve increasing the tax levy above the Revenue
Neutral Rate. During this legislative session, there were a number of other bills that have the potential to impact
the budget that were not signed into law. We expect continued discussion of these bills in future sessions.
General Fund
The General Fund is the City of Topeka’s primary operating fund. It finances a number of departments such as
City Council, Mayor, Police, Fire, Executive, Public Works, and various others. The General Fund receives the
largest portion of the mill levy to support various services throughout the City. It represents approximately one-
third of the citywide budget with total planned expenditures of $128m, an increase of 10.2% from the FY24
budget of $115m. It is driven by increases in the following:

  Union and Non-Union Increases in Wages (+$9.4 million)
  Hotel Topeka operating costs (+$425,000)
  SNCO Inmate Fees (+$300,000)
  SAAS Fees for the ERP (+$700,000)
  Vehicle Requests (+$486,363)
  Engineering (+$600,000)
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CITY MANAGER’S LETTER
 The largest portion of the General Fund is personnel costs at 76% of the total budget. Personnel costs
 increased by about $9.4 million or 10.8%. The personnel budget includes the information contained in each
 finalized union contract along with assumptions regarding any contract in active negotiations. Also included is a
 2% pool available as a Cost of Living Adjustment for non-union employees as well as a 3% merit pool for
 performance. The remaining 24% of non-personnel expenses increased by about $3.8 million or a 14.5%
 increase from FY24. As mentioned before, this includes adjustments for increases in inflationary costs.

 For FY25, increase in the General Fund is made possible by the utilizing one-time funds in the Unassigned
 Reserve Fund, a 1 mill increase, and moving a number of cash funded projects to bonding or other funding
 sources. Previous budgets have accounted for substantial increases in franchise fees and sales tax. The trends
 staff sees, do not support this continued model and suggest that sales tax will be moderately flat compared to
 2024 at this point, with only a 2% increase.

 Utility Funds
 The combined Utilities funds comprised of Water, Stormwater, and Wastewater reflect the approved rate
 increases passed in early 2023. The Utilities funds’ budgets continue to work towards a 150-year replacement
 cycle, while spending down cash reserves to levels discussed during rate discussions. Through all budget
 discussions, the Utilities funds balance the need for improving infrastructure without putting an undue burden on
 consumers. In 2024, it was determined that the General Fund would give a $2 million discount to the Utilities
 funds annual Payment in Lieu of Taxes (PILOT). Each year, the General Fund PILOT fee for the Utilities funds
 is $7.5 million. With the change going forward, the PILOT fee will be $5.5 million. In addition to the PILOT
 reduction, the 2024 operating budget keeps the City Internal Service Fund fees flat (except for Information
 Technology charges which increased by 18%) or lower than FY24 for the Utilities funds.
 Internal Service Funds
 Internal Service Funds, including Information Technology, Fleet, and Facilities, are funded through fees to City
 departments. Facilities charges have increased significantly in order to account for building utility costs such as
 electricity and water. This move will allow for centralized billing that assists the Facilities department in making
 decisions that will help save money in the long-term.

 Half-Cent Sales Tax Fund
 The City levies a half-cent sales tax for street, curb, gutter, and sidewalk replacement. The FY25 Budget reflects
 the approved 2025-2034 Capital Improvement Plan (CIP). The Street Maintenance and Project Management
 services continue to work through changes in project costs and delays to spend available funds on improving
 City streets. This budget cycle there is $15m of half-cent sales tax funds dedicated to streets.
 Risk Funds
 The Risk Management, Health, and Insurance Funds are routinely evaluated to ensure that they reflect current
 expectations. Property insurance increased 5% from FY24, and health insurance costs increased 14.5%
 citywide. The City made the decision to self-insure vehicle claims in 2024 which has resulted in a new fund
 specifically dedicated to vehicle claims.
 Other Funds
 Other funds, including the Special Liability Fund, and Grant funds continue to fund specific citywide activities.
 These funds continue to receive steady revenue with expenditure adjustments in accordance with inflationary
 pressures.
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CITY MANAGER’S LETTER
 Future Budget Policy Considerations for FY 2026 & FY 2027
 The City is spending down reserves to fill the operating budget deficit for FY25 this is a one-time use to where the
 option will not be available for FY26 and FY27. In lieu of sustainable service reductions, the City will ask the
 Governing Body to consider the following in future budget cycles:

  Half-Cent Public Safety Tax: A public safety sales tax is a tax added to purchases within a jurisdiction,
 with the revenue used for funding law enforcement, fire services, and emergency response. Council
 approval to set election for public vote.
  Half-Cent General Use Tax: A general fund sales tax for city government is a tax on purchases within the
 city, with the revenue used to fund various municipal services and operations. Council approval to set
 election for public vote.
  Fee Schedules: Departments such as City Clerk, Planning, City Attorney, Fire, Engineering, etc. to see if
 we need to apply a CPI increase
 Each of the Half-Cent Sales Tax initiatives could generate around $19m to where the City can be financially sound
 for the upcoming years as well as make greater investment in Governing Body initiatives if both sales taxes were
 approved. The City will evaluate future revenue enhancements and strategic expense reductions to balance future
 budget years.
 Conclusion
 Decreased revenue growth, rising crucial expenditure categories, inflation, and deferred capital maintenance
 continue to present challenges to the Budget and the City’s long-term financial health. City management
 remains committed to addressing these challenges and supporting the Governing Body in implementing
 sustainable long-term solutions.
 Respectfully submitted,
 Dr. Robert Perez
 City Manager
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FY25 BUDGET PUBLIC MEETINGS CALENDAR

 JULY


 1 2 3 4 5 6 7
 8 9 10 11 12 13 14
 15 16 17 18 19 20 21
 22 23 24 25 26 27 28
 29 30 31


NOTE: The July 2nd meeting is the revenue neutral rate hearing


 AUGUST
 M T W R F S S
 1 2 3 4
 5 6 7 8 9 10 11
 12 13 14 15 16 17 18
 19 20 21 22 23 24 25
 26 27 28 29 30 31


 SEPTEMBER
 M T W R F S S
 1
 2 3 4 5 6 7 8
 9 10* 11 12 13 14 15
 16 17 18 19 20 21 22
 23 24 25 26 27 28 29
 30
*Anticipated budget approval date
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FISCAL YEAR 2025 OPERATING BUDGET CALENDAR

 May
• 1st - Budget Kickoff



 June
• 7th - Department budgets due
• Mid-June - Receive property value estimate
• 28th - Finalization of Department budget proposals


 July
• 9th - Revenue Neutral Rate (RNR) hearing date set
• 30th - Budget presented to City Council


 August
• 13th and 20th - Budget presented to City Council



 September
• 3rd - Budget presented to City Council
• 10th - Budget public hearing and adoption
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FINANCIAL
SUMMARY
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FINANCIAL SUMMARY

Expenditures Glossary
The purpose of this section is to describe the major expenditure types for all funds. These major
expenditures are divided into six categories: Capital Outlay, Commodities, Contractual, Debt, Other
Payments, Personnel.



Capital Outlay: Capital Outlay expenditures include payments that are made for land, building
improvements, furniture, motor vehicles, computer software, tools, and equipment.

Commodities: Commodities include materials for asphalt, rock, sand, salt, insecticide, fuel, chemicals,
and office supplies.

Contractual: Contractual costs are expenditures related to the operations of the City. They include items
such as property insurance premiums, utility costs, printing services, rent, and maintenance services.

Debt: Debt expenditures include the costs of principal and interest for all current outstanding debt and
any debt obligations refinanced during the fiscal year.

Other Payments: Other Payments include expenditures for debt service payments and operating
transfers. The types of expenditures in this category consist of transfers between funds and debt
payments that are paid by the Utilities, Parking, and Debt Service funds.

Personnel: Personnel costs are expenditures related to employee compensation, including employee
benefit costs such as the City’s contribution for retirement, social security, and health insurance.
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FINANCIAL SUMMARY

Revenues Glossary
The purpose of this section is to describe the major revenues of the City. The major revenue sources fall
into nine categories: Fees for Service, Franchise Fees, Intergovernmental Revenue, Licenses & Permits,
Miscellaneous, Municipal Court, PILOTs, Special Assessments, and Taxes.



Fees for Service: Fees for Service revenues are those collected in return for a service provided by the
City such as water, stormwater, wastewater, and parking.

Franchise Fees: Franchise Fees are revenue generated from agreements between the City and local
utilities for the use of rights-of-ways. These agreements result in 5-6% of the utility's revenue due to the
City.

Intergovernmental Revenue: Intergovernmental Revenue is revenue collected by the City that comes
from other government agencies such as the State of Kansas and Shawnee County.

Licenses & Permits: Licenses and Permits are revenues related to various permitting and licensing
services available in the City Clerk and Development Services divisions. These include business licenses
and development permits.

Miscellaneous: Miscellaneous revenue is all other revenues collected by the City that is not otherwise
assigned to a category in this list.

Municipal Court: Municipal Court revenue are those fines and fee assessed and collected by the City's
judicial system.

PILOTs: Payments in Lieu of Taxes (PILOTs) are payments made to the City by various organizations or
agencies based on agreements. In these agreements, the City may have granted tax abatements, and
PILOTs are a portion of the taxes that may be due to the City.

Special Assessments: Special Assessment revenue are the taxes levied against property owners inside
an approved improvement district that provide for the construction of certain public projects such as water
and sewer lines or streets.

Taxes: Tax revenues include ad valorem (property) tax, sales taxes, and motor vehicle tax. Property tax is
derived from tax levied on real property, personal property, and state assessed utilities. The City receives
three sales taxes, two for direct operations and one for countywide purposes.
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CITYWIDE FUND DETAILS

Citywide Funds: Detailed Four Year Summary



  Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
   Revenues $388,264,315 $399,062,097 $341,778,743 $360,397,435
 Fees For Service $120,006,743 $127,915,345 $141,521,706 $149,979,065
 Sales Tax $76,459,883 $79,429,067 $83,782,188 $82,526,552
 Ad Valorem Tax $53,648,920 $56,495,487 $57,210,430 $61,467,350
 Miscellaneous $72,227,424 $45,770,321 $2,112,480 $16,609,965
 Franchise Fees $16,115,074 $15,263,008 $17,718,766 $14,365,512
 PILOTS $8,010,562 $8,027,067 $5,983,664 $6,040,664
 Intergovernmental Revenue $23,912,966 $32,368,539 $14,549,517 $6,009,470
 Investments from Interest $1,817,929 $16,815,079 $2,176,500 $5,808,000
 Motor Vehicle $5,233,266 $5,555,993 $5,211,111 $5,151,821
 Special Assessments $4,089,593 $4,225,091 $4,203,568 $4,219,253
 Transient Guest Tax $2,839,597 $3,283,923 $3,798,675 $4,156,276
 Licenses & Permits $1,729,354 $1,820,289 $1,376,988 $1,869,257
 Fines $1,575,380 $1,518,206 $1,570,000 $1,590,000
 Municipal Court $597,623 $574,681 $563,150 $604,250
   Expenses ($360,199,804) ($365,458,594) ($390,518,161) ($400,307,118)
 Capital Outlay ($5,613,360) ($10,113,331) ($3,255,599) ($3,259,466)
 Commodities ($14,127,364) ($17,161,878) ($18,735,284) ($19,321,342)
 Other Payments ($51,411,629) ($52,282,724) ($60,148,000) ($43,635,411)
 Debt ($49,179,255) ($28,045,485) ($43,853,581) ($47,023,533)
 Personnel ($101,168,028) ($109,784,930) ($122,112,203) ($134,488,487)
 Contractual ($138,700,168) ($148,070,246) ($142,413,493) ($152,578,879)
 Total $28,064,511 $33,603,502 ($48,739,418) ($39,909,684)
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CITYWIDE FUND DETAILS

Expenditure Summary for Citywide Funds


Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget

101 - General Fund ($105,785,099) ($116,007,107) ($115,006,998) ($128,414,487)
102 - Unassigned Reserve Fund ($15,374,383)
110 - Capital Assets $0 $0
216 - Downtown Bus Improv Dist ($215,312) ($194,957) ($338,608) ($203,011)
217 - Topeka Tourism Bid ($398,833) ($369,397) ($402,861) ($379,247)
218 - Noto Business Improve District ($5,006) ($15,000) ($15,000)
220 - Tif (Tx Increm Fin) College Hl ($406,896) ($2,200) ($250,000) ($251,000)
227 - Court Technology Fund ($40,816) ($44,013) ($243,000) ($70,000)
228 - Special Alcohol Program ($659,892) ($567,661) ($720,534) ($746,025)
229 - Alcohol & Drug Safety ($103,797) ($115,786) ($69,354) ($5,743)
231 - Parkland Acquisitions ($11,393) ($17,886)
232 - Law Enforcement ($444,611) ($463,750) ($1,527,500) ($551,477)
236 - Special Liability ($719,792) ($1,015,460) ($3,429,504) ($1,536,190)
271 - Transient Guest Tax ($2,029,030) ($2,347,597) ($2,965,043) ($2,018,469)
272 - Tgt - Sunflower Soccer ($282,044) ($283,313) ($548,697) ($294,254)
273 - Transient Guest Tax (New) ($331,762) ($468,903) ($379,205) ($482,970)
274 - .50% Sales Tax (State To Jedo) ($11,332,164) ($11,608,064) ($14,397,909) ($11,956,306)
275 - 0.5% Sales Tax (Jedo Proj) ($6,481,591) ($7,356,405) ($15,244,820) ($9,798,500)
276 - Federal Funds Exchange ($2,855,342) ($499,400) ($3,750,000) ($2,215,000)
286 - Retirement Reserve ($1,582,707) ($1,492,940) ($4,304,166) ($1,127,170)
287 - K P & F Rate Equalization ($141,116) $0
288 - Neighborhood Revit Fund ($241,931)
289 - Historic Asset Tourism ($16,781) ($12,930)
290 - .50% Sales Tax Fund ($247,740) $0
291 - Special Street Repair ($5,182,332) ($6,165,267) ($8,208,806) ($8,273,652)
292 - Sales Tax Street Maint ($8,986,051) ($17,440,245) ($32,660,128) ($31,122,760)
294 - Cid - Holliday Square ($132,454) ($121,348) ($138,758) ($124,989)
295 - Cid - 12Th & Wanamaker ($345,335) ($294,834) ($358,311) ($306,628)
296 - Cid - Cyrus Hotel ($99,186) ($125,884) ($103,376) ($130,919)
297 - Cid - Se 29Th ($85,187) ($92,283) ($88,621) ($95,513)
298 - Wheatfield Fund ($306,593) ($354,724) ($318,314) ($368,913)
299 - City Donations And Gifts ($999,800)
301 - Debt Service ($37,675,794) ($20,558,785) ($21,288,611) ($18,743,733)
400 - Economic Development ($291,297) ($326,720) ($302,829) ($343,056)
 Page 19 - 7/30
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 CITYWIDE FUND DETAILS

 Expenditure Summary for Citywide Funds


Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget

401 - Sherwood Cid ($159,589) ($323,961) ($166,161) ($190,623)
402 - Tif - Sherwood Crossing ($50,700) ($119,021) ($100,000) ($150,000)
403 - Tif - Wheatfield ($794,424) ($302,896) ($500,000) ($500,000)
404 - Cid - Downtown Ramada Inn ($115,702) ($56,373) ($59,191)
406 - Cid - South Topeka ($91)
407 - Eastgate #4 Rhid ($50,000)
499 - Economic Dev - Clearing Fund ($878) ($31,000)
500 - Metro Trans Authority ($5,536,121) ($5,983,690)  ($6,289,534) ($6,658,710)
601 - Public Parking ($3,376,896) ($2,841,272)  ($3,079,418) ($3,464,334)
613 - Information Technology ($4,639,802) ($5,295,593)  ($5,970,730) ($6,734,468)
614 - Fleet Management ($2,212,264) ($2,431,674)  ($3,934,274) ($3,675,557)
615 - Facilities Operations ($4,458,695) ($3,052,773)  ($3,657,295) ($3,519,166)
621 - Water Utility ($45,240,555) ($43,987,480) ($52,593,962) ($56,528,377)
623 - Stormwater Utility ($10,587,615) ($10,884,107) ($13,708,172) ($12,727,220)
625 - Wastewater Fund ($40,010,261) ($41,847,637) ($45,867,083) ($41,111,308)
640 - Property & Vehicle Insurance ($2,153,715) ($2,724,191)  ($2,809,643) ($2,939,841)
641 - Workers Comp Self Ins ($1,356,252) ($2,106,426)  ($2,348,789) ($2,434,218)
642 - Group Health Insurance ($13,667,625) ($15,070,873) ($16,174,142) ($17,657,460)
643 - Risk Management Reserve ($2,000) ($2,000)
644 - Unemployment Comp ($27,888) ($21,993) ($81,442) ($81,442)
700 - Hud Grants ($5,611,045) ($5,897,957) ($4,583,630) ($3,887,505)
710 - Other Grants ($1,046,289) ($1,195,522) ($1,045,567) ($1,072,672)
720 - Public Health Emergency Response ($10,387,187) ($15,735,578)
730 - Opioid Settlement Fund ($2,200) ($6,600) ($28,585) ($362,546)
740 - Economic Development Fund ($500,000) ($500,000) ($538,355)
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CITYWIDE FUND DETAILS

Expenditure Summary: Total Citywide Funds by Category


 Object Category 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 Contractual ($138,700,168) ($148,070,246) ($142,413,493) ($152,578,879)
 Personnel ($101,168,028) ($109,784,930) ($122,112,203) ($134,488,487)
 Debt ($49,179,255) ($28,045,485) ($43,853,581) ($47,023,533)
 Other Payments ($51,411,629) ($52,282,724) ($60,148,000) ($43,635,411)
 Commodities ($14,127,364) ($17,161,878) ($18,735,284) ($19,321,342)
 Capital Outlay ($5,613,360) ($10,113,331) ($3,255,599) ($3,259,466)
 Total ($360,199,804) ($365,458,594) ($390,518,161) ($400,307,118)
 Page 21 - 7/30
 Power BI Desktop


CITYWIDE FUND DETAILS

Revenue Summary for Citywide Funds


  Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
  
  101 - General Fund $105,633,153 $115,900,043 $113,631,143 $128,414,487
  102 - Unassigned Reserve Fund $11,706,274 $0
  216 - Downtown Bus Improv Dist $183,098 $178,715 $204,361 $184,920
  217 - Topeka Tourism Bid $400,680 $369,551 $416,707 $384,333
  218 - Noto Business Improve District $12,650 $15,000 $15,000
  220 - Tif (Tx Increm Fin) College Hl $406,896 $2,165 $250,000 $251,000
  227 - Court Technology Fund $27,907 $26,332 $25,000 $25,000
  228 - Special Alcohol Program $688,856 $723,737 $720,534 $746,025
  229 - Alcohol & Drug Safety $27,581 $16,936 $25,000 $22,000
  231 - Parkland Acquisitions $16,046 $13,149
  232 - Law Enforcement $532,216 $375,587 $163,850 $189,000
  236 - Special Liability $920,369 $1,153,167 $1,015,862 $1,059,376
  271 - Transient Guest Tax $2,029,030 $2,347,597 $2,716,457 $2,972,974
  272 - Tgt - Sunflower Soccer $414,462 $478,031 $551,913 $602,920
  273 - Transient Guest Tax (New) $396,105 $458,296 $530,304 $580,381
  274 - .50% Sales Tax (State To Jedo) $11,332,164 $11,608,064 $11,397,909 $11,956,306
  275 - 0.5% Sales Tax (Jedo Proj) $7,231,770 $8,237,529 $7,408,641 $7,760,018
  276 - Federal Funds Exchange $1,633,664 $1,730,053 $1,500,000 $1,600,000
  286 - Retirement Reserve $1,834,747 $2,195,924 $1,920,000 $1,930,000
  287 - K P & F Rate Equalization $30,935 ($0)
  291 - Special Street Repair $5,516,254 $5,698,242 $5,224,260 $8,204,250
  292 - Sales Tax Street Maint $18,817,864 $21,053,623 $21,442,018 $20,511,907
  294 - Cid - Holliday Square $131,437 $121,015 $136,694 $124,645
  295 - Cid - 12Th & Wanamaker $346,261 $293,643 $360,112 $305,388
  296 - Cid - Cyrus Hotel $99,899 $125,311 $103,895 $130,324
  297 - Cid - Se 29Th $85,640 $91,830 $89,066 $95,044
  298 - Wheatfield Fund $307,609 $353,787 $319,914 $367,939
  299 - City Donations And Gifts $498,192 $249,800
  301 - Debt Service $38,862,493 $22,377,973 $20,067,773 $20,682,399
  400 - Economic Development $292,655 $325,585 $304,361 $341,864
 Page 22 - 7/30
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CITYWIDE FUND DETAILS

Revenue Summary for Citywide Funds


Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget

401 - Sherwood Cid $166,480 $182,499 $173,140 $191,623
402 - Tif - Sherwood Crossing $51,735 $117,986 $100,000 $150,000
403 - Tif - Wheatfield $523,953 $573,367 $500,000 $500,000
404 - Cid - Downtown Ramada Inn $77,682 $55,709 $58,494
407 - Eastgate #4 Rhid $50,000
499 - Economic Dev - Clearing Fund $5,000 $81,500
500 - Metro Trans Authority $5,536,121 $5,983,690 $6,289,534 $6,658,710
501 - Payroll Clearing ($1,589) ($1,383)
561 - Law Enforcement Trust $4,082 $41,526
601 - Public Parking $2,519,410 $3,190,720 $2,332,320 $2,461,570
613 - Information Technology $4,114,169 $4,134,913 $6,005,081 $7,039,278
614 - Fleet Management $2,034,721 $2,554,209 $2,817,180 $3,039,000
615 - Facilities Operations $3,645,790 $1,440,838 $3,753,679 $3,520,000
621 - Water Utility $45,790,293 $55,462,390 $51,551,802 $55,145,100
623 - Stormwater Utility $10,207,830 $11,950,661 $10,857,900 $11,307,000
625 - Wastewater Fund $35,341,768 $39,931,521 $39,094,550 $41,708,225
640 - Property & Vehicle Insurance $2,524,821 $2,790,030 $2,727,445 $3,000,000
641 - Workers Comp Self Ins $2,574,965 $3,628,868 $3,196,224 $3,146,224
642 - Group Health Insurance $12,085,703 $13,363,020 $16,174,143 $16,146,000
643 - Risk Management Reserve $3,059 $22,883 $10,000 $0
644 - Unemployment Comp $74,731 $101,209 $81,565 $81,565
700 - Hud Grants $6,408,589 $5,980,804 $4,343,092 ($4,350,000)
710 - Other Grants $1,516,877 $1,211,248 $1,230,313 $1,087,145
720 - Public Health Emergency Response $8,364,669 $16,745,806
730 - Opioid Settlement Fund $30,785 $369,146 $0
740 - Economic Development Fund $1,038,355 $500,000 $0
 Page 23 - 7/30
 Power BI Desktop


SCHEDULE OF FUND BALANCES
Fund Search 2022 Balance 2023 Balance 2024 Projected 2025 Projected

101 - General Fund $26,413,585 $24,102,084 $22,726,229 $22,726,230
102 - Unassigned Reserve Fund $15,374,383 $15,374,383 $0
110 - Capital Assets $848,584 $848,584 $848,584
216 - Downtown Bus Improv Dist $115,606 $99,364 ($34,883) ($52,974)
217 - Topeka Tourism Bid $4,153 $4,307 $18,153 $23,239
218 - Noto Business Improve $7,644 $7,644 $7,644
District
220 - Tif (Tx Increm Fin) College ($35) ($35) ($35)
Hl
227 - Court Technology Fund $258,004 $240,324 $22,323 ($22,677)
228 - Special Alcohol Program $47,986 $204,062 $204,062 $204,062
229 - Alcohol & Drug Safety $106,321 $7,470 ($36,883) ($20,626)
231 - Parkland Acquisitions $2,646 ($2,091) ($2,091) ($2,091)
232 - Law Enforcement $1,759,823 $1,671,660 $308,010 ($54,467)
236 - Special Liability $3,095,125 $3,244,561 $830,918 $354,104
271 - Transient Guest Tax $52,114 $52,114 ($196,472) $758,033
272 - Tgt - Sunflower Soccer $336,772 $531,490 $534,706 $843,372
273 - Transient Guest Tax (New) $76,672 $66,064 $217,164 $314,575
274 - .50% Sales Tax (State To $968,720 ($2,031,280) ($2,031,280)
Jedo)
275 - 0.5% Sales Tax (Jedo Proj) $12,211,568 $13,092,692 $5,256,513 $3,218,031
276 - Federal Funds Exchange $2,169,764 $3,400,417 $1,150,417 $535,417
286 - Retirement Reserve $3,661,858 $4,404,731 $2,020,565 $2,823,395
287 - K P & F Rate Equalization $0
289 - Historic Asset Tourism $29,711 $29,711 $12,930 $0
290 - .50% Sales Tax Fund $0
291 - Special Street Repair $4,042,978 $3,589,181 $604,635 $535,234
292 - Sales Tax Street Maint $33,322,579 $35,422,592 $24,204,482 $13,593,629
294 - Cid - Holliday Square $704 $7,786 $5,722 $5,378
295 - Cid - 12Th & Wanamaker $4,013 $27,888 $29,689 $28,450
296 - Cid - Cyrus Hotel $983 $519 ($76)
297 - Cid - Se 29Th $748 $445 ($24)
298 - Wheatfield Fund $2,180 $1,600 $625
299 - City Donations And Gifts $750,000 $999,800 $999,800 $0
301 - Debt Service $13,496,490 $15,301,137 $14,080,298 $16,018,964
400 - Economic Development $2,623 $1,532 $341
 Page 24 - 7/30
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SCHEDULE OF FUND BALANCES
Fund Search 2022 Balance 2023 Balance 2024 Projected 2025 Projected

401 - Sherwood Cid $31,289 $6,978 $7,979
402 - Tif - Sherwood Crossing $1,035 $0 $0 $0
403 - Tif - Wheatfield $270,471 ($0) ($0) ($0)
404 - Cid - Downtown Ramada $812 $4,442 $4,442 $3,745
Inn
406 - Cid - South Topeka ($91) ($91) ($91)
407 - Eastgate #4 Rhid $0
499 - Economic Dev - Clearing $4,122
Fund
500 - Metro Trans Authority $0 $0 $0
501 - Payroll Clearing ($2,585)
561 - Law Enforcement Trust $4,463
601 - Public Parking $4,656,989 $4,798,094 $4,050,997 $3,048,233
613 - Information Technology $555,103 ($439,115) ($404,764) ($99,954)
614 - Fleet Management ($795,776) $2,166,230 $1,049,136 $412,578
615 - Facilities Operations ($1,999,663) ($918,159) ($821,775) ($820,941)
621 - Water Utility $63,161,410 $70,630,964 $69,588,804 $68,205,526
623 - Stormwater Utility $28,586,871 $29,292,591 $26,442,319 $25,022,100
625 - Wastewater Fund $102,828,457 $99,759,346 $92,986,813 $93,583,730
640 - Property & Vehicle $1,061,272 $1,127,111 $1,044,913 $1,105,072
Insurance
641 - Workers Comp Self Ins $8,375,965 $10,136,724 $10,984,159 $11,696,165
642 - Group Health Insurance $5,451,331 $3,995,373 $3,995,373 $2,483,914
643 - Risk Management Reserve $398,881 $421,764 $429,764 $427,764
644 - Unemployment Comp $349,505 $428,721 $428,844 $428,967
700 - Hud Grants $170,394 ($240,538) ($8,478,043)
710 - Other Grants $12,821 $184,746 $199,218
720 - Public Health Emergency $775,307 $1,066,415 $1,066,415 $1,066,415
Response
730 - Opioid Settlement Fund $28,585 $391,131 $362,546 ($0)
740 - Economic Development $1,038,355 $1,038,355 $538,355 ($0)
Fund
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GENERAL FUND DEPARTMENTS

Expenditure Summary for General Fund Departments


Department Name 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
Police Department ($38,330,239) ($42,942,799) ($47,392,888) ($55,599,702)
Fire Department ($31,020,024) ($32,881,490) ($36,003,280) ($38,411,729)
Public Works ($7,113,162) ($6,790,654) ($8,335,471) ($8,880,728)
Planning Department ($2,681,102) ($2,749,575) ($3,838,884) ($4,298,712)
Misc. Non - Departmental ($10,310,127) ($5,032,312) ($4,083,688) ($3,876,900)
Financial Services ($5,535,036) ($14,764,499) ($3,142,881) ($3,532,073)
City Manager ($1,468,120) ($1,784,926) ($2,443,303) ($3,365,703)
Neighborhood Relations/Code ($2,240,644) ($2,374,631) ($2,484,187) ($2,769,704)
Enforcement
Municipal Court ($1,417,841) ($1,700,440) ($2,097,035) ($2,296,623)
Human Resources ($1,429,061) ($1,546,103) ($2,158,261) ($2,133,371)
City Attorney ($1,033,533) ($1,403,471) ($1,743,962) ($1,817,465)
Park And Recreation Pass-Through ($688,856) ($723,737) ($720,534) ($746,025)
City Council ($375,177) ($363,489) ($391,897) ($504,645)
Mayor's Office ($143,425) ($148,087) ($170,727) ($181,105)
Topeka Zoological Park ($1,998,752) ($800,894) ($0) $0
Total ($105,785,099) ($116,007,107) ($115,006,998) ($128,414,487)
 Page 26 - 7/30
 Power BI Desktop


TAX REVENUE BREAKDOWN
Tax Revenue
The purpose of this section is to breakdown the tax revenue the City of Topeka receives. The City receives
four main types of tax revenue: Ad Valorem Tax, Sales Tax, Motor Vehicle Tax, and Transient Guest Tax.


Ad Valorem (Property Taxes): The Ad Valorem Tax is one of the largest single revenue streams available
to Kansas cities. These revenues are derived from taxes levied on real property, personal property, and
state assessed utilities. The Shawnee County Appraiser assigns values to real and personal properties,
while the State of Kansas assigns values to state assessed utilities. The City maintains three taxing funds:
the General Fund, Debt Service Fund, and Special Liability Fund.

Sales Tax: The City of Topeka receives three sales taxes - two for direct operations and one for countywide
purposes. In addition to those, the City also manages sales tax for the payment of debt service and pay-as-
you-go community improvement districts. The two sales taxes that are utilized for operations are a 1 cent
sales tax for the General Fund and a 1/2 cent sales tax utilized for existing street maintenance.

Motor Vehicles: The State of Kansas collects taxes when an applicant applies for title on a motor vehicle,
trailer, all-terrain vehicle, boat, or outboard motor (unit), regardless of the purchase date. Revenue
projections are received from the County.

Transient Guest Tax: The Transient Guest Tax (TGT) is charged on hotel nights within the city. The City
Council sets the tax rate. The TGT is closely tied to the same factors as sales tax and is sensitive to the
broader economy.

 Note: Chart includes the General
Tax Summary
 Fund (101), Special Liability (236),
 2022 Actuals 2023 Budget 2024 Budget 2025 Budget Transient Guest Taxes (271-273),
 and Debt Service (301)
 $84M
$80M $76M $83M
 $75M
 $61M
$60M $57M
 $54M
 $56M


$40M




$20M

 $5M $5M $5M $5M
 $3M $3M $4M $4M
$0M
 Sales Tax Ad Valorem Tax Motor Vehicle Transient Guest Tax
 Page 27 - 7/30
 Power BI Desktop


PROPERTY TAX BREAKDOWN
Property Tax Revenue

Property tax is one of the largest revenue sources for the City. The State of Kansas uses mills to levy
property tax. One mill is one dollar per $1,000 dollars of assessed value. Residential properties pay 11.5%
of their value in property taxes. Multiple entities in Shawnee County levy and collect property tax. The below
chart illustrates all the entities that levy property tax and their mill rate in 2024.


 Entity 2021 Mill Rates 2022 Mill Rates 2023 Mill Rates
 
 Shawnee County 50.999 49.861 48.653
 USD 501 TOPEKA 48.385 46.013 44.540
 City of Topeka 39.939 38.963 36.952
 Topeka SNCO Library 9.706 8.890 8.192
 METRO TRANSIT AUTHORITY 4.200 4.200 4.200
 Washburn University 3.403 3.451 3.451
 METRO TOPEKA AIRPORT AUTHORITY 1.930 1.750 1.750
 State of Kansas 1.500 1.500 1.500
 Total 160.062 154.628 149.238
 Page 28 - 7/30
 Power BI Desktop


USER FEE BREAKDOWN
User Fee Revenue
User fees are typically determined with the assistance of rate studies. Rate studies look at the financing
needs of the particular utility, the rate base, changes in the number of users, and other factors to determine
the rate level necessary to support a particular revenue stream. Customers that are city residents pay a
lower rate than those outside the city limits.



Water Utility: Water division staff produce estimated revenues based upon approved rates, the number of
users, and predicted usage. The City Council establishes the City’s water rates and approved a 8.5% rate
increase for 2024.

Wastewater Fund: Water Pollution Control division staff produce estimated rates based upon approved
rates, the number of users, and predicted usage. The City Council establishes the City’s wastewater rates
and approved a 7.5% rate increase for 2024.

Stormwater Utility: Water Pollution Control division staff produce estimated rates for the Stormwater Utility
based upon approved rates, the number of users, and estimated impervious surface. The City Council
establishes the City’s stormwater rates and approved a 6.5% rate increase for 2024. This fee is only
charged to inside city residents.

Public Parking: The City of Topeka owns eight parking garages. Garage stalls are either leased or funded
by hourly fees. This revenue is founded on expert-based estimation from an evaluation of trends, current
pricing, spaces available, and contracts/agreements.

User Fee Summary
  2022 Actuals 2023 Budget 2024 Budget 2025 Budget

 $53M
 $50M
$50M
 $44M
 $45M $41M
$40M $38M
 $36M
 $34M

$30M



$20M


 $10M $11M
$10M
 $10M $11M
 $2M $2M $2M $2M
 $0M
 621 - Water Utility 625 - Wastewater Fund 623 - Stormwater Utility 601 - Public Parking
 Page 29 - 7/30
 Power BI Desktop


FRANCHISE FEE BREAKDOWN
Franchise Fee Revenue
Franchise Fees are revenue generated from agreements between the City and local utilities for the use of
rights-of-ways. These agreements result in 5-6% of the utility's revenue due to the City.


Franchise Westar Electric: Electric franchise fees are applied to the gross receipts of electric utilities
operating within the City. Currently, the fee for Kaw Valley Electric is 5% and Evergy is 6%. Electric
Franchise Fees are dependent on the number of users and usage. This revenue source is affected
significantly by changes in the weather, as well as modifications to electric rates permitted by the Kansas
Corporation Commission.

Franchise Oneok Gas Service: Gas franchise fees are applied to the gross receipts of natural gas utilities
operating within the City. Currently, the fee for the sole natural gas utility in Topeka is 5%. Gas Franchise
Fees are dependent on the number of users and usage. This revenue source is affected significantly by
changes in the weather, changes in the price of wholesale natural gas, as well as modifications to natural
gas rates permitted by the Kansas Corporation Commission.

Franchise Cox Cable: Cable franchise fees are applied to the gross receipts of cable television utilities
operating within the City. Currently, the fee for cable providers in Topeka is 5%. Cable franchise fees are
dependent on the number of users and the level of service demanded by those users. This revenue source
is affected primarily by changing viewer habits, such as some users “cutting the cord” and dropping cable
service and the increasing costs of cable service over time.

Franchise Fee Summary
 2022 Actuals 2023 Budget 2024 Budget 2025 Budget

 $12.4M
$12M $11.4M
 $10.3M
$10M
 $8.6M

 $8M


 $6M

 $3.9M
 $4M $3.4M
 $2.9M
 $2.1M
 $2M
 $1.0M $0.9M $1.1M $0.9M

 $0M
 42302-0 - FRANCHISE 42301-0 - FRANCHISE 42304-0 - FRANCHISE COX
 WESTAR ELECTRIC ONEOK GAS SERVICE CABLE
 Page 30 - 7/30
 Power BI Desktop


POSITION CHANGE OVERVIEW

Full Time Equivalent Positions
Every year the City evaluates the number of Full Time Equivalent (FTE) positions needed to meet City
Council Priorities. Below is a four year personnel history for all funds:




 Department 2022 Budget 2023 Budget 2024 Budget 2025 Budget
 
 Police Department 361.0 368.0 373.0 372.0
 Fire Department 246.0 247.0 247.0 247.0
 Public Works 158.0 159.0 155.0 154.0
 Water 122.0 121.0 121.0 123.0
 Wastewater 77.0 76.0 76.0 76.0
 Planning Department 40.0 43.0 49.0 51.0
 Financial Services 23.0 26.0 28.0 26.0
 IT 16.0 16.0 25.0 26.0
 Stormwater 25.0 26.0 26.0 25.0
 Municipal Court 20.0 20.0 21.0 21.0
 City Attorney 15.0 15.0 18.0 18.0
 City Manager 15.0 12.0 13.0 15.0
 HR 13.0 13.0 14.0 15.0
 City Council 10.0 10.0 10.0 11.0
 Community Engagement 0.0 5.0 4.0 4.0
 DEI 0.0 0.0 2.0 2.0
 Mayor's Office 2.0 2.0 2.0 2.0
 Topeka Zoo 3.0 3.0 3.0 0.0
 Total 1146.0 1162.0 1187.0 1188.0
 Page 31 - 7/30
 Power BI Desktop


POSITION CHANGE OVERVIEW

Full Time Equivalent Positions in General Fund Variances

1. General Fund (803.32 to 802.35 FTEs)
  a. 10101- City Council – (10 FTEs to 11 FTEs)
 i. +1 Executive Assistant

  b.  10102 - City Manager – (17 FTEs to 20.6 FTEs)
 i. +1 Assistant City Manager, +1 Emergency Coordinator, +1.6 Employees Program and Senior Program
Coordinator moved from Grant Funded to General Fund

  c. 10103 – City Attorney – (12.90 FTEs to 12.15 FTEs)
 i. Partially moved .75 FTEs out of General Fund into Special Liability Fund

  d. 10104 – Finance – (27 FTEs to 26 FTEs)
 i. Removed 1 Graduate Fellowship Position

  e. 10105 – Municipal Court – (20.67 FTEs to 21 FTEs)
 i. Partially moved .33 into the General Fund from the Special Alcohol Fund (Probation Officer)

  f. 10106 – Human Resources – (10.0 FTEs to 10.5 FTEs)
 i. Moved .5 FTEs (HR Director) out into Health and Workers Compensation Fund, +1.0 FTE Human
Resource Assistant

  g. 10170 – Mayor’s Office – No Change

  h. 10120 – Fire Department – No Change

  i. 10125 – Police Department – (372 FTEs to 371 FTEs)
 i. Moved out 1 FTE into IT which was Senior System Developer

  j. 10130 – Public Works – (45.25 FTEs to 44.60 FTEs)
 i. +3 Equipment Operators from Special Highway Fund, -3.25 FTEs into the Citywide Half-Cent Sales Tax
(ETI, Project Manager, 1.25 Engineers) +.6 FTE Deputy Director into General Fund from Facilities, Parking, and
Fleet Fund, Removed 1 Accounting Specialist

  k. 10150 – Zoo – (3 FTEs to 0 FTEs)
 i. Removed 3 FTEs

  l. 10160 – Planning and Development – No Changes

  m. 10170 – Code Enforcement – No Changes
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POSITION CHANGE OVERVIEW

Full Time Equivalent Positions for Non- General Fund Variances

Non-General Fund increased 383.68 to 385.65

1. Special Alcohol Fund (.33 FTEs to 0 FTEs)
  a. Moved .33 FTE of Probation Officer into Municipal Court General Fund

2. Special Liability (5.10 FTEs to 5.85 FTEs)
  a. Partially moved .75 FTEs into special liability

3. Special Highway Fund (61.0 FTEs to 58.0 FTEs)
  a. Moved 3 equipment operators into the 10130 – Public Works Budget

4. Citywide Half-Cent Sales Tax (1 FTE to 4.25 FTEs)
  a. +.25 Engineer from 10130 – Public Works Budget, +1 Project Manager from 10130 – Public
Works Budget , +1 Engineering Tech from 10130 – Public Works Budget,+1 Engineer from 10130-
Public Works Budget

5. 601 – Parking (10.25 – 10.15 FTEs)
  a. -.1 FTE Deputy Director into the 10130 – Public Works Budget

6. 613 – Information Technology Budget (25.0 FTEs – 26.0 FTEs)
  a. +1 Senior System Development Director from PD

7. 614 – Fleet Management (22.25 FTEs to 22 FTEs)
  a. -.25 Deputy Director into the 10130 – Public Works Budget

8. 615 – Facilities (15.25 FTEs to 15 FTEs)
  a. -.25 Deputy Director into the 10130 – Public Works Budget

9. Utilities (223 FTEs to 224 FTEs)
  a. +1 Engineer in Training

10. 641 – Workers Compensation Fund (2.0 FTEs to 2.25 FTEs)
1. a. Added .25 FTEs from 10106- HR (HR Director)
General Fund (803.32 to 805.35
11. 642 – Health Fund (2.0 FTEs to 2.25 FTEs)
FTEs)
  a. Added .25 FTEs from 10106- HR (HR Director)
a. 10101
-12.
  CityGrant Funds
 Council  – (16.5 FTEs to 15.9 FTEs)
(10a.FTEs
 Moved
 to 11.6FTEs)
 FTE into City Manager (Program Coordinator)


i. +1 Executive Assistant
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3-Year Financial Forecast
 The City presents a 3-year financial forecast each year during the budget cycle. Below is a table indicating FY25 -
 FY27 if the mill levy remained current and property valuations increases each year were at 4.5%:

3-Year Forecast




The City is going to explore the following ways to generate revenue:

Half-Cent Public Safety Tax: A public safety sales tax is a tax added to purchases within a jurisdiction, with the
revenue used for funding law enforcement, fire services, and emergency response. Council approval to set
election for public vote.

Half-Cent General Use Tax*: A general fund sales tax for city government is a tax on purchases within the city,
with the revenue used to fund various municipal services and operations. Council approval to set election
for public vote.
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STATISTICAL SECTION
Employment

The City has a consistent employer base due to a diverse business community ranging from federal and
state government to distribution centers and manufacturing facilities, complimented by a full range of retail
and service businesses. The State of Kansas is the top employer with 9,919 employees. Stormont-Vail
Health Care follows next at 4,400 employees.

The unemployment rate is a measure of prevalence of unemployment and is calculated as a percentage by
dividing the number of unemployed individuals by all individuals currently in the labor force or actively
seeking employment and willing to work. Data can be found on the Bureau of Labor Statistics website.




Top Ten Employers Employees Percentage of Total City Employment
 
State of Kansas 9,919 8.71%
Stormont-Vail Health Care 4,400 3.86%
Hills Pet Nutrition Inc 3,439 3.02%
Unified School District # 501 2,500 2.20%
Blue Cross Blue Shield of Kansas 2,026 1.78%
BNSF Railway Company 1,931 1.70%
Washburn University 1,596 1.40%
Colmery-O'Neil VA Medical Center 1,544 1.36%
University of Ks Health Systems- St Francis Campus 1,334 1.17%
Security Benefit Group of Companies 1,000 0.88%
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STATISTICAL SECTION
Tax Base

The top taxpayer in Topeka is Evergy Kansas Central Inc./Westar at $86,878,337. The other top taxpayers
are between $6,700,000 and $15,000,000 in value.




 Top Ten Taxpayers Taxable Assessed Value
 
 Evergy Kansas Central Inc/Westar $86,878,337
 Kansas Gas Service/Utility $15,219,383
 Target Corporation $13,759,075
 Burlington Northern/Santa Fe/Utility $13,465,027
 Walmart Properties and Sam's Club $12,990,099
 Blue Cross/Blue Shield/Ks Hospital Serv/Insurance $7,942,074
 Big Heart Pet Brands $7,697,469
 Frito Lay/Manufacturing $7,383,209
 ARC HDTPAKS001 LLC/Distribution (Home Depot) $6,769,795
 Security Benefit Life/Insurance $6,733,280



Assessed Value of Taxable Property
The City’s tax base remained relatively stable through the 2004-2009 recession and total assessed value
has trended upward ever since. The assessed value continued to rise through 2020 Covid-19 effects.



 Year Total Value of Taxable Property
 2012 $1,106,396,833
 2014 $1,126,187,327
 2015 $1,133,023,721
 2013 $1,135,205,618
 2016 $1,163,193,458
 2017 $1,178,734,089
 2018 $1,252,639,786
 2019 $1,267,354,837
 2020 $1,303,411,607
 2021 $1,354,782,081
 2022 $1,459,642,715
 2023 $1,582,549,889
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DEPARTMENTS
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MAYOR & CITY COUNCIL
The Mayor is the City's chief elected officer. The Mayor is elected at-large and serves a four-year term.
The Mayor makes policy recommendations to the City Council and votes on all matters before the City
Council except for those issues that the Mayor has veto power in. The Mayor serves on the Washburn
Board of Regents and other local, state, and national boards. In addition, the Mayor makes appointments
to the 27 boards, commissions, and authorities for the City.

The City Council is responsible for setting the policy directives of the City. The Council serves as a
resource for citizens and neighborhood groups by providing vision, leadership, and strategic planning.
They set priorities to guide the adoption of the annual operating budget and Capital Improvement Plan.


Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($518,602) ($511,576) ($562,624) ($685,750)
 Total ($518,602) ($511,576) ($562,624) ($685,750)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($518,602) ($511,576) ($562,624) ($685,750)
 Personnel ($458,086) ($454,925) ($474,126) ($577,749)
 Contractual ($56,138) ($50,842) ($81,833) ($100,352)
 Commodities ($4,379) ($5,808) ($6,664) ($7,650)
 Total ($518,602) ($511,576) ($562,624) ($685,750)




Changes from 2024 Budget


 → Added +1 FTE (Executive Assistant)
 → Increased Education/Travel budget ($9,000)
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CITY MANAGER
The City Manager’s office is responsible for ensuring the effective implementation, administration, and
evaluation of City programs that have been established through the policy directives of the Governing
Body. The City Manager's office aims to provide vision, leadership, and strategic planning for the
preparation of the annual operating budget and Capital Improvement Project (CIP) program. The City
Manager's office also serves as a resource for citizens and neighborhood groups. The City Manager’s
office directs the City Clerk and Communications divisions.



Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($1,467,791) ($1,765,642) ($1,889,589) ($2,529,989)
 City Manager ($778,593) ($929,113) ($752,210) ($1,332,474)
 Communications ($420,046) ($506,170) ($769,933) ($785,445)
 City Clerk ($269,153) ($330,360) ($367,446) ($412,070)
 Total ($1,467,791) ($1,765,642) ($1,889,589) ($2,529,989)


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($1,467,791) ($1,765,642) ($1,889,589) ($2,529,989)
 Personnel ($938,067) ($1,362,145) ($1,473,336) ($2,060,072)
 Contractual ($473,131) ($324,918) ($321,186) ($367,418)
 Commodities ($56,593) ($78,521) ($91,755) ($99,400)
 Capital Outlay ($3,313) ($3,000)
 Other Payments ($58) ($100)
 Total ($1,467,791) ($1,765,642) ($1,889,589) ($2,529,989)


Changes from 2024 Budget


 → Added 2 FTE's for City Manager (Assistant City Manager and an Emergency Manager Coordinator)
 → Increased Individual and Contractual Services ($30,000) – This amount covers the cost of Granicus,
 the software that replaces NOVUS for assembling agendas. The remaining $15,000 was allocated to
 lobbying services
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CITY MANAGER: CITY CLERK
Accomplishments

→ Recorded, transcribed and distributed 478 pages of Governing Body meeting minutes
→ Processed and distributed 39 Governing Body meeting agenda packets consisting of 16,726 pages
→ Approved 300 Business Licenses consisting of 27 different categories
→ Issued 83 Special Event Permits in collaboration with City Departments
→ Processed and distributed 137 Ordinances and Resolutions approved by the Governing Body
→ Processed and distributed 1,038 Administrative Contracts.
→ Received 229 Open Records Request
→ Provided training for City Department Record Custodians


Performance Measures


Performance Measure 2021 2022 2023 Target

% of administrative contracts signed and distributed N/A New 95 95
within three business days Measure
% of City Council meeting minutes drafted, presented for 94 86 99 95
approval and posted to the website by next regular
Council meeting
% of licenses and/or permits submitted to workflow within N/A New 99 95
24 hours Measure
% of ordinances codified within 14 business days of 98 98 98 95
effective date
% of ordinances/resolutions posted to the public website 99 99 99 95
within 3 business days of approval by the Governing
Body
Number of Business Licenses Approved 518 426 300 N/A
Number of Special Event Permits Approved 59 75 83 N/A
Percentage of KORA requests distributed to departments N/A New 98 95
for response within 24 hours. Measure


Goals

  → Respond to the legislative needs of the Governing Body and their constituents
  → Consistent and responsive customer service
  → Administer records management training for the City of Topeka to effectively maintain custody of
  City Documents. A Viable records management program ensures that each department can maximize
  its operational goals by making information more readily available for service delivery.
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CITY MANAGER: COMMUNICATIONS

Accomplishments

→ Hire and onboard the new Language Access Coordinator
→ Administer the Affordable Connectivity Outreach Grant Program, and help spread awareness about digital
equity resources in partnership with the Community Engagement and the TSC – Get Digital Coalition
→ Upgrade City4 system to provide more enhanced, clear visuals
→ Continued promotion of the Changing our Culture on Property Maintenance initiative coverage and education
campaign




Performance Measures


 Performance Measure 2022 2023 Target

 Branding and Image 53400 120300 130200
 City4 107 92 93
 Community Collaboration and Other Media Relations N/A 34 41




Goals

 → Produce a day-in-the-life video once a month for different departments
 → Create more in-house content for Channel 4
 → Continue implementation of Language Access Plan
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CITY ATTORNEY
The City Attorney's Office provides legal advice and services to the city organization and departments. There are
three divisions within the department: Civil Litigation, General Government, and Criminal Prosecution. The Civil
Litigation division pursues claims on behalf of the City and defends city officials and employees. The General
Government division provides legal advice and representation to the City. The Criminal Prosecution division
prosecutes alleged violations of City ordinances in the Municipal Court and appeals in the district and appellate
courts.

Department Budget History



 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($1,033,533) ($1,403,471) ($1,743,962) ($1,817,465)
 236 - Special Liability ($719,792) ($1,015,460) ($1,429,504) ($1,536,190)
 Total ($1,753,325) ($2,418,931) ($3,173,466) ($3,353,655)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($1,753,325) ($2,418,931) ($3,173,466) ($3,353,655)
 Personnel ($1,452,392) ($1,924,092) ($2,204,052) ($2,313,917)
 Contractual ($276,037) ($468,035) ($938,114) ($1,004,238)
 Commodities ($24,896) ($26,805) ($31,300) ($35,500)
 Total ($1,753,325) ($2,418,931) ($3,173,466) ($3,353,655)




Changes from 2024 Budget


→ Miscellaneous Contingency removed from 2025 budget for the Special Liability Fund
→ Added additional software license for 2025 to replace current, outdated software ($46,000)
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CITY ATTORNEY
Accomplishments


→ Processed and evaluated over 100 tort claims made against the City
→ Created innovative new trainings on the 4th amendment for Department Heads
→ Utilized technology to redeploy limited resources due to staffing shortages and to provide better
metrics and tracking on a wide array of legal requests
→ Successfully testified in opposition to multiple pieces of legislation that would have had a negative
impact on our community
→ Continued to expand the domestic violence prosecution program and received federal grant money
to assist in this necessary work
→ Helped serve as a conduit between departments working on code and zoning issues to ensure
cases were being looked at holistically



Performance Measures


 Performance Measure 2021 2022 2023 Target

 Amount Paid to Claimants by the City 21568 54758 56326 N/A
 Dollar Amount of Claims Sought by Claimant 12.8 million 1.2 million 107 million N/A
 Number of Claims Filed Against the City 93 106 130 N/A
 Property Maintenance Code Violation Cases Closed with 567 283 229 300
 Compliance Obtained
 Property Maintenance Code Violation Cases Convicted 5 4 17 N/A
 Property Maintenance Code Violation Cases Filed 896 376 387 300


 Goals


 → Identify areas of various liability risk and work with the relevant departments to improve processes
 or increase training
 → Continue to build strong relationship with the City’s state legislative delegation to ensure the City
 has a voice in issues affecting local governments
 → Create additional city-wide employee trainings on emerging issues
 → Implement a new law practice management system
 → Continue to build and improve victim-oriented domestic violence prosecutions
 → Increase the number of code violation corrections by owner
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FINANCIAL SERVICES
The Administrative & Financial Services department includes the Central Accounting, Budget and
Performance Management, Payroll, and Contracts and Procurements divisions. This department
maintains transparency of City finances and purchases. This department also reports on the finances of
several divisions including grants.


Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($5,534,926) ($14,764,411) ($3,142,881) ($3,532,073)
 Central Accounting & Cash ($5,036,950) ($14,203,870) ($2,544,704) ($2,909,327)
 Contracts And Procurement ($497,976) ($560,541) ($598,177) ($622,746)
 Total ($5,534,926) ($14,764,411) ($3,142,881) ($3,532,073)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($5,534,926) ($14,764,411) ($3,142,881) ($3,532,073)
 Personnel ($1,950,579) ($2,271,157) ($2,577,195) ($2,839,630)
 Contractual ($441,058) ($589,720) ($550,586) ($674,793)
 Commodities ($10,427) ($18,355) ($15,100) ($17,650)
 Debt ($132,867)
 Other Payments ($2,999,995) ($11,885,179) $0
 Total ($5,534,926) ($14,764,411) ($3,142,881) ($3,532,073)




 Changes from 2024 Budget


 → Increase in bank fees and Columbia Capital Financial Advising Contract ($10,000)
 → In 2025 there will be an increase in the cost of audit services ($10,000)
 → Additional Software Contractual Increases ($55,000)
 → Adding Property Tax Rebate Program to CRC ($50,000)
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FINANCIAL SERVICES
Accomplishments

→ Began transition to electronic file storage
→ Conducted multiple workshops to educate potential vendors and expand the businesses that
contract with the City
→ The Procurement Division successfully applied for and was awarded a $15,000 grant to participate in
the National League of Cities’ (NLC) City Inclusive Entrepreneurship Program (CIE).
→ Revised contract templates to streamline the drafting process for agreements, facilitating a more
efficient review by the city’s legal department.


Performance Measures

 Performance Measure 2021 2022 2023 Target

 Audit opinion Unmodified Unmodified Unmodified Unmodified
 Deposits processed 4998 4455 5277 5000
 Diverse vendor spending (%) 6 22.7 19.24 20
 General fund as % of total budget 27 28 31 20
 Invoices paid 31803 30111 31526 31000
 M/W/DBE utilization (%) 45.41 41.095 40.91 40
 Number of awarded bids 196 195 178 190
 Number of bid protests N/A 0 2 0
 Percentage of time federal, state, and KPERS deposits 100 100 100 100
 are submitted on time
 Percentage of time the 2-day standard for uploading the 96 96 100 100
 bank ACH file is met
 S&P Bond Rating AA AA AA AA


 Goals

 → Successfully navigate the testing and implementation of the new ERP
 → Put into service Earned Wage Access
 → Complete a successful audit
 → Host a workshop for vendors to learn about the City’s process for making qualification-based
 selections that are not based on prices
 → Successfully host a second annual Supplier Diversity Expo with the support of area sponsors and
 anchor procurement agencies
 → Develop more specification templates that City staff can use to be more efficient when building
 specifications for bids on materials or services
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MUNICIPAL COURT
The Municipal Court handles traffic infractions and misdemeanor offenses as well as the Probation and
Alcohol & Drug Program. The Probation and Alcohol & Drug Assessment and Referral Program division
provides supervision to defendants for various misdemeanor offenses as well as tracks community
services and house arrest defendants.



Department Budget History



 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($1,417,841) ($1,700,440) ($2,097,035) ($2,296,623)
 Municipal Court ($1,249,124) ($1,457,633) ($1,653,166) ($1,828,180)
 Probation ($168,717) ($242,807) ($443,868) ($468,444)
 Total ($1,417,841) ($1,700,440) ($2,097,035) ($2,296,623)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($1,417,841) ($1,700,440) ($2,097,035) ($2,296,623)
 Personnel ($1,011,283) ($1,269,613) ($1,621,084) ($1,735,303)
 Contractual ($403,257) ($419,850) ($461,551) ($547,320)
 Commodities ($3,302) ($10,219) ($11,900) ($11,500)
 Capital Outlay ($758) ($2,500) ($2,500)
 Total ($1,417,841) ($1,700,440) ($2,097,035) ($2,296,623)




Changes from 2024 Budget


 → Increase in professional audit/legal services for 2025 budget ($65,000)
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MUNICIPAL COURT
Accomplishments

→ 200.5 community services hours completed through Probation Department
→ Assisted Kansas Legal Services with several driver’s license clinics held in Shawnee County
→ Awarded Department of Justice’s - Violence Against Women Grant with the help of city’s grant
writing and probation divisions
→ Advanced the changing our culture of property maintenance initiative by using the LLC ordinance to
order judgments in 31 cases




Performance Measures


 Performance Measure 2021 2022 2023 Target

 # of admissions into program 9 8 10 10
 # of Community Service hours N/A N/A 200.5 200
 # of referrals completed 21 21 35 25
 % of cases scheduled for Arraignment brought before the Court 90 90 95
 within 45 days
 % of cases scheduled for Trial brought before the Court within 60 100 100 100
 days




Goals


→ Relocate operations to Municipal Court after 6 months of a temporary court set-up in TPAC due to
HVAC renovations
→ Relocate Probation Division to 1st floor of City Hall after 6 months of a temporary office set-up in
the City Hall basement due to HVAC renovations
→ Continue with community outreach through KLS DL clinics
→ Fully staff probation division and hire new FTE approved for budget year 2024
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DIVERSITY EQUITY & INCLUSION
The City of Topeka’s Diversity Equity and Inclusion (DEI) Office was established in December 2022. The
DEI Office is responsible for the development, implementation, and incorporation of proactive diversity,
equity, and inclusion strategies throughout all aspects of the city.




Department Budget History



 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($5,866) ($292,686) ($335,430)
 Total ($5,866) ($292,686) ($335,430)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($5,866) ($292,686) ($335,430)
 Personnel ($5,866) ($241,941) ($279,189)
 Contractual ($47,246) ($52,741)
 Commodities ($3,500) ($3,500)
 Total ($5,866) ($292,686) ($335,430)




Changes from 2024 Budget


→ No material changes for 2025
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HUMAN RESOURCES
The Human Resources department provides core administrative services which support all employees
through close coordination with the City Manager and departments. The primary functional areas include:
recruitment, position classification, compensation, employee relations, labor relations, benefit programs,
risk management, occupational health, wellness programs, employee training and development, HRIS
administration for the Lawson and IntelliTime, and employee recognition.


Department Budget History

 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($1,429,061) ($1,546,103) ($2,158,261) ($2,133,371)
 Total ($1,429,061) ($1,546,103) ($2,158,261) ($2,133,371)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($1,429,061) ($1,546,103) ($2,158,261) ($2,133,371)
 Personnel ($852,335) ($924,448) ($1,205,460) ($1,209,350)
 Contractual ($558,099) ($581,363) ($923,876) ($892,221)
 Commodities ($18,627) ($40,292) ($28,925) ($31,800)
 Total ($1,429,061) ($1,546,103) ($2,158,261) ($2,133,371)




Changes from 2024 Budget

 → Increased ClearCo contract ($65,000)
 → Fire Physicals increased ($78,000)
 → Training and Development ($60,000)
 → Moved .5 FTEs from General Fund to risk funds
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HUMAN RESOURCES
Accomplishments


→ Implement electronic on-boarding process for new hire candidates
→ Restructure New Hire Orientation process




Performance Measures


 Performance Measure 2021 2022 2023
 
 Employee Workers' Compensation Claims Paid 1205958 1248165 1298000
 Employee Health Care Claims & Administrative Fees 11984923 1253060 13221500
 0
 Annual Turnovers 141 180 180
 Annual Retirements 35 35 45
 Employees Attended Training and Education Opportunities 197 960 750




Goals


→ Prepare for Enterprise Resource Program conversation. Assist with the implementation with a
primary focus on the employee data, position requisition and performance evaluation components
of the system
→ Develop an improved repository for Position Descriptions
→ In collaboration with departments review and update position descriptions to ensure an accurate
reflection of current organizational needs regarding minimum qualifications
→ Review and improve the position requisition process
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COMMUNITY ENGAGEMENT
The Division of Community Engagement is devoted to empowering residents through education and
neighborhood leadership development. Community Engagement works to increase dialog between local
government and residents. Through these outreach programs, Community Engagement hopes to
encourage all Topeka neighborhoods to take an active part in their own improvements.



Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($13,417) ($261,027) ($500,283)
 Total ($13,417) ($261,027) ($500,283)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($13,417) ($261,027) ($500,283)
 Personnel ($11,795) ($195,049) ($365,058)
 Contractual ($1,510) ($58,629) ($127,475)
 Commodities ($112) ($7,350) ($7,750)
 Total ($13,417) ($261,027) ($500,283)




Changes from 2024 Budget

→ Additional neighborhood support budgeted for 2025 ($50,000)
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COMMUNITY ENGAGEMENT
Accomplishments

→ Administered programming in low-to-moderate income neighborhoods
→ TSC Get Digital program:
 Panelist for the 2023 New Mexico Tech Summit.
 60+ initiative – distributed computer devices to 786 L-M-I neighbors
 Connected 334 neighbors to FREE digital literacy training
→ Facilitated the 2024 DREAMS 3 Workshop
→ Keep America Beautiful Event – Coordinated a successful employee clean-up effort resulting in the
removal of 4.7 tons of illegally dumped waste
→ Community sponsor for the 2023 Poverty Simulation Discussion


Performance Measures


  Performance Measure 2021 2022 2023 Target

  # of Community Events N/A 6 4 10
  # of Community partners related to community building N/A 42 48 100
  # of Households that received NIA newsletters N/A 31127 31318 40000
  # of Neighborhood Walk-n-Talks N/A 3 3 5
  # of neighbors that received CE resource bags 3268 5000




Goals


→ Implement a community e-blast that will be a valuable resource, distributing quality-of-life-
enhancing information directly to the recipient’s inbox
→ Foster inclusive participation
→ Strengthen community relationships
→ Enhance youth engagement
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FIRE
The Fire department supplies fire and medical services throughout the City of Topeka. The Fire
Administration division provides customer service and resources to support the Fire department. The
City's Fire Prevention, Training, Operations, and Emergency Medical Services (EMS) divisions aid in
maintaining security throughout City neighborhoods.



Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 101 - General Fund ($31,020,024) ($32,881,490) ($36,003,280) ($38,411,729)
 Total ($31,020,024) ($32,881,490) ($36,003,280) ($38,411,729)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($31,020,024) ($32,881,490) ($36,003,280) ($38,411,729)
 Personnel ($27,601,507) ($29,391,949) ($31,696,624) ($33,789,909)
 Debt ($191,909) ($200,494) ($183,583) $0
 Contractual ($2,227,020) ($2,457,564) ($3,186,222) ($3,558,221)
 Commodities ($999,587) ($822,255) ($829,350) ($993,600)
 Capital Outlay $0 ($9,228) ($107,500) ($70,000)
 Total ($31,020,024) ($32,881,490) ($36,003,280) ($38,411,729)




Changes from 2024 Budget


 → Radio lease was paid of early with use of Unassigned Reserve fund which is why debt decreased
 → Education/Travel increased ($31,000)
 → Maintenance of equipment ($50,000)
 → Office computers equipment ($13,000)
 → Uniforms ($70,000)
 → Protective Gear ($25,000)
 → Repair Parts ($17,500)
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FIRE
Accomplishments

 Fire Administration
 → Assisted with review of TFD budget structure and made suggestions for more accurate tracking of budgetary
 resources.
 → Assist City Administration with successful completion of bargaining unit contract negotiations.
 → Completed ISO evaluation process with overall score improvement of 5 points
 → Continued review of all TFD policies and procedures in Lexipol software system to increase overall department
 efficiencies.
 → Completed installation of new alerting systems in all TFD stations
 → Developed plans for remodel and update of fire station 9
 Fire Prevention: Inspections and Investigations
 → Implemented new fire inspections software system.
 → Designed and implemented a new burn permit process that allows for more rapid approval and delivery of burn
 permits utilizing less staff time.
 → Took over fuel station inspections from the state fire marshal
 → Inspected all food trucks with a city license
 → In conjunction with the Property Maintenance Division began joint fire inspections of Apartments buildings with
 interior exits.
 → Successfully completed inspection of all fireworks stands.
 o Hired new Fire Investigator and enrolled him in the Topeka Police Department Academy to complete necessary
 Law Enforcement Training
 → Became members of the Northeast Kansas Multi-County Arson Taskforce
 Fire Prevention: Public Education
 → Delivered an updated annual Citizen’s Academy
 → Assisted with Camp Courage
 → Completed fire education programs in most 501 schools
 → Recorded fireworks safety videos with the Kansas Fireworks Association for statewide distribution
 Training Division
 → 16 personnel trained and certified as Hazardous Materials Technicians
 → 15 new firefighters graduated from recruit academy
 → Established improved method for evaluating recruits’ proficiency with firefighting skills during the recruit academy
 → Improved Training score used to determine ISO rating
 → Implemented and provided training to all personnel on our new Fire/EMS reporting system (Emergency
 Networking)
 Fire Operations: Suppression
 → Delivery of two new fire apparatus
 → Reduction in total number fire related deaths
 → Conducted Officer Development Program (ODP) for 15 personnel
 → Certified 2 additional instructors, as well as 15 additional personnel in Blue Card Incident Command
 Management System
 → Reduced the absenteeism rate of TFD personnel EMS Division
 EMS Division
 → Completed AEMT training for 7 personnel, and EMT training for 4 new recruits
 → Work started with I.T. to build QA/QI database
 → Joint QA/Qi process with AMR
 → 7 personnel trained as American Heart Association ACLS and/or BLS instructors
 → Started additional quarterly training for our ALS personnel
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FIRE
 Performance Measures

Performance Measure 2021 2022 2023 Target

Average “chute time” of TFD units to emergent calls of all types N/A New 96 seconds 90
 Measure seconds
Average “response time” of TFD units to emergent calls of all N/A New 322 seconds 240
types Measure seconds
Average response time of TFD units to emergent level BLS calls 374 305 285 seconds 285
 seconds seconds seconds
Citizen's Academy 20 20
Clearance rate of arson cases investigated within the city N/A New 0.27 0.4
 Measure
Completion of TFD recruit academy for new hires 14 15 19 18
Number of arson fires within the city 85 51 44 35
Number of duty related injuries to suppression personnel N/A 30 19 0
Number of investigation personnel with law enforcement 1 2 3 4
certification
Number of personnel certified to the AEMT and/or Paramedic N/A 21 27 27
level
Number of recertification hours completed for EMS certifications 3046 3730 4547 4000
for TFD personnel
Number of requests for fire extinguisher training within the 0 2 17 25
community
Number of USD 501 schools receiving fire safety program 2 4 17 15
education
Personnel in the Officer Development Program 0 15 15 15
Successful completion of all plans reviews in accordance with 685 569 778 575
time constraints established as part of overall city review
Total number of fatalities related to fires N/A 6 4 0
Total number of inspections in apartment buildings 321 307 143 150
Total Number of Training Hours Delivered 59012 58372 60486 60000
Total response time of less than 480 seconds to Delta/Echo ALS N/A New N/A >90%
level calls Measure
Total time to start emergency treatment from dispatch time N/A New In Development
 Measure
Total time to start treatment from dispatch time N/A New In Development
 Measure
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FIRE
Goals
Fire Administration
→ Finalize the review of all TFD policies and procedures through the Lexipol software system to increase overall
department efficiencies
→ Transition to Emergency Networking reporting software for the utilization of their inventory program for more accurate
tracking of the age and location of specific items
→ Assist with other city departments in the transition of various new software being implemented
→ Complete manufacturing process and delivery of multiple fire apparatus
→ Complete remodel of fire station 9
→ Continue recruiting and retention efforts to ensure a workforce more reflective of the community as a whole.
Fire Prevention: Inspections and Investigations
→ Inspect 90+% of apartments with interior/common corridors
→ Inspect 95% of all assembly occupancies with an occupant load of >300
→ Inspect 50% of assembly occupancies >50
→ Permit all mobile food vendors operating within city limits
→ Implement Permitting and Plan Review Module for precise tracking and validation
→ Inspect 100% of MOU list for OSFM
→ Reduce the total number of arson fires within the city
→ Clearance rate of 40% for arson fires within the city
→ Complete new fire investigator training
Fire Prevention: Public Education
→ Completion of an annual Citizens’ Academy
→ Completion of fire safety program in all USD 501 elementary schools.
→ Implement new fire extinguisher trainer system
→ Completion of all requests for fire extinguisher training within the city.
Training Division
→ Provide training required to meet ISO standards
→ Provide education hours to all personnel required to meet EMS continuing education requirements of the Board of EMS
→ Train additional recruit firefighters
→ Continue to increase hands-on training to TFD personnel (both fire and EMS training)
→ Continue development of two new Training Officers
Fire Operations: Suppression
→ Decrease average response time of TFD units to emergent calls of all types.
→ Reduce total number of fatalities related to fires to 0.
→ Reduce number of duty related injuries to fire personnel.
→ Reduce average “turn-out time” (out of the station) of TFD units to emergent calls of all types.
→ Increase number of TFD personnel certified in Blue Card Incident Management System.
→ Delivery of Camp Courage.
→ Delivery of Officer Development Program ODP
EMS Division
→ Increase number of current fire companies to ALS response level
→ Work with local hospitals to develop patient outcomes section in Emergency Networking
→ Improve management and tracking of EMS equipment and supplies
→ Continue working to establish tracking benchmarks associated with cardiac arrest calls
 Start tracking program for the following in cardiac arrest calls
 Time unit dispatched
 Time CPR started
 Time first defibrillation delivered
 Return of spontaneous circulation (ROSC)
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INFORMATION TECHNOLOGY
The Information Technology Department delivers information technology services to all City departments. The IT
Department contains three divisions: Business Systems, Computing, and Telecommunications. The IT Business
Systems consists of back-end support, application implementation, data analytics, and web development. The IT
Computing division consists of data networking services, computer systems and help desk support services, server
and network storage systems, and information security systems. The IT Telecommunications Program consists of
four primary services that include outside plant fiber optic system, structured cabling services, leased telephone
circuit services, and telephone system services.



Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 613 - Information Technology ($4,636,382) ($5,292,172) ($5,970,730) ($6,734,468)
 Total ($4,636,382) ($5,292,172) ($5,970,730) ($6,734,468)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($4,636,382) ($5,292,172) ($5,970,730) ($6,734,468)
 Personnel ($1,888,085) ($2,075,887) ($2,822,067) ($3,158,763)
 Other Payments ($0) $0
 Debt ($413,089)
 Contractual ($2,287,118) ($3,146,743) ($3,071,025) ($3,499,645)
 Commodities ($48,090) ($22,641) ($77,638) ($76,060)
 Capital Outlay ($46,902) $0
 Total ($4,636,382) ($5,292,172) ($5,970,730) ($6,734,468)



Changes from 2024 Budget


 → Prices in technology have increased computer cost 25% over the last 18 months ($400,000)
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INFORMATION TECHNOLOGY
Accomplishments


→ Successfully completed the integration of the Technical Support Group division into the IT
department
→ Continually support City staff with technology issues as they arose
→ Provided continual telecommunications service to City departments throughout the HVAC relocation
project.
→ Successfully worked with staff to resolve citizen SeeClickFix tickets



Performance Measures



 Performance Measure 2021 2022 2023 Target
 
 Complete migration to OneDrive N/A N/A In Development
 ERP Implementation Plan Document creation N/A N/A In Development
 Number of support tickets resolved N/A N/A In Development
 Published IT Department Strategic Plan N/A N/A In Development


Goals


→ Continue upgrades of GIS software and maps to increase capability of decision making for
infrastructure projects within the city
→ Continue migration to the new Microsoft environment for Microsoft applications utilized by city staff in
all areas of the city
→ Continue to migrate required retention of data in on-premises file storage (to OneDrive)
→ Continue with refining our continuity of operations, disaster recovery and security approaches
→ Continue implementation of ERP/Work Order software
→ Continue to modernize data tracking and reporting systems for support to end users
→ Update the long-term IT Strategic Plan with short and long-term objectives that address the vision of
the city and describes the desired outcomes of the IT Department
→ Continue to evaluate and gain efficiencies, address the diverse community and staff needs, consider,
cost controls, limited staffing, and best practices from city governments in all facets of data
management, infrastructure, application management/development, security, and accessibility
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PLANNING & DEVELOPMENT
The Planning & Development department includes the Planning, Development Services, and Housing
Services divisions and supports the land development and shelter needs of the community. The Planning
division is made up of three functions: comprehensive planning, current planning, and transportation
planning. The Development Services division includes three functional areas: permits, inspections, and
licensing. The Housing Services division includes housing development, homeless programs, and social
services.

Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($2,681,102) ($2,749,575) ($3,838,884) ($4,298,712)
 Planning - Development ($1,861,914) ($1,826,603) ($2,243,244) ($2,347,332)
 Services
 Planning Department ($819,187) ($917,656) ($1,250,999) ($1,382,033)
 Housing Division ($5,316) ($344,642) ($569,348)
 Total ($2,681,102) ($2,749,575) ($3,838,884) ($4,298,712)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($2,681,102) ($2,749,575) ($3,838,884) ($4,298,712)
 Personnel ($2,166,087) ($2,406,747) ($3,259,323) ($3,545,501)
 Contractual ($486,300) ($315,797) ($548,431) ($603,382)
 Commodities ($28,715) ($27,031) ($31,130) ($31,900)
 Capital Outlay ($117,929)
 Total ($2,681,102) ($2,749,575) ($3,838,884) ($4,298,712)


Changes from 2024 Budget


 → No material changes for 2025 budget.
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PLANNING & DEVELOPMENT
Accomplishments

→ Expanded the Equity.Access.Shelter program to include a Housing Navigator and improved data
entry in the HMIS system allowing the use of coordinated entry for services.
→ Completed Accessory Dwelling Unit text amendment
→ Completed updates to the Neighborhood Health Map and the Neighborhood Revitalization Plan
→ Completed zoning code amendments related to incentivizing attainable housing projects
→ Maintained 99% on inspection completed as scheduled
→ Adopted the 2021 International Residential Code

Performance Measures


 Performance Measure 2021 2022 2023 Target
 
 Weatherization - number of homes 9 20 28 30
 Voluntary Demolition - number of homes 5 1 1 5
 TOTO- Number of newly owned homes receiving rehab 4 6 6 10
 Shelter Plus Care- Households served 330 530 430 400
 Rapid Rehousing - Households served 186 53 36 40
 Property Code Repairs - number of homes 16 16 24 12
 Number of renters receiving deposit assistance 60 71 53 50
 Neighborhoods and Properties Surveyed and Adopted as 215 150 65 169
 Historic Districts or Neighborhood Conservation Districts (NCD)
 Miles of Sidewalks 714 726 747 750
 Miles of Separated Bikeways 25 28 32 45
 Miles of Bikeways 76 79 97 105
 Major Rehab - number of homes 1 1 3 9
 Infill - number of new duplexes for rentals 1 1 1 1
 Homelessness Prevention- Households served 282 69 65 75
 Exterior Rehab - number of homes 1 1 1 5
 Emergency Rehab - number of homes 32 42 50 55
 Credit Counseling - number of households served 145 156 156 200
 CHDO - number of new duplexes for rentals 2 2 3 1
 Cases closed at violation N/A 14 27 21
 Cases closed at courtesy N/A 34 58 46
 Cases closed at court N/A 1 0 3
 Accessibility modifications - number of homes 31 25 26 25
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PLANNING & DEVELOPMENT
Goals


→ Transition EAS to Built for Zero
→ Implement the findings of the Homeless Innovation Project
→ Complete additional Missing Middle text amendments to the zoning code
→ Begin implementing projects associated with the Safe Routes to School Plan
→ Implement 2-year licensing
→ Staff trade boards to full capacity
→ Adopt the 2024 international building code, uniform plumbing code, and uniform mechanical code
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POLICE
The Police department maintains safety and prevents criminal activity throughout the City of Topeka. The
Police department’s Executive Bureau maintains the overall integrity and security of the department. The
department also runs several other divisions including Criminal Investigation, Field Operations,
Community Outreach, and Property Maintenance.


Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($40,570,883) ($45,317,430) ($49,877,076) ($58,369,406)
 Police Department ($38,330,239) ($42,942,799) ($47,392,888) ($55,599,702)
 Neighborhood Relations/Code ($2,240,644) ($2,374,631) ($2,484,187) ($2,769,704)
 Enforcement
 Total ($40,570,883) ($45,317,430) ($49,877,076) ($58,369,406)



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($40,570,883) ($45,317,430) ($49,877,076) ($58,369,406)
 Personnel ($33,423,832) ($37,108,610) ($40,679,515) ($48,066,100)
 Contractual ($5,240,624) ($5,308,970) ($6,365,121) ($6,911,751)
 Commodities ($1,445,353) ($2,131,893) ($2,253,199) ($2,408,068)
 Capital Outlay ($461,074) ($767,958) ($579,240) ($983,487)
 Total ($40,570,883) ($45,317,430) ($49,877,076) ($58,369,406)




Changes from 2024 Budget


 → Increase in contract with VALEO for Behavioral Health Unit ($60,000)
 → Commodities increased to cover Axon Camera/Taser upgrade (105,000)
 → Capital Outlay purchases to include 12 Front Line Vehicles, 2 Animal Control Trucks, and 2 Detective
 Vehicles ($300,000)
 → Fuel Increase ($17,000)
 → Personnel Increase is based off the current status of the FOP Contract
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POLICE
Accomplishments


→ Successful implementation of Kansas River Bank Clean up.
→ Expanded community partnerships through Topeka Civic Theater Public Safety Team Summer Camp
Scholarship.
→ Transition to Interim Police Chief.
→ Exceeded the national homicide clearance rate.
→ Implemented innovative recruitment strategies for new recruits and lateral transfers.
→ Acquired new incident command trailer after nearly a two-year project.



Performance Measures

  Performance Measure 2021 2022 2023 Target
  
  Attendance of Commanders at community meetings 198 454 640 600
  Burglary cases cleared (%) 11 12 12 N/A
  Homicide cases cleared (%) 93 78 80 N/A
  Number of abatements 1115 970 979 1200
  Number of calls for service 86646 84716 88024 N/A
  Number of calls for service - Animal Control 4112 4890 5040 N/A
  Number of cases presented to the grand jury 271 836 735 N/A
  Number of City ID’s issued N/A 630 997 1000
  Number of criminal cases referred to the City Attorney’s Office 427 262 388 400
  Number of fatality accidents 15 7 7 N/A
  Number of firearms test fired 530 570 531 N/A
  Number of hiring/testing opportunities 18 25 40 45
  Number of inspections 16406 32072 28552 26000
  Number of investigative reports processed 90623 90457 97531 95000
  Number of mental health service calls responded to 1844 1525 1616 N/A
  Number of NIBIN leads 87 138 331 N/A
  Number of non-fatality accidents 2857 3322 3489 N/A
  Number of victims served by the in house advocate 3357 2451 3404 N/A
  Number of volunteer hours 6095.5 6772.95 6694.25 7000
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POLICE
Goals

→ Expand investigative capabilities through the use of NIBIN technology
→ Meet or exceed the national homicide clearance rate
→ Decrease vacancies in sworn personnel through innovative recruitment and retention efforts
→ Increase investigative abilities through partnership with the Real Time Crime Center
→ Expand investigative capabilities through the expansion of the UAS program
→ Continue to grow community partnerships through direct involvement on board and program
representation
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PUBLIC WORKS
The Public Works department runs several divisions to help maintain and construct infrastructure in the
City. The Administration division operates and maintains the City's infrastructure including streets,
parking, traffic signals, signs and markings, forestry, bridges, city facilities, and fleet services. The
Engineering division reviews and administers all public street improvement projects, inspects work
performed in each public right-of-way, maintains and controls all survey data within the city, and manages
the city bridge inspection and maintenance program.

Department Budget History


  Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
  
  101 - General Fund ($7,113,162) ($6,790,654) ($8,335,471) ($8,880,728)
  275 - 0.5% Sales Tax (Jedo Proj) ($6,481,591) ($7,356,405) ($15,244,820) ($9,798,500)
  276 - Federal Funds Exchange ($2,855,342) ($499,400) ($3,750,000) ($2,215,000)
  291 - Special Street Repair ($5,182,332) ($6,165,267) ($8,208,806) ($8,273,652)
  292 - Sales Tax Street Maint ($8,986,051) ($17,440,245) ($32,660,128) ($31,122,760)
  601 - Public Parking ($2,647,479) ($2,903,549) ($3,079,418) ($2,805,138)
  614 - Fleet Management ($2,173,652) ($2,503,097) ($3,934,274) ($3,675,557)
  615 - Facilities Operations ($4,492,786) ($3,056,947) ($3,657,295) ($3,519,166)
  Total ($39,932,395) ($46,715,564) ($78,870,211) ($70,290,502)




 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($39,932,395) ($46,715,564) ($78,870,211) ($70,290,502)
 Personnel ($9,627,985) ($10,929,507) ($12,772,627) ($13,473,813)
 Other Payments ($1,667,998) $10,409 ($13,750,000) ($5,175,500)
 Debt ($635,269) ($846,223) ($815,622) ($620,603)
 Contractual ($26,079,662) ($33,322,388) ($46,233,796) ($47,798,762)
 Commodities ($1,751,927) ($1,302,095) ($3,805,120) ($2,209,274)
 Capital Outlay ($169,554) ($325,760) ($1,493,046) ($1,012,550)
 Total ($39,932,395) ($46,715,564) ($78,870,211) ($70,290,502)
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PUBLIC WORKS
Changes from 2024 Budget

 General Fund
 → Increase in $600,000 in engineering consultant fees

 Countywide Half-Cent Sales Tax (JEDO)
 → With the 17th Street Project being pushed out projected expenses for FY25 have decreased ($1,500,000)

 Federal Funds Exchange
 → Increase in FFE funded projects ($575,000)

 Special Street Repair
 → Increase in construction services ($100,000)

 Citywide Half-Cent Sales Tax
 → Spending reflect CIP Authority

 Fleet
 → No material changes

 Facilities
 → No material changes


Accomplishments
 Transportation Operations
 → Updated the 8th Street corridor from Topeka Blvd to Madison with pedestrian actuated intersections
 → Implemented pilot solar street light program
 → Reached full staffing capacity for street maintenance
 → Introduced into practice applying brine mix for winter weather events
 → Maintained 80% completion rate of forestry work orders within a 90-day window
 → Arbor Day planting with Governor and Kansas Arborist Association

 Facilities
 → Completed City Hall Boiler conversion and TPAC air handling unit and continue to work on HVAC
 replacement
 → Replaced various mechanical features at the Law Enforcement Center and Fire Department
 Facilities
 → Replaced roofs at Fire Stations 4 and 7 and the Water Distribution Building

 Fleet
 → Delivered reports on vehicle and equipment asset management
 → Achieved nearly full staffing
 → Year to date (6/13/24) value of surplus items sold on Govdeals.com was $82,344

 Parking
 → Repaired/replaced lighting in parking garages
 → Increased adoption of app based pay to 38.2%
 → ADA accessible parking and door openers installed at Coronado Garage
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PUBLIC WORKS
Goals

Transportation Operations
→ Implement an asset/GIS based program
→ Assist with the safe route to school program to include the upgrade of all school flashers and signage
to meet the latest industry standards.
→ Upgrade street maintenance fleet and other equipment
→ Initiate new training program for motor grader and paver
→ Continue Tree City USA recognition
→ Develop tree planting plan and funding source

Facilities
→ Complete TPAC HVAC replacement
→ Improve accessibility of City facilities

Fleet
→ Increase enrollment in the City's vehicle and equipment replacement fund
→ Prepare Light Duty Fleet Shop for transition to next location
→ Maintain fleet readiness above 90%

Parking
→ Modernize garages through the ongoing repair program and utilize new technologies
→ Improve financial sustainability through increasing occupancy and reducing past due accounts
→ Improve and maintain customer service



Performance Measures


Performance Measure 2021 2022 2023 Target

# of Crosswalks converted per year N/A 50 50 54
Average Age of Asset N/A 9.55 years 8.63 3-5 years
 years
Crack Sealing Linear Feet 118200 129000 100195 130000
Number of Alleys Maintained 369 220 277 300
(blocks)
Number of Emergency Work Orders N/A 410 537 400
Number of Long Lines Marked per N/A 285 285 285
Year
Number of Miles Aggregate Alley 40 23 29 40
Maintained
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PUBLIC WORKS
Performance Measures Continued


  Performance Measure 2021 2022 2023 Target
  
  Number of Non-Emergency Work N/A 778 1148 1000
  Orders
  Number of Potholes Filled 27088 33332 36580 30000
  Number of scheduled maintenance 265 443 443 440
  work orders
  Number of scheduled maintenance N/A 242 242 231
  work orders
  Number of Signs Installed per Year 1327 1250 1250 1200
  Number of trees pruned or raised 1500 1000 1216 1100
  Number of trees removed 312 300 320 300
  Number of Winter Weather Events 11 13 4 5
  Managed
  Number of Work Orders 57 80 25 25
  Number of Work Orders N/A 79 79 N/A
  Preventative Maintenance vs. N/A 75% (CM) 25% 75% (PM) 25% (CM)
  Corrective Maintenance (%) (PM)
  Preventative vs. Corrective 40 PM/60 34 PM/66CM 39 PM/61 80 PM/20 CM
  Maintenance (%) CM CM
  Project Closeout within 30 days 1
  Signalized Intersections Replaced 3 3 3 3
  Street Sweeping Lane Miles 3735 4305 3081 4300
  Streetlight Outage Complaint N/A 66 66 50
  Tons of Bulk Deicing Material 2260 4030 1284 4000
  Vehicle Availability 0.946 0.9457 0.9229 >90
  Work Order Completion Rate within N/A 81.9 84.2 80
  90 days
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WATER
The Water Utility produces our community's safe drinking water and manages all operations and
maintenance of the water system in order to supply water to Topeka, Shawnee County, and surrounding
areas.




Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 621 - Water Utility ($41,138,970) ($40,916,874) ($52,593,962) ($56,528,377)
 Total ($41,138,970) ($40,916,874) ($52,593,962) ($56,528,377)



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($41,138,970) ($40,916,874) ($52,593,962) ($56,528,377)
 Personnel ($7,860,171) ($8,444,351) ($10,892,607) ($11,604,432)
 Other Payments ($34,842) ($4,157) ($9,124,425) ($8,007,100)
 Debt ($13,741,622) ($11,280,698) ($10,704,226) ($13,592,479)
 Contractual ($11,871,956) ($11,633,998) ($12,284,960) ($12,816,876)
 Commodities ($7,630,379) ($9,553,671) ($9,187,745) ($10,107,490)
 Capital Outlay ($400,000) ($400,000)
 Total ($41,138,970) ($40,916,874) ($52,593,962) ($56,528,377)




Changes from 2024 Budget


 → Commodities budget increase of approximately 10% is driven by an increase in water quality testing
 and inflation in prices of lab supplies and materials used for water treatment and distribution. ($1,100,000)
 → Debt and Other Payments budgets are linked to existing debt, anticipated debt service revenue bonds,
 and capital cash transfers ($2,800,000)
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 WATER
 Accomplishments

*(2024 metrics are through June 30, 2024)

Water main breaks repaired
→ 2023 - 680
→ 2024* - 286 YTD
→ Meet or exceeded all KDHE requirements for safe, clean drinking water ; Completed five of the
recommended Risk & Resiliency improvements
→ Zero findings on 2023 financial audit
→ 14,351 LF of water mains replaced or rehabilitated in 2023 including:
 SW Gage Blvd from SW 10 St to SW Huntoon St
 SW 21 from SW Washburn Ave to SW Fillmore St

9,473 LF of water main replaced or rehabilitated in 2024* YTD

Customer Service
→ 2023 Customers Assisted:
 Answered 120,362 calls to 368-3111
 Assisted 31,215 walk-in customers at City Express
 Responded to 4,042 on-line inquiries
→ 2024* Customers Assisted - YTD
 Answered 62,690* calls to 368-3111
 Assisted 15,116* walk-in customers at City Express
 Responded to 4,603* on-line inquiries
→ Maintained improved Call Center service level
Meter Services:
→ Service Orders:
 2023 - 50,696 complete
 2024* - 22,661 completed YTD
→ Water Meter Exchanges
 2023 – 7,299 completed
 2024* – 980 completed YTD
Utility Billing
→ Utility Bills Generated for City Utilities & SNCO Solid Waste
 2023 - 734,263 bills generated
 2024* - 375,940 generated YTD
→ 4.3% increase in paperless customer accounts in 2023
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WATER
Performance Measures

Performance Measure 2021 2022 2023 Target

Accounts Receivable invoices paid N/A New Measure 100 95
in timely manner according to City
policy (%)
Average AMI reading captured N/A New Measure 52573 N/A
Average gallons of water distributed 21.35 23.63 MG/day 24.42 N/A
daily MG/day MG/day
Billing accuracy, as a percentage 0.0215 0.0223 0.023 0.05
Call Center Service Level (%) 77.4 71.7 74.25 90
Drinking water compliance rate 100 100 100 100
Highest number of gallons of water 34.77 36.77 MG 37.82 N/A
distributed MG MG
Length of time to repair water main N/A 5 5.5 <5
breaks (hours)
Linear Feet of sanitary sewer mains 16430 18368 5630 17000
replaced or rehabilitated per year
Linear Feet of storm sewer mains 16430 3009 12749 8000
replaced or rehabilitated per year
Linear Feet of water mains replaced 9283 14610 14531 12000
or rehabilitated per year
Number of bills generated 711548 731238 734263 730000
Number of calls received 121461 112928 120362 N/A
Number of hydrants receiving 419 40 3 1000
preventative maintenance
Number of large meters tested N/A New Measure 3 In Development
Number of meters replaced 11431 10126 7299 10800
Number of paper suppressed N/A New Measure 24346 In Development
accounts
Number of payments processed via N/A New Measure 47855 N/A
CSR
Number of SCADA staff call back N/A 21 47 N/A
events
Number of service orders N/A 61839 59382 60000
completed
Number of skipped meter readings 1308 928 511 850
Number of valves receiving 1041 32 3 1500
preventative maintenance
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WATER
Performance Measures

Performance Measure 2021 2022 2023 Target

Number of walk-in customers 34889 33202 31215 N/A
Purchasing card transactions N/A New Measure 100 95
approved and closed according to
City policy (%)
Remote site communications up N/A New Measure 99.95 100
time (percentage)



Goals

Begin Water Treatment Plant Rehabilitation projects:
→ West Intake Rehabilitation Construction
→ Chemical Building Rehabilitation Construction
→ East Plant Basin Rehabilitation Design
→ Begin design stage of painting Quincy Water tower
→ Meet or exceeded all KDHE requirements for safe, clean drinking water
→ Improve time required to repair broken water mains to 5 hours or less
→ Resume preventative maintenance for hydrants and valves
Complete ongoing meter exchange program
→ 1,534 remaining to exchange
Complete water main replacement or rehabilitation projects at:
→ SW Randolph Ave from SW 22nd St. to SW 24th St.
→ SW Moundview
→ SW Stoneybrook
→ Montara Neighborhood Phase I
→ SW Boswell
→ Gemini & Aries
Customer Service:
→ Increase electronic customer communication by 3% over prior year
→ Improve and maintain Call Center service level
Meter Services:
→ Complete ongoing meter exchange program
→ Test 7 large meters
Utility Billing:
→ Increase paperless customer accounts by 2% over prior year
→ Maintain billing accuracy rate of at least 99.95%
→ Increase proactive customer contact regarding continuous consumption/ possible leak event by 3% over
prior year
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STORMWATER
The Stormwater Utility operates and maintains the City's flood protection and drainage systems. Services
of the Stormwater Utility are primarily managed by the Water Pollution Control division. Services include
stormwater collection system maintenance, levee system operations and maintenance, and best
management practices (BMP).



Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 623 - Stormwater Utility ($6,701,741) ($7,121,712) ($13,708,172) ($12,727,220)
 Total ($6,701,741) ($7,121,712) ($13,708,172) ($12,727,220)



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($6,701,741) ($7,121,712) ($13,708,172) ($12,727,220)
 Personnel ($1,487,041) ($1,765,598) ($2,347,212) ($2,453,053)
 Other Payments ($6,275,991) ($4,786,200)
 Debt ($2,285,765) ($1,910,144) ($2,188,192) ($2,567,519)
 Contractual ($2,646,036) ($3,132,486) ($2,323,441) ($2,361,487)
 Commodities ($254,352) ($313,485) ($223,335) ($258,961)
 Capital Outlay ($28,547) ($350,000) ($300,000)
 Total ($6,701,741) ($7,121,712) ($13,708,172) ($12,727,220)




Changes from 2024 Budget


 → Debt and Other Payments budgets are linked to existing debt, anticipated debt service revenue bonds,
 and capital cash transfers ($379,000)
 → Commodities increase ($35,000)
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STORMWATER
Accomplishments


 *(2024 metrics are through June 30, 2024)
→ 71,262 LF of Storm Sewer pipes cleaned in 2023
 2024* - 2,623 LF YTD
→ 8,676 Stormwater Inlets cleaned and inspected in 2023
 2024* - 3,227 YTD
→ 12,749 LF of Stormwater mains replaced or rehabilitated in 2023
 2024* - 1,722 LF YTD

Performance measures for 2024 are on track to be met:
→ Mowing of levees to control unwanted vegetation
→ Conducting 130 outfall inspections
→ Conducting four controlled burns
→ Participating in four public involvement events
→ Coordinate one public event
→ Collect 12 bi-weekly stream samples for detecting illicit discharge
→ Annual and bi-annual inspections of ditches and channels
→ Annual maintenance and exercising of levee sluice gates, and relief wells


Performance Measures


 Performance Measure 2021 2022 2023 Target
 
 Completed Outfall Inspections N/A 113 130 100
 Controlled Burns Conducted N/A 2 3 3
 Erosion & Sediment Control N/A 339 422 400
 Submittals Reviewed
 Linear feet of storm sewer mains 112710 43225 71262 100000
 cleaned
 Number of storm sewer inlets 13401 14607 8676 6572
 inspected and cleaning
 Percentage of Levee maintenance 100 100 100 100
 and exercising of levee sluice gates,
 and relief wells completed
 Stream Samples Collected N/A 23 25 12
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STORMWATER

Goals


→ Meet 2025 Performance Metrics
→ Conduct 130 outfall inspections
→ Conduct four controlled burns
→ Participate in four public involvement events, such as trash cleanup, citizen’s
academy, etc. and coordinate one
→ Apply for grants to assist with EFS projects and operations
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WASTEWATER
The Wastewater Utility collects and treats wastewater at three treatment plants to protect the health and
safety of our community. Services of the Wastewater Utility are primarily managed by the Water Pollution
Control division.



Department Budget History



 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
 625 - Wastewater Fund ($28,346,554) ($28,700,292) ($45,867,083) ($41,111,308)
 Total ($28,346,554) ($28,700,292) ($45,867,083) ($41,111,308)



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($28,346,554) ($28,700,292) ($45,867,083) ($41,111,308)
 Personnel ($4,811,924) ($5,401,479) ($6,397,876) ($6,959,796)
 Other Payments ($31,989) ($32,894) ($17,915,584) ($7,864,110)
 Debt ($9,461,463) ($8,568,417) ($8,813,347) ($11,724,199)
 Contractual ($12,228,480) ($12,595,048) ($10,366,591) ($11,673,653)
 Commodities ($1,812,698) ($2,102,454) ($2,073,685) ($2,539,551)
 Capital Outlay ($300,000) ($350,000)
 Total ($28,346,554) ($28,700,292) ($45,867,083) ($41,111,308)



Changes from 2024 Budget


 → Increase of approximately 13% in the contractual budget and 22%increase in commodities for
 wastewater are a result of shifting of WPC SCADA operations from the Capital Improvement Program to
 the operations budget and transitioning to a predictive budgeting practice for Shawnee County
 Wastewater Treatment based on historical costs. Shawnee County expenses are billed back to the
 County.
 Page 87 - 7/30
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WASTEWATER
Accomplishments

*(2024 metrics are through June 30, 2024)
→ Sanitary Sewer mains cleaned
 2023 - 813,927 LF
 2024* - 560,220 LF YTD
→ Sanitary Sewer mains replaced or rehabilitated
 12,749 LF in 2023
→ Televise sanitary sewer mains for current condition
→ Increased biosolids processing by 21%
→ Increased land application by 33%
→ Maintained Compliance with City NPDES Permit requirements
→ Adhered to State and Federal regulations and The Clean Water Act, regarding the treatment and
release of wastewater
→ Completed the change of controllers at 31 Wastewater Stations
→ Replaced controllers at the Sherwood Wastewater Plant
→ Reduced calls regarding wastewater odor by 12%




Performance Measures


 Performance Measure 2021 2022 2023 Target
 
 Linear footage of 6” to 15” gravity 1.13 974949 813927 1.12 million
 mains cleaned million
 Number of bypass events over 8 11 4 1 0
 hours without secondary treatment
 Number of gallons of wastewater 6.9 billion 6.6 billion 5.2 billon N/A
 treated
 Number of occurrences resulting in 10 20 4 0
 Notice of Violation
 Response time to customer calls 97 99.5 98 100
 The number of system back-up calls N/A New Measure 210 N/A
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WASTEWATER

 Goals


→ Rehabilitation of the Grant Jefferson and Shunga Pump Stations & Force Mains
→ Complete Plant modifications at North Topeka Wastewater Treatment Plant
→ Increase biosolids processing by 7%
→ Increase land application by 12%
→ Maintain Compliance with City NPDES Permit requirements
→ Adhere to State and Federal regulations and The Clean Water Act, regarding the treatment and release
of wastewater
→Reduce calls regarding wastewater odor by 8%
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MISC. NON-DEPARTMENTAL
The Non-Departmental budget within the City's General Fund exists primarily to post expenses that are citywide in
nature and not generated through the actions of a specific department


Department Budget History


 Fund Search 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  101 - General Fund ($10,310,127) ($5,032,312) ($4,083,688) ($3,876,900)
 Prisoner Care ($759,963) ($945,977) ($800,000) ($1,100,000)
 Social Service Grants ($596,135) ($546,708) ($752,379) ($752,500)
 Topeka Performance Center ($240,284) ($404,340) ($718,561) ($721,860)
 Non Departmental - Hotel ($691,691) ($425,000)
 Misc. Non - Departmental ($8,016,049) ($2,181,061) ($1,337,748) ($402,530)
 Cemeteries ($369,696) ($222,535) ($295,000) ($295,000)
 Franchise Fee Program ($100,000) ($100,000) ($180,000) ($180,010)
 Equipment & Improv Nondept ($228,000) $60,000
 Total ($10,310,127) ($5,032,312) ($4,083,688) ($3,876,900)


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 

  Expenses ($10,310,127) ($5,032,312) ($4,083,688) ($3,876,900)
 Personnel $1,774,863 $3,154,048
 Capital Outlay ($516,702) ($101,392) $0
 Other Payments ($5,981,189) ($239,630) ($1,600,000) ($232,000)
 Commodities ($2,559) ($313,539) ($425,000)
 Contractual ($3,809,677) ($4,377,750) ($4,258,551) ($6,373,948)
 Total ($10,310,127) ($5,032,312) ($4,083,688) ($3,876,900)



Changes from 2024 Budget


 → See next page for itemized list of expenses for FY2025
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 MISC. NON-DEPARTMENTAL
 Itemized List of 2025 Non-Departmental Expenses


Below are list of material expenditures in the Misc. Non-Departmental Expense Budget:

→ Cemeteries Contract: $295,000
→ TPAC Contract: $150,000
→ Franchise Fees Rebate with CRC: $180,010
→ Social Service Grants with United Way Administration: $470,000
→ Safe Streets: $61,000
→ Kansas Children's Services: $60,000
→ YWCA Northeast Kansas: $20,000
→ Housing & Credit Counseling: $57,000
→ SAVE: $75,000
→ SNCO Prisoner Care: $1,100,000
→ Hotel Operating Expenses: $425,000
→ Arts Connect: $30,000
→ Downtown Topeka Redevelopment Grant: $150,000
→ NOTO Funding: $50,000
→ Pocket Park Contract & Downtown Topeka Foundation Contract: $102,350
→ SAAS Fees: $700,000
→ Eviction Defense Contract: $90,000
→ Property Tax Rebate Program: $300,000
→ Utility Rebate Program: $74,500
→ WSU Fire Study: $30,000
→ Lawson License: $460,000
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FUNDS SUMMARY
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 101 - GENERAL FUND
The General Fund is the City of Topeka’s primary operating fund. It finances a number of departments such
as City Council, Mayor, Police, Fire, Executive, Public Works, and various others. The General Fund receives
the largest portion of the mill levy to support various services throughout the City.

Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $26,413,585 $24,102,084 $22,726,229 $22,726,230

Fund Revenues and Expenses

 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $105,633,153 $115,900,043 $113,631,143 $128,414,487
 Sales Tax $37,623,100 $39,013,156 $42,082,474 $40,569,000
 Ad Valorem Tax $30,353,728 $35,597,172 $34,956,561 $38,050,281
 Franchise Fees $16,080,722 $15,228,457 $17,684,415 $14,331,161
 Miscellaneous $532,879 $604,951 $314,111 $12,029,065
 PILOTS $7,906,170 $7,930,388 $5,907,664 $5,937,664
 Fees For Service $4,165,986 $4,378,649 $4,110,068 $4,426,854
 Investments from Interest $823,131 $4,761,336 $550,000 $4,335,000
 Motor Vehicle $3,014,163 $3,201,631 $3,327,645 $3,309,405
 Licenses & Permits $1,627,712 $1,719,408 $1,236,488 $1,781,757
 Intergovernmental Revenue $1,377,713 $1,447,474 $1,441,068 $1,492,050
 Fines $1,287,105 $1,233,003 $1,235,000 $1,275,000
 Municipal Court $521,067 $510,974 $488,150 $537,250
 Special Assessments $319,677 $273,444 $297,500 $340,000
  Expenses ($105,785,099) ($116,007,107) ($115,006,998) ($128,414,487)
 Debt ($324,777) ($200,494) ($183,583) $0
 Other Payments ($7,861,693) ($10,994,307) ($1,600,000) ($232,100)
 Capital Outlay ($977,776) ($881,250) ($697,803) ($1,184,166)
 Commodities ($3,185,188) ($3,611,597) ($3,419,832) ($4,222,418)
 Contractual ($20,202,871) ($19,834,924) ($21,160,129) ($25,390,488)
 Personnel ($73,232,794) ($80,484,535) ($87,945,650) ($97,385,315)
 Total ($151,946) ($107,064) ($1,375,855) $1
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  101 - GENERAL FUND

Material Changes from FY24 Budget to FY 2025 Budget


Material Changes in Revenues

→ Property Valuation Increases are increasing at slower rate then in previous budgets:
 2022 – 3.77% over 2021
 2023 – 8.78% over 2022
 2024 – 4.59% over 2023

→ General Fund Sales Tax Collections through 5 months are 1.70% in FY24 vs. FY23:
 2022 – $14,725,090
 2023 – $15,907,955 (Increase of 8.03% to 2022)
 2024 – $16,177,677 (Increase of 1.70% to 2023)

→ Franchise Fees are decreasing from prior years:
 2022 – $16,080,722
 2023 – $15,228,457 (5.3% Decrease from 2022)
 2024 – Preliminary Projections $14,801,063

Material Changes in Expenses

→ Personnel Expense Increases = +$9,215,725
→ Hotel Operating Loss = +$425,000
→ SNCO Inmate Fees = +$300,000
→ SAAS Fees = +$700,000
→ Vehicle Requests = +$486,363
→ Engineering = +$600,000
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 102 - UNASSIGNED RESERVE FUND
The City shall maintain a minimum unassigned fund balance equal to fifteen percent (15%) of the General
Fund revenues and a target unassigned fund balance of twenty percent (20%) of the General Fund
revenues. In the event that the unassigned fund balance exceeds twenty percent (20%) at the end of the
fiscal year, those excess funds shall be moved to the Unassigned Reserve Fund.


Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $15,374,383 $15,374,383 $0




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $11,706,274 $0
 Miscellaneous $11,706,274 $0
  Expenses ($15,374,383)
 Other Payments ($15,374,383)
 Total $11,706,274 ($15,374,383)




Notable Information

 → The City plans on using unassigned reserves to supplement the general fund operating budget for
 FY25 ; if the City raised the mill levy by1 it would leave $ in the unassigned reserve $763,000 if the City
 kept a 20% fund balance
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  216 - DOWNTOWN BUSINESS DIST.
The Downtown Business Improvement fund accounts for assessments that are levied against tenants within
the downtown business improvement district.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $115,606 $99,364 $80,117 $62,026




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $183,098 $178,715 $204,361 $184,920
 Special Assessments $196,501 $178,666 $204,361 $184,920
 Investments from Interest ($13,403) $0 $0
 Miscellaneous $48 $0
  Expenses ($215,312) ($194,957) ($223,608) ($203,011)
 Contractual ($215,312) ($194,957) ($223,608) ($203,011)
 Total ($32,214) ($16,242) ($19,247) ($18,091)




 Notable Information

  → No material changes in FY25 budget
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  217 - TOPEKA TOURISM IMPROV.
The Tourism Business Improvement fund accounts for assessments that are levied against lodging facilities
within the City of Topeka to provide for improvements and promotion of the downtown plaza development
area.



Fund Balance



 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $4,153 $4,307 $18,153 $23,239




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $400,680 $369,551 $416,707 $384,333
 Special Assessments $400,680 $369,551 $416,707 $384,333
  Expenses ($398,833) ($369,397) ($402,861) ($379,247)
 Contractual ($398,833) ($369,397) ($402,861) ($379,247)
 Total $1,847 $154 $13,846 $5,086




 Notable Information

  → No material changes in FY25 budget
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  218 - NOTO BUSINESS IMPROV.
The NOTO Improvement fund accounts for assessments that are levied against tenants within the NOTO
business improvement district.




Fund Balance



 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $7,644 $7,644 $7,644




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $12,650 $15,000 $15,000
 Special Assessments $13,050 $15,000 $15,000
 Investments from Interest ($400) $0
  Expenses ($5,006) ($15,000) ($15,000)
 Contractual ($5,006) ($15,000) ($15,000)
 Total $7,644 $0 $0




 Notable Information

  → No material changes in FY25 budget
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  227 - COURT TECHNOLOGY FUND
The Court Technology fund collects fees in addition to existing mandatory court costs for upgrading the
court’s electronic records and payment system.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $258,004 $240,324 $202,323 $157,323




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $27,907 $26,332 $25,000 $25,000
 Municipal Court $27,907 $26,332 $25,000 $25,000
  Expenses ($40,816) ($44,013) ($63,000) ($70,000)
 Contractual ($39,963) ($43,712) ($40,000) ($45,000)
 Commodities ($854) ($3,000) ($5,000)
 Capital Outlay ($302) ($20,000) ($20,000)
 Total ($12,910) ($17,681) ($38,000) ($45,000)




 Notable Information

  → No material changes in FY25 budget
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  228 - SPECIAL ALCOHOL FUND
The Special Alcohol fund is collected and distributed in accordance with state statute K.S.A. 79-41a04.
Revenues come from a 10% tax on the sale of liquor and must be spent towards drug and alcohol abuse
programs.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $47,986 $204,062 $204,062 $204,062




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $688,856 $723,737 $720,534 $746,025
 Intergovernmental Revenue $688,856 $723,737 $720,534 $746,025
  Expenses ($659,892) ($567,661) ($720,534) ($746,025)
 Contractual ($659,892) ($567,661) ($720,534) ($746,025)
 Total $28,964 $156,076 $0 $0




 Notable Information

  → No material changes in FY25 budget
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  229 - ALCOHOL DRUG & SAFETY FUND
The Alcohol and Drug Safety fund receives revenue through Municipal Court fees and supports the probation
officer who interacts directly with alcohol and drug safety cases.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $106,321 $7,470 $117 $16,374




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $27,581 $16,936 $25,000 $22,000
 Municipal Court $27,581 $16,936 $25,000 $22,000
  Expenses ($103,797) ($115,786) ($32,354) ($5,743)
 Personnel ($99,198) ($111,532) ($26,010) $0
 Contractual ($927) ($1,179) ($1,743) ($1,143)
 Commodities ($3,672) ($3,075) ($4,600) ($4,600)
 Total ($76,216) ($98,850) ($7,354) $16,257




 Notable Information

  → No material changes in FY25 budget
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  232 - LAW ENFORCEMENT FUND
This fund was established for collecting revenues through donations, federal monies, license fees, warrant
fees, and Municipal Court fees. The purpose is to subsidize crime prevention activities including training,
canine and officer equipment, and prevention programs.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $1,759,823 $1,671,660 $1,258,010 $895,533



Fund Revenues and Expenses

 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $532,216 $375,587 $163,850 $189,000
 Municipal Court $21,068 $20,439 $25,000 $20,000
 Miscellaneous $388,246 $169,598 $15,000 $20,000
 Licenses & Permits $14,500 $17,500 $14,500 $17,500
 Investments from Interest $9,331 $53,076 $9,100 $36,500
 Intergovernmental Revenue $256 $24,750 $250 $5,000
 Fines $98,816 $90,223 $100,000 $90,000
  Expenses ($444,611) ($463,750) ($577,500) ($551,477)
 Contractual ($326,466) ($332,853) ($536,911) ($518,588)
 Commodities ($15,658) ($29,720) ($40,589) ($32,889)
 Capital Outlay ($102,486) ($101,176) $0
 Total $87,605 ($88,163) ($413,650) ($362,477)



 Notable Information

  → No material changes in FY25 budget
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  236 - SPECIAL LIABILITY FUND
The Special Liability fund is utilized to defend the City in court for cases, such as workers compensation, and
claims against the City.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $3,095,125 $3,244,561 $2,830,918 $2,354,104



Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $920,369 $1,153,167 $1,015,862 $1,059,376
 PILOTS $3,797 $4,220 $1,000 $3,000
 Motor Vehicle $80,075 $85,626 $82,148 $79,229
 Miscellaneous $1,125 $2,000 $0
 Investments from Interest $24,163 $183,099 $0
 Ad Valorem Tax $811,209 $880,221 $930,714 $977,147
  Expenses ($719,792) ($1,015,460) ($1,429,504) ($1,536,190)
 Personnel ($555,822) ($706,582) ($680,635) ($773,301)
 Contractual ($161,229) ($304,940) ($743,369) ($755,890)
 Commodities ($2,741) ($3,938) ($5,500) ($7,000)
 Total $200,576 $137,707 ($413,643) ($476,814)




 Notable Information

  → Moved .75 FTEs to be paid out of the special liability fund from the general fund for FY25
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  271 - TRANSIENT GUEST TAXES
These funds account for revenues received from a transient guest tax imposed on hotel and motel room
rentals. This tax is utilized for the promotion of conventions and tourism in the City of Topeka.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $52,114 $52,114 $803,528 $1,758,033




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $2,029,030 $2,347,597 $2,716,457 $2,972,974
 Transient Guest Tax $2,029,030 $2,347,597 $2,716,457 $2,972,974
  Expenses ($2,029,030) ($2,347,597) ($1,965,043) ($2,018,469)
 Other Payments ($198,053) ($229,148) ($200,000) ($236,022)
 Contractual ($1,830,977) ($2,118,449) ($1,765,043) ($1,782,447)
 Total $0 $0 $751,414 $954,505




 Notable Information

  → No material changes in FY25 budget
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  272 - TRANSIENT GUEST TAXES SS
This fund accounts for revenues received from transient guest tax and pays towards improvements at
Sunflower Soccer.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $336,772 $531,490 $784,706 $1,093,372




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $414,462 $478,031 $551,913 $602,920
 Transient Guest Tax $414,462 $478,031 $551,913 $602,920
  Expenses ($282,044) ($283,313) ($298,697) ($294,254)
 Contractual ($282,044) ($283,313) ($298,697) ($294,254)
 Total $132,418 $194,718 $253,217 $308,666




 Notable Information

  → No material changes in FY25 budget
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  273 - TRANSIENT GUEST TAXES (NEW)
This fund accounts for revenues received from transient guest tax and distributes funds to four community
entities.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $76,672 $66,064 $217,164 $314,575




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $396,105 $458,296 $530,304 $580,381
 Transient Guest Tax $396,105 $458,296 $530,304 $580,381
  Expenses ($331,762) ($468,903) ($379,205) ($482,970)
 Contractual ($331,762) ($468,903) ($379,205) ($482,970)
 Total $64,343 ($10,608) $151,099 $97,411




 Notable Information

  → No material changes in FY25 budget
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 274-275 - COUNTYWIDE HALF CENT SALES TAX
This fund tracks sales tax being received from the state and transferred to the Joint Economic Development
Organization (JEDO) for the funding of economic development and countywide infrastructure as authorized
by voters in April of 2016.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $12,211,568 $14,061,411 $11,225,232 $9,186,750




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $18,563,934 $19,845,593 $18,806,550 $19,716,324
 Sales Tax $18,385,654 $19,142,062 $18,806,550 $19,716,324
 Investments from Interest $106,397 $703,531 $0
 Miscellaneous $71,882 $0
  Expenses ($17,813,755) ($18,964,469) ($21,642,729) ($21,754,806)
 Capital Outlay ($290) ($1,000)
 Contractual ($17,813,755) ($18,964,179) ($21,642,729) ($21,753,806)
 Total $750,179 $881,124 ($2,836,179) ($2,038,482)




 Notable Information

  → Project concepts that are beginning include SW Huntoon St. - Gage Blvd. to Harrison St. and SW Topeka
  Blvd. -15th - 21st St.
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  276 - FEDERAL FUNDS EXCHANGE
Federal Funds Exchange is a voluntary program that allows local agencies to trade all or part of its federal fund
allocation in a specific federal fiscal year with the Kansas Department of Transportation (KDOT) in exchange for state
transportation dollars. The available funds are determined annually by KDOT for use on specific types of transportation
improvement projects including, but not limited to, roadway construction, reconstruction, and pavement preservation.


Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $2,169,764 $3,400,417 $1,150,417 $535,417




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $1,633,664 $1,730,053 $1,500,000 $1,600,000
 Miscellaneous $5,594 $0
 Investments from Interest $19,624 $187,339 $0
 Intergovernmental Revenue $1,608,446 $1,542,714 $1,500,000 $1,600,000
  Expenses ($2,855,342) ($499,400) ($3,750,000) ($2,215,000)
 Other Payments ($2,857,698) ($499,400) ($3,750,000) ($2,215,000)
 Contractual $2,356 $0
 Total ($1,221,678) $1,230,653 ($2,250,000) ($615,000)




 Notable Information

  → Projects include annual bridge maintenance program, SW Fairlawn RD. - 28th St. to 23rd St., and SE
  Sardou Avenue over Union Pacific Railroad
  → This budget will amend the 2024 Traffic Signal Replacement Program and the 2023 Infill Sidewalk
  Program from GO Bonds as a funding source to FFE
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  286 - RETIREMENT RESERVE FUND
The Retirement Reserve fund provides revenues for and absorbs those accrued sick leave, vacation, and
other related costs of City employees upon their retirement.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $3,661,858 $4,404,731 $5,520,565 $6,323,395



Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $1,834,747 $2,195,924 $1,920,000 $1,930,000
 Investments from Interest ($802) $182,757 $20,000 $30,000
 Fees For Service $1,835,549 $2,013,167 $1,900,000 $1,900,000
  Expenses ($1,582,707) ($1,492,940) ($804,166) ($1,127,170)
 Personnel ($1,534,301) ($1,475,346) ($786,996) ($1,110,000)
 Other Payments ($30,689)
 Contractual ($17,717) ($17,594) ($17,170) ($17,170)
 Total $252,040 $702,983 $1,115,834 $802,830




 Notable Information

  → No material changes in FY25 budget
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  289 - HISTORIC ASSET FUND
Prior to 2017, this fund provided funding for acquisitions, rehabilitation, and preservation of historical landmarks or
historic resources located within the City. The funding source was Transient Guest Tax (TGT). The allocation from TGT
expired in 2016, so the only funds spent will be carried over from prior year grants.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $29,711 $29,711 $12,930 $0




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget

  Expenses ($16,781) ($12,930)
 Contractual ($16,781) ($12,930)
 Total ($16,781) ($12,930)




 Notable Information

  → No material changes in FY25 budget
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  291 - SPECIAL HIGHWAY FUND
The Special Highway fund receives the motor fuel taxes from the State of Kansas and pays for street
improvements and staffing to maintain those assets throughout the City.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $4,042,978 $3,589,181 $604,635 $535,234




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $5,516,254 $5,698,242 $5,224,260 $8,204,250
 Miscellaneous $44,784 $28,769 $30,000 $3,025,000
 Investments from Interest $26,354 $170,955 $0
 Intergovernmental Revenue $5,445,116 $5,498,518 $5,194,260 $5,179,250
  Expenses ($5,182,332) ($6,165,267) ($8,208,806) ($8,273,652)
 Personnel ($2,866,615) ($3,257,167) ($4,470,695) ($4,553,507)
 Other Payments ($500,000) $0
 Contractual ($1,562,113) ($1,449,995) ($2,012,323) ($2,148,045)
 Commodities ($753,604) ($758,158) ($1,425,788) ($1,572,100)
 Capital Outlay ($199,947) ($300,000) $0
 Total $333,922 ($467,025) ($2,984,546) ($69,402)


 Notable Information

→ The Special Highway Tax is projected to be over encumbered in 2025 due to flat revenue vs. rising
commodity and personnel cost. Staff is actively looking for ways to make transfers into the funds to plug the
deficit and/or cut costs to lower the deficit in order to keep the fund balance positive. Three million will be
transferred into the fund from the Citywide Half-Cent Sales Tax.
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  292 - CITYWIDE HALF-CENT SALES TAX
The Citywide Half-Cent Sales Tax fund provides for street improvements on existing streets, gutter, curbs,
sidewalks, alleys, and street lighting . This sales tax was approved by voters. This report reflects actual
dollars expended year to date and does not include encumbered funds or prior obligations.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $33,322,579 $35,422,592 $29,204,482 $18,593,629


Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $18,817,864 $21,053,623 $21,442,018 $20,511,907
 Sales Tax $18,811,505 $19,506,578 $21,262,018 $20,481,907
 Miscellaneous $23,789 $25,615 $30,000 $30,000
 Investments from Interest ($17,429) $1,521,235 $150,000 $0
 Fees For Service $195 $0
  Expenses ($8,986,051) ($17,440,245) ($27,660,128) ($31,122,760)
 Personnel ($129,391) ($291,039) ($183,254) ($623,049)
 Other Payments ($3,000,000)
 Contractual ($8,725,535) ($16,965,940) ($25,614,474) ($27,209,710)
 Commodities ($150,383) ($183,266) ($1,842,400) ($270,000)
 Capital Outlay $19,258 ($20,000) ($20,000)
 Total $9,831,813 $3,613,378 ($6,218,110) ($10,610,853)




 Notable Information

  → Projects the 50/50 Sidewalk Program, 2025 Pavement Management Program, 2025 Alley Repair
  Program, 2025 Curb and Gutter Program, and 2025 Street Lighting Program
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  299 - AFFORDABLE HOUSING TRUST
A special revenue fund established in 2020 to account for revenue and expenses related to affordable
housing




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $750,000 $999,800 $999,800 $0




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $498,192 $249,800
 Miscellaneous $498,192 $249,800
  Expenses ($999,800)
 Other Payments ($999,800)
 Total $498,192 $249,800 ($999,800)




 Notable Information

  → No material changes in FY25 budget
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  301 - DEBT SERVICE FUND
The Debt Service fund pays for the general obligation and revenue bonds, excluding utilities, that the City has
incurred. This fund pays these expenses by levying taxes, special assessments, making transfers, and
receiving STAR bond sales tax revenue.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $13,496,490 $15,301,137 $14,080,298 $16,018,964


Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $38,862,493 $22,377,973 $20,067,773 $20,682,399
 Special Assessments $3,087,662 $3,317,495 $3,230,000 $3,230,000
 Sales Tax $131,960 $217,894 $143,964 $144,000
 PILOTS $77,145 $66,432 $75,000 $75,000
 Motor Vehicle $1,638,236 $1,739,899 $1,294,252 $1,248,264
 Miscellaneous $17,071,261 $1,977,346 $238,869 $240,000
 Investments from Interest $43,484 $749,277 $125,000 $125,000
 Intergovernmental Revenue $323,225 $413,881 $270,000 $250,000
 Ad Valorem Tax $16,489,520 $13,895,751 $14,690,687 $15,370,135
  Expenses ($37,675,794) ($20,558,785) ($21,288,611) ($18,743,733)
 Debt ($37,487,439) ($20,343,399) ($21,148,611) ($18,518,733)
 Contractual ($188,355) ($215,385) ($140,000) ($225,000)
 Total $1,186,699 $1,819,189 ($1,220,838) $1,938,666


 Notable Information

  → 2025 Bonded Projects includes 2025 - 2027 Fire Fleet Replacements, 2023-2024 DREAMS Projects,
  2023-2024 Neighborhood Infrastructure, and new curb and gutter on 21st to 29th on Topeka Blvd.
  → Debt Service Fund Mill Levy is flat at 10.717
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 220, 402, 403, 405 - TAX INCREMENT FINANCING

The Tax Increment Financing fund was established to monitor the amount of property and sales taxes
received for tax increment financing (TIF) districts created for redevelopment of blighted areas. Areas include
College Hill, Wheatfield Village, Sherwood Crossing, and South Topeka.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $271,506 ($35) ($35) ($35)




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget

  Expenses ($1,252,020) ($424,117) ($850,000) ($901,000)
 Contractual ($845,124) ($421,917) ($600,000) ($650,000)
 Other Payments ($406,896) ($2,200) ($250,000) ($251,000)
  Revenues $982,584 $693,518 $850,000 $901,000
 Ad Valorem Tax $982,584 $693,518 $850,000 $901,000
 Total ($269,436) $269,401 $0 $0




 Notable Information

  → No material changes in FY25 budget
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  294, 295, 296, 297, 298, 400, 401, 404, 406 - :COMMUNITY
  IMPROVEMENT DISTRICTS
The Community Improvement District fund provides for the use of public financing for projects within a
prescribed district to strengthen economic development, employment opportunities, enhance tourism, or
upgrade older real estate.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $43,352 $40,025 $50,837 $46,327




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $1,507,664 $1,549,377 $1,487,182 $1,615,321
 Sales Tax $1,507,664 $1,549,377 $1,487,182 $1,615,321
  Expenses ($1,535,344) ($1,696,219) ($1,476,370) ($1,619,831)
 Contractual ($1,535,344) ($1,696,219) ($1,476,370) ($1,619,831)
 Total ($27,679) ($146,841) $10,812 ($4,510)




 Notable Information

  → No material changes in FY25 budget
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  407 - EASTEGATE RHID
The Kansas Reinvestment Housing Incentive District (RHID) program was to designed to aid cities, counties,
and developers in building houses within Kansas communities by assisting in the financing of eligible
improvements through the incremental increase in real property taxes created by a housing development.
The first approved RHID is Eastgate Subdivision No. 4.


Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $0




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $50,000
 Ad Valorem Tax $50,000
  Expenses ($50,000)
 Other Payments ($50,000)
 Total $0




 Notable Information

  → No material changes in FY25 budget
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  500 - TOPEKA METRO
The Topeka Metropolitan Transit Authority provides bus service within the Topeka city limits and works with
other organizations to meet mass transit needs.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $0 $0 $0




Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $5,536,121 $5,983,690 $6,289,534 $6,658,710
 PILOTS $23,450 $26,027 $25,000
 Motor Vehicle $500,792 $528,836 $507,066 $514,923
 Ad Valorem Tax $5,011,878 $5,428,826 $5,782,468 $6,118,787
  Expenses ($5,536,121) ($5,983,690) ($6,289,534) ($6,658,710)
 Contractual ($5,536,121) ($5,983,690) ($6,289,534) ($6,658,710)
 Total ($0) $0 $0 $0




 Notable Information

  → Topeka Metro is keeping their mill levy flat @ 4.20 compared to last year
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  601- PUBLIC PARKING FUND
The Parking fund supports all on-street and garage parking that the City owns. Revenues are utilized to
support ongoing maintenance and debt service payments of the parking garages.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $4,656,989 $4,798,094 $4,050,997 $3,048,233



Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $2,519,410 $3,190,720 $2,332,320 $2,461,570
 Fees For Service $2,293,264 $2,183,530 $2,075,320 $2,222,570
 Miscellaneous $27,934 $730,043 $22,000 $14,000
 Fines $189,460 $194,980 $235,000 $225,000
 Investments from Interest $8,752 $82,167 $0
  Expenses ($3,376,896) ($2,841,272) ($3,079,418) ($3,464,334)
 Commodities ($25,076) ($24,303) ($173,028) ($39,230)
 Capital Outlay ($164,090) ($98,144) ($67,796) ($84,300)
 Debt ($634,763) ($124,749) ($815,622) ($620,603)
 Other Payments ($728,282) ($659,196) ($659,196)
 Personnel ($612,730) ($708,642) ($691,715) ($659,461)
 Contractual ($1,211,955) ($1,226,237) ($1,331,257) ($1,401,545)
 Total ($857,487) $349,448 ($747,098) ($1,002,764)



 Notable Information

  → No material changes in FY25 budget
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  613 - INFORMATION TECHNOLOGY
The information technology needs of the City are funded through this internal service fund.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $555,103 ($439,115) ($404,764) ($99,954)



Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $4,114,169 $4,134,913 $6,005,081 $7,039,278
 Fees For Service $4,055,840 $4,099,793 $5,970,730 $7,004,927
 Franchise Fees $34,352 $34,552 $34,351 $34,351
 Miscellaneous $23,977 $568 $0
  Expenses ($4,639,802) ($5,295,593) ($5,970,730) ($6,734,468)
 Debt ($413,089)
 Other Payments ($3,421) ($3,421) $0
 Commodities ($48,090) ($22,641) ($77,638) ($76,060)
 Capital Outlay ($46,902) $0
 Personnel ($1,888,085) ($2,075,887) ($2,822,067) ($3,158,763)
 Contractual ($2,287,118) ($3,146,743) ($3,071,025) ($3,499,645)
 Total ($525,634) ($1,160,680) $34,352 $304,810



 Notable Information

  → Fund balance is negative because of unfunded pension liability
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  614 - FLEET FUND
The Fleet fund pays for maintenance and repair of all City vehicles.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 ($795,776) ($317,521) ($1,434,615) ($2,071,172)



Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $2,034,721 $2,554,209 $2,817,180 $3,039,000
 Miscellaneous $997 $216,163 $0
 Fees For Service $2,033,724 $2,338,046 $2,817,180 $3,039,000
  Expenses ($2,212,264) ($2,431,674) ($3,934,274) ($3,675,557)
 Personnel ($1,718,691) ($1,757,573) ($1,906,960) ($2,013,155)
 Other Payments ($56,068) ($228,015) $0
 Debt ($1,641)
 Contractual ($349,688) ($463,747) ($838,570) ($670,059)
 Commodities ($61,455) ($57,012) ($88,744) ($92,344)
 Capital Outlay ($24,722) $74,672 ($1,100,000) ($900,000)
 Total ($177,543) $122,536 ($1,117,094) ($636,557)



 Notable Information

  → Fund balance is negative because of unfunded pension liability
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  615 - FACILITIES FUND
The Facilities fund pays for all maintenance of facilities throughout the City of Topeka.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 ($1,999,663) ($3,231,892) ($3,135,508) ($3,134,675)



Fund Revenues and Expenses



 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $3,645,790 $1,440,838 $3,753,679 $3,520,000
 Miscellaneous $2,304,219 $11,821 $0
 Fees For Service $1,341,571 $1,429,017 $3,753,679 $3,520,000
  Expenses ($4,458,695) ($3,052,773) ($3,657,295) ($3,519,166)
 Personnel ($661,248) ($1,099,299) ($1,064,199) ($1,093,754)
 Other Payments $54,765 $42,300 $39,500
 Contractual ($3,750,096) ($1,897,459) ($2,433,096) ($2,385,413)
 Commodities ($169,106) ($138,740) ($160,000) ($79,500)
 Capital Outlay $66,990 $40,425
 Total ($812,904) ($1,611,935) $96,384 $834




 Notable Information

  → Fund balance is negative because of unfunded pension liability
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  621 - WATER FUND
The Water fund supports all water operations throughout the City and surrounding areas. Fees for Service are
the primary revenue for the Water fund, and expenses are utilized for operations, capital improvements, and
debt service.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $63,161,410 $70,630,964 $69,588,804 $68,205,526


Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $45,790,293 $55,462,390 $51,551,802 $55,145,100
 Miscellaneous $2,039,213 $6,959,914 $1,251,500 $1,242,600
 Investments from Interest $214,424 $1,877,735 $625,500 $625,500
 Fees For Service $43,536,656 $46,624,741 $49,674,802 $53,277,000
  Expenses ($45,240,555) ($43,987,480) ($52,593,962) ($56,528,377)
 Personnel ($7,860,171) ($8,444,351) ($10,892,607) ($11,604,432)
 Other Payments ($12,513,923) ($11,183,181) ($9,124,425) ($8,007,100)
 Debt ($5,740,376) ($3,500,979) ($10,704,226) ($13,592,479)
 Contractual ($11,871,956) ($11,633,998) ($12,284,960) ($12,816,876)
 Commodities ($7,630,379) ($9,553,671) ($9,187,745) ($10,107,490)
 Capital Outlay $376,249 $328,700 ($400,000) ($400,000)
 Total $549,737 $11,474,910 ($1,042,160) ($1,383,277)



 Notable Information

  → Commodities budget increase of approximately 10% is driven by an Increase in water quality testing
  and inflation in prices of lab supplies and materials used for water treatment and distribution.
  → Debt and Other Payments budgets are linked to existing debt,
  anticipated debt service revenue bonds, and capital cash transfers
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  623 - STORM WATER FUND
The Stormwater fund supports all stormwater operations throughout the City. Fees for service serve as the
primary revenue for the stormwater fund, and expenses are utilized for operations and capital improvement
projects.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $28,586,871 $29,292,591 $26,442,319 $25,022,100



Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $10,207,830 $11,950,661 $10,857,900 $11,307,000
 Miscellaneous $522,389 $556,508 $0
 Investments from Interest $40,151 $879,210 $115,900 $116,000
 Fees For Service $9,645,289 $10,514,944 $10,742,000 $11,191,000
  Expenses ($10,587,615) ($10,884,107) ($13,708,172) ($12,727,220)
 Personnel ($1,487,041) ($1,765,598) ($2,347,212) ($2,453,053)
 Other Payments ($5,293,869) ($5,515,186) ($6,275,991) ($4,786,200)
 Debt ($1,039,191) ($637,698) ($2,188,192) ($2,567,519)
 Contractual ($2,646,036) ($3,132,486) ($2,323,441) ($2,361,487)
 Commodities ($254,352) ($313,485) ($223,335) ($258,961)
 Capital Outlay $132,874 $480,346 ($350,000) ($300,000)
 Total ($379,785) $1,066,554 ($2,850,272) ($1,420,220)



 Notable Information

  → Debt and Other Payments budgets are linked to existing debt, anticipated debt service revenue
  bonds, and capital cash transferss ($379,000)
  →Commodities increase ($35,000)
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  625 - WASTEWATER FUND
The Wastewater fund supports all wastewater operations throughout the City. Fees for services serve as the
primary revenue for the wastewater fund, and expenses are utilized for operations, capital improvement
projects, and debt service.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $102,828,457 $99,759,346 $92,986,813 $93,583,730


Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $35,341,768 $39,931,521 $39,094,550 $41,708,225
 Special Assessments $85,074 $72,884 $40,000 $65,000
 Miscellaneous $1,525,040 $1,900,403 $4,000 $4,300
 Licenses & Permits $71,096 $70,232 $126,000 $70,000
 Investments from Interest ($23,724) $2,817,730 $541,000 $540,000
 Fees For Service $33,684,282 $35,070,272 $38,383,550 $41,028,925
  Expenses ($40,010,261) ($41,847,637) ($45,867,083) ($41,111,308)
 Personnel ($4,811,924) ($5,401,479) ($6,397,876) ($6,959,796)
 Other Payments ($18,190,617) ($18,443,849) ($17,915,584) ($7,864,110)
 Debt ($3,701,125) ($3,349,036) ($8,813,347) ($11,724,199)
 Contractual ($12,228,480) ($12,595,048) ($10,366,591) ($11,673,653)
 Commodities ($1,786,556) ($2,137,414) ($2,073,685) ($2,539,551)
 Capital Outlay $708,440 $79,189 ($300,000) ($350,000)
 Total ($4,668,493) ($1,916,115) ($6,772,533) $596,917

 Notable Information

  → Increase of approximately 13% in the contractual budget and 22% increase in commodities for wastewater are
  a result of shifting of WPC SCADA operations from the Capital Improvement Program to the operations budget
  and transitioning to a predictive budgeting practice for Shawnee County Wastewater Treatment based on
  historical costs. Shawnee County expenses are billed back to the County.
 Page 126 - 7/30
 Power BI Desktop


  640 - PROPERTY & VEHICLE INSURANCE
This fund is one of the City's Risk Funds. The Property and Vehicle Insurance fund is responsible for
maintaining the City's property and vehicle insurance. In 2024, the City made the decision to become self-
insured for vehicle insurance.



Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $1,061,272 $1,127,111 $1,044,913 $1,105,072




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $2,524,821 $2,790,030 $2,727,445 $3,000,000
 Miscellaneous $78,644 $55,801 $0
 Investments from Interest $5,255 $48,528 $0
 Fees For Service $2,440,921 $2,685,700 $2,727,445 $3,000,000
  Expenses ($2,153,715) ($2,724,191) ($2,809,643) ($2,939,841)
 Contractual ($2,152,675) ($2,722,617) ($2,809,643) ($2,939,841)
 Commodities ($1,040) ($1,574) $0
 Total $371,106 $65,839 ($82,198) $60,159




 Notable Information

  → No material changes in FY25 budget
 Page 127 - 7/30
 Power BI Desktop


  641 - WORKERS COMP FUND
This fund is one of the City's Risk Funds. The Workers Compensation Self Insurance fund is responsible for
the workers compensation claims that the City receives.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $8,375,965 $10,136,724 $10,984,159 $11,696,165




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $2,574,965 $3,628,868 $3,196,224 $3,146,224
 Miscellaneous $58,523 $103,191 $50,000 $0
 Investments from Interest $78,123 $648,211 $0
 Fees For Service $2,438,319 $2,877,465 $3,146,224 $3,146,224
  Expenses ($1,356,252) ($2,106,426) ($2,348,789) ($2,434,218)
 Personnel ($166,069) ($380,569) ($205,261) ($289,194)
 Contractual ($1,188,353) ($1,723,317) ($2,143,528) ($2,140,023)
 Commodities ($1,830) ($2,539) ($5,000)
 Total $1,218,713 $1,522,442 $847,435 $712,006




 Notable Information

  → No material changes in FY25 budget
 Page 128 - 7/30
 Power BI Desktop


  642 - HEALTH INSURANCE FUND
This is one of the City's Risk Funds. The Group Health Insurance fund is responsible for the health insurance
provided by the City of Topeka.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $5,451,331 $3,995,373 $3,995,373 $2,483,914




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $12,085,703 $13,363,020 $16,174,143 $16,146,000
 Miscellaneous $5,583 $9,315 $5,000 $5,000
 Investments from Interest $52,312 $283,925 $30,000 $0
 Fees For Service $12,027,807 $13,069,780 $16,139,143 $16,141,000
  Expenses ($13,667,625) ($15,070,873) ($16,174,142) ($17,657,460)
 Personnel ($167,754) ($293,695) ($183,472) ($250,789)
 Contractual ($13,496,582) ($14,773,488) ($15,988,171) ($17,402,771)
 Commodities ($3,289) ($3,689) ($2,500) ($3,900)
 Total ($1,581,922) ($1,707,853) $1 ($1,511,460)




 Notable Information

  → Health Insurance increases expected to be 14.5% for this budget cycle
 Page 129 - 7/30
 Power BI Desktop


  643 - RISK MANAGEMENT FUND
This is one of the City's Risk Funds. The Risk Management Reserve is available to assist the City with risk-
associated expenses.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $398,881 $421,764 $429,764 $427,764




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $3,059 $22,883 $10,000 $0
 Investments from Interest $3,059 $22,883 $10,000 $0
  Expenses ($2,000) ($2,000)
 Contractual ($2,000) ($2,000)
 Total $3,059 $22,883 $8,000 ($2,000)




 Notable Information

  → No material changes in FY25 budget
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 Power BI Desktop


  644 - UNEMPLOYMENT COMP. FUND
This is one of the City's Risk Funds. The Unemployment Compensation fund pays for the City's
unemployment expenses.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $349,505 $428,721 $428,844 $428,967




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $74,731 $101,209 $81,565 $81,565
 Investments from Interest $2,698 $23,380 $0
 Fees For Service $72,033 $77,829 $81,565 $81,565
  Expenses ($27,888) ($21,993) ($81,442) ($81,442)
 Contractual ($27,888) ($21,993) ($81,442) ($81,442)
 Total $46,843 $79,216 $123 $123




 Notable Information

  → No material changes in FY25 budget
 Page 131 - 7/30
 Power BI Desktop


  720 - PUBLIC HEALTH FUND
This is a special revenue fund established in 2020 to account for revenue and expenses related to the
COVID-19 public health emergency along with other federal stimulus support.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $775,307 $1,066,415 $1,066,415 $1,066,415




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $8,364,669 $16,745,806
 Investments from Interest $404,079 $1,557,479
 Intergovernmental Revenue $7,960,590 $15,188,327
  Expenses ($10,387,187) ($15,735,578)
 Personnel ($1,858,724) ($134,580)
 Contractual ($5,326,054) ($14,830,210)
 Commodities ($12,030) ($22,514)
 Capital Outlay ($3,190,378) ($748,275)
 Total ($2,022,518) $1,010,228



 Notable Information

  → No material changes in FY25 budget
 Page 132 - 7/30
 Power BI Desktop


  730 - OPIOID SETTLEMENT FUND
A special fund whose revenue can be used on activities that prevent, reduce, treat, or mitigate the effects of
substance abuse and addiction or to reimburse localities for previous expenses in these areas. Revenue in
this fund comes from the State of Kansas who reached multiple settlements with pharmaceutical companies
and related organizations. The authority to spend these funds comes from Kansas House Bill 2079.


Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $28,585 $391,131 $362,546 ($0)




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $30,785 $369,146 $0
 Investments from Interest $175 $21,483 $0
 Intergovernmental Revenue $30,610 $347,664 $0
  Expenses ($2,200) ($6,600) ($28,585) ($362,546)
 Contractual ($2,200) ($6,600) ($28,585) ($362,546)
 Total $28,585 $362,546 ($28,585) ($362,546)




 Notable Information

  → No material changes in FY25 budget
 Page 133 - 7/30
 Power BI Desktop


  740 - ECONOMIC DEVELOPMENT FUND
The purpose of the fund shall be to promote, stimulate, and improve the economic welfare of the City and
assist in the creation, retention, expansion, and development of economic opportunities for its citizens.




Fund Balance


 2022 Balance 2023 Balance 2024 Projected Balance 2025 Projected Balance

 $1,038,355 $1,038,355 $538,355 ($0)




Fund Revenues and Expenses


 Main Type 2022 Actuals 2023 Actuals 2024 Budget 2025 Budget
 
  Revenues $1,038,355 $500,000 $0
 Miscellaneous $1,038,355 $500,000 $0
  Expenses ($500,000) ($500,000) ($538,355)
 Other Payments ($500,000) $0
 Contractual ($500,000) ($538,355)
 Total $1,038,355 $0 ($500,000) ($538,355)




 Notable Information

  → No material changes in FY25 budget
 Page 134 - 7/30




APPENDIX
 Page 135 - 7/30
 Power BI Desktop


CITY OF TOPEKA PROFILE
History


Topeka lies on a rich, sandy river bottomland where a number of different Native American peoples
lived for many years near the fords along the Kansas (Kaw) River. The granddaughters of the influential
Kaw leader, White Plume, became wealthy landowners in the area that would become Topeka. Three of
the women married a set of French- Canadian brothers called the Pappans. The Pappan brothers
established the famous “Pappan Ferry” in 1842 where the Oregon Trail crossed the river. Julie Pappan
passed her land down to her grandchildren, one of whom was Charles Curtis, the only Vice-President of
the United States of acknowledged Native American descent.

On December 5, 1854, nine men met on the banks of the Kansas River at what is now Kansas Avenue
and Crane Street. The men drew up an agreement, which later became the basis for the Topeka
Association, the organization mainly responsible for the establishment and early growth of Topeka.
Cyrus K. Holliday (one of the nine men) became the City’s chief promoter, especially to make Kansas a
free state. Topeka was born!

The Kansas territory was admitted into the Union in 1861 as the 34th state. A contest to decide the
location of the state capital centered on two towns; Lawrence and Topeka. The residents of both cities
voted in November and Topeka won. Topeka was chosen as the capital with Dr. Charles Robinson as
the first Governor. Cyrus K. Holliday donated land for the construction of a state capitol building. The
City of Topeka was incorporated February 14, 1857, with Cyrus K. Holliday as Mayor. In 1869, the
railway started moving westward from Topeka. General offices and machine shops of the Atchison,
Topeka, and Santa Fe Railroad system were established in Topeka in 1878.

During the early part of the 20th Century, the region's economic structure began to settle into the typical
pattern of a medium-sized Midwestern area, dependent primarily on its agriculture base with plenty of
room to develop. With the onset of World War II and later post war years, the railroad, meat packing,
and agricultural base shifted to manufacturing and government/military services. Forbes Air Force Base
was established during the war, and the Goodyear Tire & Rubber Company opened a plant in 1944.

Recent significant events include the location of a Target Distribution Center, MARS expansion, Reser’s
Expansion, FHL Bank Expansion, a Home Depot distribution Center, and Bimbo Bakeries USA in the
Central Crossing Commerce Park. In 2019, Walmart chose Topeka to build its largest distribution center
in Kansas. The Evergy Plaza in the heart of downtown Topeka was established in spring of 2020.
Various other organizations are expanding to the City of Topeka which assists in uplifting the economy.
 Page 136 - 7/30
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CITY OF TOPEKA PROFILE
City
Statsof Topeka Profile Continued



The City of Topeka serves as both the state capital of Kansas and the seat of Shawnee County. With an
estimated population of 125,475 for 2023, Topeka is the fifth largest city in Kansas behind Wichita,
Overland Park, Kansas City, and Olathe. The land within the city covers about 61.4 square miles.
Topeka is home to the State Capitol complex, which includes the Capitol Building, the Kansas Judicial
Center, and several state office buildings. Additionally, the State of Kansas is the largest employer in
the City of Topeka.

Other notable employers include Evergy, Stormont-Vail HealthCare, Topeka Unified School District
#501, BlueCross BlueShield of Kansas, and Burlington Northern Santa Fe Railway. There are a
diversity of gender, age, and racial backgrounds in Topeka. The median household income in 2022
dollars was $55,870.




Form of Government


Topeka has operated under four forms of government since its founding. From 1857 until 1910, the City
was governed by the Mayor-Council plan. The commission form of government was adopted in 1910,
and it remained in effect until 1985 when the Strong Mayor-City Council-Chief Administrative Officer
plan was adopted. On November 2, 2004, the voters adopted a Council-City Manager form of
government.

The Mayor is elected to a four-year term and their duties include being the City's ceremonial head,
presiding over council meetings, providing community leadership, promoting economic development,
representing the City in intergovernmental relations, recommending council legislation, and
encouraging programs to develop the city.
 Page 137 - 7/30
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CITY OF TOPEKA PROFILE
Community


Topeka and Shawnee County are served by five public school districts and a number of private schools.
Topeka also enjoys the presence of Washburn University, which provides broadly based liberal arts and
professional education through more than 200 certificate, associate, baccalaureate, master's, and juris
doctor programs. Local theatrical production facilities include the Topeka Performing Arts Center, the
Topeka Civic Theater, and Washburn University’s White Concert Hall. Within 65 miles of Topeka, seven
major lakes and reservoirs provide all forms of water recreation.

There are numerous community centers, offering competitive sports and opportunities for involvement,
hundreds of classes in arts and crafts, as well as five public swimming pools, three public golf courses,
public tennis courts, baseball diamonds, soccer fields, and various other amenities and natural areas.
The City also has approximately 200 religious facilities for all faiths and denominations.

Recently, the development of an arts district in the historic North Topeka Crossing area, known as
NOTO Arts District, stimulates cultural and economic life in the area and has promoted development of
local arts studios.

Topeka also lies at a crossroads for major highways. As a result, trucking employs more than 5,500
Topeka workers and provides service to Topeka's agricultural, construction, and manufacturing
industries.

Topeka’s regional medical community is nationally recognized for offering high-quality healthcare for
patients. A multitude of community outreach services are provided by two general hospitals and five
specialized hospitals that together employ approximately 8,000 people.
 Page 138 - 7/30
 Power BI Desktop


DEBT SCHEDULES
General Obligation Debt Service Schedule: Debt Service Fund 301



 Year Principal Interest Total Balance
 2025 $15,871,675.30 $2,969,541.93 $18,841,217.23 $97,634,700.54
 2026 $14,284,934.85 $2,436,696.50 $16,721,631.35 $83,349,765.69
 2027 $13,159,633.47 $1,955,748.37 $15,115,381.84 $70,190,132.22
 2028 $12,288,834.15 $1,592,002.15 $13,880,836.30 $57,901,298.07
 2029 $11,601,939.04 $1,341,555.07 $12,943,494.11 $46,299,359.03
 2030 $11,485,960.98 $1,116,856.92 $12,602,817.90 $34,813,398.05
 2031 $9,088,281.44 $893,368.10 $9,981,649.54 $25,725,116.61
 2032 $6,854,094.08 $690,547.82 $7,544,641.90 $18,871,022.53
 2033 $5,985,422.82 $523,470.50 $6,508,893.32 $12,885,599.71
 2034 $4,426,751.55 $373,880.76 $4,800,632.31 $8,458,848.16
 2035 $2,913,847.86 $266,020.74 $3,179,868.60 $5,545,000.30
 2036 $2,450,000.00 $186,600.00 $2,636,600.00 $3,095,000.00
 2037 $1,765,000.00 $113,450.00 $1,878,450.00 $1,330,000.00
 2038 $395,000.00 $53,200.00 $448,200.00 $935,000.00
 2039 $175,000.00 $37,400.00 $212,400.00 $760,000.00
 2040 $180,000.00 $30,400.00 $210,400.00 $580,000.00
 2041 $185,000.00 $23,200.00 $208,200.00 $395,000.00
 2042 $195,000.00 $15,800.00 $210,800.00 $200,000.00
 2043 $200,000.00 $8,000.00 $208,000.00 $0.00
 Page 139 - 7/30
 Power BI Desktop


DEBT SCHEDULES
Utilities Debt Service Schedule: Water Fund 621


 Year Principal Interest Total Balance
 2025 $253,317.46 $41,203.86 $294,521.32 $2,263,948.66
 2026 $259,436.24 $36,137.52 $295,573.76 $2,004,512.42
 2027 $269,226.29 $28,354.44 $297,580.73 $1,735,286.13
 2028 $276,568.83 $22,969.88 $299,538.71 $1,458,717.30
 2029 $280,240.09 $20,204.20 $300,444.29 $1,178,477.21
 2030 $282,687.60 $17,401.82 $300,089.42 $895,789.61
 2031 $190,905.92 $14,574.94 $205,480.86 $704,883.69
 2032 $190,905.92 $12,427.24 $203,333.16 $513,977.77
 2033 $194,577.18 $10,279.54 $204,856.72 $319,400.59
 2034 $198,248.45 $6,388.02 $204,636.47 $121,152.14
 2035 $121,152.14 $2,423.04 $123,575.18 ($0.00)



Parking Debt Service Schedule: Parking Fund 601


 Year Principal Interest Total Balance
 2025 $490,007.24 $130,595.57 $620,602.81 $4,431,351.10
 2026 $505,628.91 $116,832.34 $622,461.25 $3,925,722.19
 2027 $446,140.24 $102,651.05 $548,791.29 $3,479,581.95
 2028 $429,597.02 $91,689.33 $521,286.35 $3,049,984.93
 2029 $437,820.87 $82,984.59 $520,805.46 $2,612,164.06
 2030 $451,351.42 $73,685.11 $525,036.53 $2,160,812.64
 2031 $435,812.64 $62,807.06 $498,619.70 $1,725,000.00
 2032 $320,000.00 $51,750.00 $371,750.00 $1,405,000.00
 2033 $340,000.00 $42,150.00 $382,150.00 $1,065,000.00
 2034 $345,000.00 $31,950.00 $376,950.00 $720,000.00
 2035 $355,000.00 $21,600.00 $376,600.00 $365,000.00
 2036 $365,000.00 $10,950.00 $376,600.00 ($0.00)
 Page 140 - 7/30
 Power BI Desktop


DEBT SCHEDULES
Combined Utilities Debt: Revenue Bond Amortization Schedule


 Date Principal Interest Total Debt Service
 Remaining at 12/31
 
 355,200,000.00
 2/1/2025 $0.00 $5,828,557.53 $5,828,557.53
 8/1/2025 $15,390,000.00 $5,811,664.86 $21,201,664.86 343,205,000.00
 2/1/2026 $0.00 $5,540,182.53 $5,540,182.53
 8/1/2026 $15,895,000.00 $5,540,182.53 $21,435,182.53 327,310,000.00
 2/1/2027 $0.00 $5,251,207.53 $5,251,207.53
 8/1/2027 $15,970,000.00 $5,232,557.57 $21,202,557.57 311,340,000.00
 2/1/2028 $0.00 $4,974,251.28 $4,974,251.28
 8/1/2028 $16,010,000.00 $4,974,251.28 $20,984,251.28 295,330,000.00
 2/1/2029 $0.00 $4,699,670.03 $4,699,670.03
 8/1/2029 $13,730,000.00 $4,679,092.72 $18,409,092.72 281,600,000.00
 2/1/2030 $0.00 $4,470,938.79 $4,470,938.79
 8/1/2030 $13,765,000.00 $4,470,938.79 $18,235,938.79 267,835,000.00
 2/1/2031 $0.00 $4,285,388.78 $4,285,388.78
 8/1/2031 $14,045,000.00 $4,262,714.06 $18,307,714.06 253,790,000.00
 2/1/2032 $0.00 $4,047,895.03 $4,047,895.03
 8/1/2032 $13,400,000.00 $4,047,895.03 $17,447,895.03 240,390,000.00
 2/1/2033 $0.00 $3,827,804.40 $3,827,804.40
 8/1/2033 $13,820,000.00 $3,802,805.52 $17,622,805.52 226,570,000.00
 2/1/2034 $0.00 $3,634,028.78 $3,634,028.78
 8/1/2034 $12,300,000.00 $3,634,028.78 $15,934,028.78 214,270,000.00
 2/1/2035 $0.00 $3,444,223.14 $3,444,223.14
 8/1/2035 $12,335,000.00 $3,416,673.35 $15,751,673.35 201,935,000.00
 2/1/2036 $0.00 $3,254,439.39 $3,254,439.39
 8/1/2036 $11,890,000.00 $3,254,439.39 $15,144,439.39 190,045,000.00
 2/1/2037 $0.00 $3,072,230.64 $3,072,230.64
 8/1/2037 $12,055,000.00 $3,047,923.34 $15,102,923.34 177,990,000.00
 2/1/2038 $0.00 $2,897,826.26 $2,897,826.26
 8/1/2038 $12,155,000.00 $2,897,826.26 $15,052,826.26 165,835,000.00
 Page 141 - 7/30
 Power BI Desktop


DEBT SCHEDULES
Combined Utilities Debt: Revenue Bond Amortization Schedule Continued



 Date Principal Interest Total Debt Service
 Remaining at 12/31
 
 2/1/2039 $0.00 $2,719,682.52 $2,719,682.52
 8/1/2039 $12,415,000.00 $2,693,379.84 $15,108,379.84 153,420,000.00
 2/1/2040 $0.00 $2,536,873.75 $2,536,873.75
 8/1/2040 $12,795,000.00 $2,536,873.75 $15,331,873.75 140,625,000.00
 2/1/2041 $0.00 $2,345,700.63 $2,345,700.63
 8/1/2041 $12,385,000.00 $2,317,266.53 $14,702,266.53 128,240,000.00
 2/1/2042 $0.00 $2,150,356.88 $2,150,356.88
 8/1/2042 $12,730,000.00 $2,150,356.88 $14,880,356.88 115,510,000.00
 2/1/2043 $0.00 $1,946,733.76 $1,946,733.76
 8/1/2043 $13,130,000.00 $1,915,986.83 $15,045,986.83 102,380,000.00
 2/1/2044 $0.00 $1,736,246.89 $1,736,246.89
 8/1/2044 $13,560,000.00 $1,736,246.89 $15,296,246.89 88,820,000.00
 2/1/2045 $0.00 $1,517,841.88 $1,517,841.88
 8/1/2045 $13,300,000.00 $1,483,561.95 $14,783,561.95 75,520,000.00
 2/1/2046 $0.00 $1,301,480.63 $1,301,480.63
 8/1/2046 $13,735,000.00 $1,301,480.63 $15,036,480.63 61,785,000.00
 2/1/2047 $0.00 $1,077,281.26 $1,077,281.26
 8/1/2047 $12,960,000.00 $1,040,101.80 $14,000,101.80 48,825,000.00
 2/1/2048 $0.00 $863,550.00 $863,550.00
 8/1/2048 $12,440,000.00 $863,550.00 $13,303,550.00 36,385,000.00
 2/1/2049 $0.00 $655,656.25 $655,656.25 0.00
 8/1/2049 $10,265,000.00 $614,073.64 $10,879,073.64 26,120,000.00
 2/1/2050 $0.00 $492,075.00 $492,075.00
 8/1/2050 $9,425,000.00 $492,075.00 $9,917,075.00 16,695,000.00
 2/1/2051 $0.00 $340,312.50 $340,312.50
 8/1/2051 $6,695,000.00 $293,786.80 $6,988,786.80 10,000,000.01
 Page 142 - 7/30
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FINANCIAL POLICIES
 The City of Topeka relies on formal policies, state law, and established financial principles to guide its
 budgeting and financial practices. It also has policies established in accordance with GAAP and other
 best practices. These policies set forth the basic framework for the overall fiscal management of the
 City. The financial policies provide guidelines for evaluating both current activities and proposals for
 future programs. Most policies and procedures represent long-standing principles, traditions, and
 practices that guide the City and help to maintain its financial stability. The City continues to review and
 establish financial policies. The Governing Body adopted policies for capital improvements and debt
 management in 2004. It also adopted a resolution requiring a structurally balanced General Fund
 budget beginning in 2006. These and other financial policies are to be reviewed annually and are
 available online at http://www.topeka.org.



 Basis of Budgeting


 Since 2015, the City’s annual operating budget has been prepared using the cash basis of budgeting
 for the budget and modified accrual accounting. Under the modified accrual basis of accounting,
 revenues are recognized only when they become measurable and available to finance expenditures of
 the fiscal period. Expenditures are recognized when the liability is incurred. The city accounts for
 governmental funds which includes the General and Debt Service Funds, based on the modified
 accrual basis of accounting.

Budgeting, Accounting, and Audit Practices


Kansas law prescribes the policies and procedures by which the cities prepare the Governing Body of
the City to adopt a budget, which is filed with the County Clerk and the State Director of Accounts and
Reports. The budget itemizes anticipated revenues and proposed expenditures, detailed by program
and object of expenditures, for the next fiscal year. Funds must be balanced so that total resources
equal obligations in accordance with Kansas law (K.S.A. 79-2927), which requires that, “the budget of
expenditures for each fund shall balance with the budget of revenues for such fund….”.

The level of budgetary control or expenditure limit is at the fund level, except for the General Fund
which also has established expenditure limits for each Department financed. However, statutes allow for
the transfer of budgeted amounts between line items within a fund. Departments are responsible for
managing their budgets to the fund or department total level. The City maintains a financial and
budgetary control system. Expenditures and revenues are tracked to ensure adherence to the budget
and awareness of the financial environment. Monthly reports are prepared that compare actual
revenues and expenditures to budgeted amounts and provide a picture of the City’s cash position.
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Timing and Amendment Process: Revenue Neutral Rate


During the 2021 State of Kansas legislative session, the tax lid was removed and the legislature
enacted SB13 and HB2104. This legislation establishes new notice and public hearing requirements if a
municipality’s required property tax revenue in its proposed budget will exceed the amount collected in
property tax in the prior budget year.

The Revenue Neutral Rate (RNR) is the tax rate in mills that would generate the same property tax
revenue in dollars as what the municipality collected the previous year using the current tax year’s total
assessed valuation.

The Revenue Neutral Rate is calculated by using last year’s total property tax raised in dollars divided
by the current year’s assessed valuation as of June 15. The following process is required to exceed the
Revenue Neutral Rate.

The City will receive the assessed value and Revenue Neutral Rate, calculated by the County Clerk, by
June 15th of each year. Once received, the City uses this number to determine the budget needs for the
upcoming budget year. When doing so, the amount of property tax needed to fund the budget is
calculated. From this, it is determined whether the amount needed will require a tax levy that exceeds
the predetermined Revenue Neutral Rate. The following process is required follow the RNR
requirement.

If the Revenue Neutral Rate IS Exceeded:
By July 20th, the County Clerk must be notified of the City’s intent to exceed the Revenue Neutral Rate.
The City must hold a public hearing about its intent to exceed. To inform the public, the City must
publish a notice on the City’s website and in the newspaper for general circulation in the county. This
notice must be published 10 days before the public hearing is scheduled. In addition, this notice must
provide details on both the Revenue Neutral Rate hearing and overall Budget Approval hearing. These
hearings must be completed by September 20th.

The Governing Body votes whether to approve exceeding the Revenue Neutral Rate at the hearing.
Once approved, the Governing Body adopts a resolution to exceed the Revenue Neutral Rate. On or
before October 1st, the City must certify to the County Clerk the amount of property taxes that will be
levied.

If the Revenue Neutral Rate is NOT Exceeded:
If the Revenue Neutral Rate is not exceeded, the City must publish the proposed budget and hearing
notice (which includes the Revenue Neutral Rate) on or before August 5th. A public hearing on the
budget must be held on or before August 15th. Once approved, the City must certify the budget and tax
levied to the County Clerk on or before August 15th.
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FINANCIAL POLICIES
The Kansas State Legislature enacted a cash basis law in 1933 which states in part that it is unlawful,
except where bonds, temporary notes, or no-fund warrants are authorized, “for the governing body of
any municipality to create any indebtedness in excess of the amount of funds actually on hand in the
treasury of such municipality, or to authorize the issuance of any order, warrant or check, or other
evidence of such indebtedness of such municipality in excess of the amount of funds actually on hand
in the treasury of such municipality at the time for such purpose.”

The purpose of the cash basis law is to prevent municipalities from spending more than they receive
annually in operating revenues and to prevent the issuance of short-term debt to cover operating
expenditures. Kansas statutes and regulations of the Kansas Board of Accountancy provide for
municipal accounting in conformance with generally accepted accounting principles (GAAP). Separate
funds are maintained by the City for specific purposes and projects, in compliance with GAAP, State
laws and regulations, bond covenants, tax levies, grant agreements, and City ordinances and
resolutions. The City prepares an Annual Comprehensive Financial Report (ACFR), disclosing the
financial position, results of operations, and changes in fund equities or retained earnings for all funds
and account groups in accordance with GAAP. An independent firm of certified public accountants
performs annual audits of this information. The audited ACFR is filed in the Office of the City Clerk and
with the Nationally Recognized Municipal Securities Information Repositories (NRMSIRs), among other
agencies.

Investment Policy


The City of Topeka recognizes that effective cash management is an integral component of good
financial management. It shall be the policy of the City that funds deemed idle, based on projected cash
flow, be invested in a manner that seeks to maximize their productivity until such time as they are
needed for the operations of the City. The City’s investment portfolio shall be designed and managed in
accordance with this policy to ensure public trust and be consistent with state and local laws.
Investments shall be at the highest rates obtainable at the time of the investment, within the limitations
of the law and the city’s prudent investment policy in accordance with the following criteria.


Liquidity and Return on Investment


The City of Topeka shall remain sufficiently liquid so as to meet all operating needs and expenses. The
City will consider liquidity as a priority, while still recognizing the need to maximize yield.

The investment portfolio shall be designed to attain a market-average rate of return throughout
budgetary and economic cycles, taking into account the City’s investment risk constraints, state
statutes, and cash flow needs of the City. Investments shall be made at the highest rates obtainable at
the time of investment, within the limitation of the law and the City’s prudent investment policy.
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FINANCIAL POLICIES
Diversification


Market risk shall be minimized by diversification of investment types. The City shall diversify (where
prudent judgment dictates) its investments so that reliance on any one issuer (financial institution) or
investment type will not place an undue burden on the City. The investment policy also outlines
safeguards, investment procedures, legal authority, and other procedures related to the prudent
investment of funds.


Capital Improvement Policy and Procedure


The Capital Improvement Policy provides a guideline and methodology for the development of the City’s
ten-year Capital Improvement Plan (CIP). The first three years of the Capital Improvement Plan is
called the Capital Improvement Budget (CIB). Thoughtful planning is essential for all departments
submitting CIP requests. The Capital Improvement Policy includes definitions of a capital improvement
project and other terms. It provides the following review principles to be followed in the adoption of the
CIP:

1. The property tax levy for capital improvements should be maintained at a relatively consistent level
from year to year. If movement either upward or downward becomes necessary, it should be done
gradually.

2. When considering a consistent capital improvement property tax levy, the City should include the
property tax requirements for debt service as well as for projects financed by direct appropriation or
other means.

3. The City should maximize utilization of all Federal and State revenue sources for capital
improvements.

4. The CIP is viewed as a long-term program that will continue to address capital requirements far into
the future. The use of long-term debt should be minimized, allowing the City to put money into actual
projects that benefit Topeka residents and businesses rather than into interest payments to financial
institutions and bond holders. The City should issue debt only for major capital projects and not try to
finance the entire capital program with debt. Bonds should not be used to fund operating projects or
costs. Bonds should not be used to fund any project whose expected life does not exceed the maturity
on the bonds. To the extent practicable, bonded indebtedness should be considered only for major
capital projects where the City share is a minimum of $100,000.

5. Approved capital improvement projects should have a funding plan or maintenance and operating
costs identified in the project description and project budget. When feasible, priority should be given to
those that will result in a reduction in operating costs.
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Capital Improvement Policy and Procedure Continued


6. The City should not acquire and hold land that is not needed for existing or near future City purposes.
Land for projects that are not part of the approved ten-year Capital Improvement Plan should not be
acquired, except as part of a long-range annexation plan or other adopted plan.

7. Unless otherwise mandated by City ordinances, revenues derived from the sale and lease of surplus
City real properties should be dedicated to the Capital Improvement Program and programmed after
receipt by the City.

8. Enterprise funds should generate sufficient revenue to finance operations and related capital projects
including debt service.

9. The City should fully investigate alternative financing sources for its capital projects, but should use
such sources only if it can be clearly shown that they are in the best interests of the City.

10. The City should maximize utilization of current facilities and should give higher priority to
maintaining present facilities and infrastructure over new construction where feasible.

11. In order to increase the long-term use of a City facility, as much flexibility as is consistent with
operating efficiency should be built into all new or renovated facilities projects that the City undertakes.

12. Inflation factors for all projects in the capital improvement program should be considered each year
and appropriate adjustments made to all project estimates.

13. All projects shall be reviewed by the CIP Review Committee for a recommendation to the City
Manager and City Council.

In accordance with the definition of a capital improvement, City Departments submit capital
improvement requests for each ten year period of the Capital Improvement Budget and Plan. Projects
are to be submitted by priority and year. The CIP Review Team, which is a cross-departmental group,
will then review all projects and rank them based on established Capital Project Criteria. These rankings
will be provided to the City Manager for use in determining the City Manager’s recommended CIP. The
Public Works City Engineer and the Budget Manager will prepare a status report of prior approved
projects. This status review allows the City Manager and Governing Body the opportunity to stay
informed of these projects. Individual requests and a compilation are forwarded to the City Planning
Commission for their review and input to the City Manager and Governing Body. The City Manager
reviews the capital improvement project requests, considers the recommendations of the Planning
Commission, if available, and develops the City Manager’s Proposed CIP. The Proposed CIP is
presented to the Governing Body, which reviews the document and makes changes as it deems
necessary. The Governing Body has the final responsibility to adopt the CIB and CIP.
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Debt Management Policy


The debt management policy establishes debt issuance management guidelines. The policy is
applicable to all debt financing for the City of Topeka. The City of Topeka projects debt requirements on
a five-year basis to facilitate better short-term decisions in light of other priorities that may arise, and to
examine the long-range implications and effects of existing and contemplated debt. The City does not
fund current operations or routine maintenance costs from the proceeds of long-term debt. The City
confines long-term borrowing and capital leases to capital acquisitions, improvements, projects, or
equipment that cannot be financed from current financial resources, under the following circumstances:

 • The project is included in the City’s Capital Improvement Budget;
 • The project is the result of growth-related activities within the community that require unanticipated
  and unplanned infrastructure or capital improvements by the City;
 • The project’s useful life, or the projected service life of the equipment, will be equal to or exceed the
  term of the financing;
 • Existing or projected revenues are sufficient to service the planned debt;
 • The cost of the asset or assets financed would place an undue burden on today’s current tax- or rate-
  payers if financed on a “pay-as-you-go” basis; or
 • The use of debt is necessary to promote the stability over time of the City’s property tax demands or
  user fee levels.

In an effort to conserve statutorily limited debt capacity, the City borrows only when necessary and uses
“pay-as- you-go” financing to the extent possible. The City intends to maintain its overall debt burden
within the following generally accepted benchmarks as established for municipalities by municipal debt
rating agencies:

 • Net debt per capita should remain under nine hundred fifty dollars ($950).
 • Net debt as a percentage of estimated assessed value of taxable property within the City’s corporate
  limits should not exceed thirteen percent (13%).
 • The ratio of debt service expenditures as a percent of governmental fund expenditures should not
  exceed fourteen percent (14%).
 • The debt per capita as a percentage of personal income per capita should not exceed five percent
 (5%).
 • The City strives to achieve, and maintain a General Fund “Fund Balance” equal to no less than ten
 percent (10%) of General Fund “Revenue” for the next year.

The City strives to achieve, maintain, and, whenever possible, improve its bond credit ratings, currently
assigned by Standard & Poor’s Ratings Services for GO and Temp Notes, and Moody’s Rating Services
for Revenue Bonds. Ratings as of Fall 2022 are: General Obligation Bonds “AA”; General Obligation
Temporary Notes rated “SP –1+”, and Revenue Bonds rated “Aa3”. The City understands that such
ratings will facilitate the achievement of favorable interest rates in, and the preservation of its access to,
the credit markets.
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Debt Management Policy Continued


In general, the City adheres to the following debt guidelines:

 • When measuring its commitment to its infrastructure and related service delivery potential, the City
 addresses both its capital needs and its operating and maintenance requirements.
 • In the case of capital needs, when measuring inter-period equity, the City considers the allocation of
 any debt burden among generations that will benefit from the financed capital assets, as well as the
 need to distribute the financing burden over appropriate fiscal periods.
 • The City uses a level debt service strategy as a means to equalize the burden of its debt service
 assessment over time. This approach provides a slightly declining percentage of budget over time,
 presuming a gradually increasing budget.
 • The City maintains a minimum ratio of Combined Utility Fund revenues to annual total revenue bond
 debt service requirements of 125%, and maintain operating reserves of 90 days.
 • The City strives to keep the average maturity of its general obligation bonds at or below fifteen (15)
 years.
 • When the City finances capital projects by issuing bonds, it will amortize the debt over a term not to
 exceed the average useful life of the projects being financed.

The City shall review at least annually its outstanding debt for economic refunding opportunities. The
City shall evaluate refunding opportunities on a net present value savings basis, considering for
execution those refunding opportunities that stand to produce present value savings as a ratio of
refunded principal of no less than 3%, 5% and 7% for current, advance and synthetic refunding,
respectively. Refunding or restructuring opportunities that do not meet these minimum savings
thresholds, but are otherwise determined to produce substantive economic, strategic, budgetary or
other material benefits to the City may be considered. Unless an alternative structure is deemed to
serve a particularly prudent, economical or strategic purpose, refunding savings shall be structured
substantially evenly over the life of the refunded bonds, or in a manner to reduce the terms of the bond
repayment cycle.

The City shall evaluate each project to determine the most affordable and/or advantageous method of
financing with consideration for the following principles. In general, “pay-as-you-go” capital projects
shall be characterized by a cost of no more than $125,000, an asset life of no more than five years, or
an improvement that is expected to extend the useful life of an existing capital asset by no more than
five years. Debt financing capital projects shall generally be restricted to major, non-recurring capital
expenditures for assets or asset improvements costing in excess of $125,000 and having an expected
useful life in excess of five years.

The City confines long-term debt financing to capital items with useful lives of ten or more years, which
cannot be financed from current revenues or fund equity. When appropriate, the City uses special
assessment taxes or other user-based revenue sources to pay the costs of related debt financing, so
that those benefiting from the improvements will absorb all or most of the cost of the capital item
being financed.
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Debt Management Policy Continued


The City uses State Revolving Fund (SRF) Loan programs in lieu of revenue bond financing for utility
projects whenever such funds are available at more favorable rates. The City continues to monitor bond
rating agency concerns with overall utility debt levels when participating in the SRF program.

The City will continue to comply with SEC Rules by disclosing and updating its financial information to
nationally recognized municipal securities information repositories, bondholders, and appropriate
municipal debt rating agencies.

The City will continue to follow a policy of full disclosure in its Annual Comprehensive Financial Report
and in its bond offering documents. The Debt Management Policy also lays out guidelines for debt
administration and financing procedures and methods. This includes investment and arbitrage, use of
an independent financial advisor, temporary note financing, conduit financing, and communication with
credit rating agencies.
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GLOSSARY

BOND: A written promise to pay a sum of money (the face value or principal amount) plus interest at a
specified date in the future (the maturity date).

BUDGET: A plan of financial operation for a given time period based on proposed expenditures and
revenues.

CAPITAL ASSET: A tangible asset owned by a government which has an initial cost greater than
$5,000 and a useful life of three years or more. Examples of capital assets include land, buildings,
furniture, fixtures, and equipment.

CAPITAL IMPROVEMENT PLAN (CIP): A capital improvement plan is a long-term multiyear plan for
capital improvement projects (things such as street repair, facility maintenance, and water treatment
plant upgrades). The CAPITAL IMPROVEMENT BUDGET (CIB) is the first three years of this plan.

CAPITAL OUTLAY: A category of expense related to spending money on/related to capital assets that
are not included in the capital project fund.

COMMODITIES: Commodity expenditures include costs for materials. Examples are items such as
asphalt, rock, sand, salt, insecticide, fuel, chemicals, and office supplies.

CONTRACTUALS: Contractual costs are expenditures related to the operations of the City. They
include items such as property insurance premiums, utility costs, printing services, rent, and
maintenance services.

DEBT FINANCING: The borrowing of money by government in order to obtain funding to pay for large
scale projects and assets over the long term.

DEBT SERVICE FUND: Money in the Debt Service fund is used to pay off the City’s debt principal and
interest.

DEFICIT: A budget deficit occurs when the expenses are greater than the collected or expected
revenues.

ENTERPRISE FUND: A fund established to record the financial transactions of an enterprise operation.
An enterprise operation operates like a private sector business (such as the City’s water utility) and
receives revenues from fees charged for services.

EXPENDITURES: Decreases in financial resources for Governmental and Fiduciary Funds (money
going out). Expenditures include current operating expenses funded through resources such as current
assets, intergovernmental payments, or debt service.

EXPENSES: Outflows of assets and/or incurrence of liabilities in Proprietary Funds from activities within
an organization’s typical or central operations (money going out)
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GLOSSARY

FISCAL YEAR: A period of time for the operating budget. The City of Topeka uses the calendar year as
its fiscal year.

FULL-TIME EQUIVALENT (FTE): FTEs are a common unit used when budgeting for personnel costs.
This is an employee position expressed as a decimal equivalent of a full-time position (40 hours a week,
or 2,080 hours worked per year). For example, a City employee working 20 hours a week would
be considered 0.5 FTE, while an employee with a typical full-time schedule is 1 FTE.

FUND: A fiscal and accounting entity where financial resources, liabilities, expenses, and other changes
are recorded. Funds are typically related to a specific activity and often have special regulations or
restrictions.

FUND BALANCE: The total dollars remaining after current expenditures for operations and debt
service for capital improvements are subtracted from the sum of the beginning fund balance and current
resources.

GENERAL FUND: As the City’s largest fund, the General Fund (GF) includes all financial resources
that are not in another fund. Services like public safety, public works, and administration are included in
the GF.

GENERAL OBLIGATION BONDS: A G.O. Bond is debt issued by a government that is backed by the
full faith, credit, and taxing power of the City.

GRANT: A contribution of funding by one governmental unit or organization to another. Often, these
contributions are made to local governments from the Federal and State government for specified
purposes and projects.

INFRASTRUCTURE: A permanent installation, facility, or system that provides service to the public.
Examples include buildings, roads, and water treatment plants.

INTERGOVERNMENTAL REVENUES: Revenues that are collected by one government but shared
with another government.

LEVY: (1) (Verb) to impose taxes, special assessments or service charges for the support of
government activities. (2) (Noun) The amount of taxes, special assessments, or service charges applied
by a government.

MILL: One mill is $1 per $1000 of assessed value. Property tax rates are expressed in mills.

OPERATING BUDGET: The annual operating budget is the primary means by which most of the
revenue collection, spending, and service delivery activities of a government are controlled.
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GLOSSARY

PERSONNEL COST: Salaries, wages, benefits, and other labor costs. Personnel costs comprise a
large portion of the City’s budget.

REVENUE: An increase in the net assets of a fund (money coming in). The City primarily collects
revenues from taxes and fees.

REVENUE BOND: A bond that is payable from a specific source of revenue. For example, water
treatment plant upgrades are often funded through revenue bonds based on revenue from customer
charges. Unlike a General Obligation bond, the full faith and credit of the City’s taxing power is not
pledged.
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Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
  101 - GENERAL 780.67 791.57 803.32 802.35
 10101 - CITY COUNCIL 10.00 10.00 10.00 11.00
 1010110 - CITY COUNCIL 10.00 10.00 10.00 11.00
 COUNCIL MEMBER 9.00 9.00 9.00 9.00
 SENIOR EXECUTIVE ASSISTANT 1.00 1.00 1.00 2.00
 10102 - CITY MANAGER 11.00 13.00 17.00 20.60
 1010210 - CITY MANAGER 11.00 13.00 13.00 15.00
 ADMINISTRATIVE OFFICER 2.00 2.00 2.00 3.00
 ASSISTANT CITY MANAGER 1.00
 CHIEF OF STAFF 1.00 1.00
 CITY CLERK 1.00 1.00 1.00 1.00
 CITY MANAGER 1.00 1.00 1.00 1.00
 COMMUNICATIONS & PRODUCTION MANAGER 1.00
 DEI OFFICER 1.00
 DEPUTY CITY MANAGER 1.00 1.00
 DIV DIRC OF COMMUNICATIONS & MEDIA RELATIONS 1.00 1.00 1.00
 EMERGENCY MANAGEMENT OFFICER 1.00
 Employee Investigator 1.00
 INDEPENDENT POLICE AUDITOR 1.00
 LANGUAGE ACCESS COORDINATOR 1.00
 MEDIA RELATIONS DIRECTOR 1.00
 PRODUCTION SPECIALIST 3.00 2.00 2.00 2.00
 PUBLIC RELATIONS SPECIALIST 3.00 2.00
 PUBLIC RELATIONS SPECIALIST II 1.00
 SENIOR EXECUTIVE ASSISTANT 1.00 2.00 1.00 1.00
 1010215 - DEI Office 4.00 5.60
 CHIEF DIVERSITY EQUITY & INCLUSION OFFICER 1.00 1.00
 DIVISION DIRECTOR - COMMUNITY ENGAGEMENT 1.00 1.00
 OMBUDSMAN 1.00 1.00
 PROGRAM ADMINISTRATOR 1.00 1.00
 PROGRAM COORDINATOR 1.00
 SENIOR PROGRAM COORDINATOR 0.60
 10103 - CITY ATTORNEY 9.90 9.90 12.90 12.15
 1010310 - GENERAL GOVERNMENT & CRIMINAL PROSECUTION 9.90 9.90 12.90 12.15
 ASSISTANT ATTORNEY 3.00 2.00 2.00
 ASSOCIATE ATTORNEY 2.00
 CHIEF OF PROSECUTION 1.00 1.00 1.00 1.00
 CITY ATTORNEY 0.65 0.65 0.65 0.65
 DEPUTY CHIEF OF PROSECUTION 1.00 1.00 1.00
 DEPUTY CITY ATTORNEY 0.75 0.75 0.75
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Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 INTERNAL INVESTIGATOR / IPA 1.00 1.00
 LEGAL SERVICES AND OPERATIONS MANAGER 0.00
 LEGAL SPECIALIST 2.00 2.00
 LEGAL SPECIALIST I 2.00 1.00
 LEGAL SPECIALIST II 1.00
 LEGAL SPECIALIST III 1.00 1.00
 PARALEGAL 1.00
 SENIOR ATTORNEY 0.75 0.75 1.75 2.50
 SENIOR LEGAL SPECIALIST 1.00 1.00
 SENIOR PARALEGAL 0.75 0.75 1.75
 10104 - FINANCIAL SERVICES 23.00 26.00 27.00 26.00
 1010410 - CENTRAL ACCOUNTING & CASH 23.00 26.00 27.00 26.00
 ACCOUNTANT 2.00 2.00
 ACCOUNTANT II 2.00 3.00
 ACCOUNTING SPECIALIST 2.00 3.00
 ACCOUNTING SPECIALIST I 1.00 1.00 1.00 1.00
 ACCOUNTING SPECIALIST II 2.00 1.00
 ACCOUNTING SPECIALIST III 4.00 5.00
 ADMINISTRATIVE OFFICER 2.00 2.00 1.00 2.00
 BUDGET & PERFORMANCE MANAGER 1.00
 BUSINESS SERVICE MANAGER 1.00 1.00
 CHIEF FINANCIAL OFFICER 1.00 1.00
 DEPUTY DIRECTOR OF FINANCE 1.00 1.00 1.00
 DIRECTOR OF ADMIN & FINC SVCS 1.00 1.00
 DIVISION DIRECTOR OF BUDGET AND PROCUREMENT 1.00
 DIVISION DIRECTOR PROCUREMENT 1.00 1.00
 GRADUATE FELLOW 2.00 1.00
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Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 MANAGEMENT ANALYST 2.00 2.00 2.00
 MANAGEMENT ANALYST II 2.00
 MANAGER BUDGET 1.00 1.00
 MANAGER BUSINESS 1.00
 MANAGER FINANCE 2.00 1.00
 MANAGER PAYROLL 1.00 1.00 1.00 1.00
 MANAGER PROCUREMENT 1.00 1.00
 OFFICE SPECIALIST 1.00
 PROCUREMENT OFFICER I 3.00 3.00 2.00 2.00
 PROCUREMENT OFFICER II 1.00 1.00
 SENIOR ACCOUNTANT 1.00 1.00
 SENIOR ACCOUNTING SPECIALIST 5.00 4.00
 SENIOR GRANTS PROGRAM ADMINISTRATOR 1.00 1.00 1.00
 SENIOR PROJECT MANANGER 1.00 1.00
 10105 - MUNICIPAL COURT 18.67 18.67 20.67 21.00
 1010510 - MC JUDICIAL 18.67 18.67 20.67 21.00
 ADMIN MUNICIPAL COURT JUDGE 1.00 1.00 1.00 1.00
 ASSOCIATE MUNICIPAL COURT JUDGE 1.00 1.00
 COURT CLERK I 2.00 2.00 2.00 2.00
 COURT CLERK II 7.67 7.67 7.67 8.00
 DEPUTY MUNICIPAL COURT ADMIN 1.00 1.00 1.00 1.00
 MUNICIPAL COURT ADMINISTRATOR/ 1.00 1.00 1.00 1.00
 MUNICIPAL COURT JUDGE 1.00 1.00
 OFFICE SPECIALIST 3.00 3.00 3.00 3.00
 PROBATION OFFICER I 2.00 2.00 1.00 2.00
 PROBATION OFFICER II 2.00 1.00
 SENIOR PROBATION OFFICER 1.00 1.00
 10106 - HUMAN RESOURCES 10.00 9.00 10.00 10.50
 1010610 - HUMAN RESOURCES 10.00 9.00 10.00 10.50
 CDL & EQUIPMENT CERTIFICATION MANAGER 1.00 1.00
 DEPUTY DIRECTOR OF HUMAN RESOURCES 1.00 1.00 1.00
 DIRECTOR OF HUMAN RESOURCES 1.00 1.00 1.00 0.50
 HRIS ANALYST 1.00 1.00 1.00
 HUMAN RESOURCES ASSISTANT 2.00 1.00 1.00 2.00
 HUMAN RESOURCES GENERALIST 1.00 1.00 1.00
 HUMAN RESOURCES SPECIALIST 1.00 1.00 1.00
 MANAGER HUMAN RESOURCES 2.50 0.50 0.50 2.00
 SENIOR HRIS ANALYST 1.00 1.00 1.00 1.00
 SENIOR HUMAN RESOURCES MANAGER 0.50
 SENIOR HUMAN RESOURCES SPECIALIST 1.50 1.50 1.50 0.50
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Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 WELLNESS COORDINATOR 1.00
 10107 - MAYOR'S OFFICE 2.00 2.00 2.00 2.00
 1010710 - MAYOR'S OFFICE 2.00 2.00 2.00 2.00
 ASSISTANT TO THE MAYOR 1.00 1.00
 MAYOR 1.00 1.00 1.00 1.00
 SENIOR EXECUTIVE ASSISTANT 1.00 1.00
 10120 - FIRE DEPARTMENT 246.00 247.00 247.00 247.00
 1012010 - FIRE ADMINISTRATION & BUSINESS SERVICES 4.00 5.00 4.00 4.00
 ADMINISTRATIVE OFFICER 1.00 1.00
 BUSINESS SERVICES MANAGER 1.00 1.00
 DIVISION CHIEF FIRE - ADMINISTRATION 1.00 1.00 1.00
 EXECUTIVE ASSISTANT II 1.00 1.00
 FIRE CHIEF 1.00 1.00
 MANAGER BUSINESS 1.00 1.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 1012015 - FIRE PREVENTION 10.00 10.00 10.00 10.00
 ASSISTANT FIRE MARSHAL/FIRE PLANS EXAMINER 1.00 1.00 1.00 1.00
 FIRE MARSHALL 1.00 1.00 1.00 1.00
 INSPECTOR I FIRE 1.00 1.00
 INSPECTOR III FIRE 4.00 3.00 3.00 2.00
 INVESTIGATOR I 1.00 1.00
 INVESTIGATOR III FIRE 2.00 3.00 3.00 1.00
 LIEUTENANT FIRE 1.00
 PUBLIC EDUCATION OFFICER I 1.00 1.00 1.00
 PUBLIC EDUCATION OFFICER II 1.00
 TRAINING OFFICER I 2.00
 1012016 - FIRE TRAINING 4.00 5.00 5.00 5.00
 DIVISION CHIEF FIRE - TRAINING/EMS 1.00 1.00 1.00
 DIVISION CHIEF FIRE-TRAINING 1.00
 INSPECTOR I FIRE 2.00
 TRAINING OFFICER I 1.00 1.00 2.00
 TRAINING OFFICER II 1.00
 TRAINING OFFICER III 2.00 2.00 2.00 2.00
 1012017 - FIRE OPERATIONS 227.00 227.00 228.00 228.00
 ADVANCED FIREFIGHTER 15.00 20.00 5.00 5.00
 APPARATUS OPERATOR 54.00 54.00 54.00 54.00
 BATTALION FIRE CHIEF (24 HR) 6.00 6.00 6.00 6.00
 CAPTAIN FIRE 54.00 54.00 54.00 54.00
 Deputy Chief Fire 1.00
 DEPUTY FIRE CHIEF 1.00 1.00 1.00
 Page 157 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 DIVISION CHIEF FIRE 1.00
 DIVISION CHIEF FIRE - OPERATIONS 1.00 1.00 1.00
 FIRE CHIEF 1.00 1.00
 FIREFIGHTER I 18.00 11.00 13.00 13.00
 FIREFIGHTER II 9.00 9.00 18.00 16.00
 FIREFIGHTER III 12.00 14.00 18.00 20.00
 INVESTIGATOR III FIRE 1.00
 LIEUTENANT FIRE 54.00 54.00 54.00 53.00
 SHIFT COMMANDER FIRE 3.00 3.00 3.00 3.00
 1012018 - FIRE EMS 1.00
 DIVISION CHIEF FIRE - EMS 1.00
 10125 - POLICE DEPARTMENT 344.00 349.00 351.00 350.00
 1012510 - POLICE EXECUTIVE BUREAU 27.00 31.00 25.00 25.00
 ADMINISTRATIVE OFFICER 1.00 2.00 2.00
 BUILDING SECURITY OFFICER 2.00 2.00 2.00
 BUSINESS SERVICE MANAGER 1.00 1.00
 DEPUTY CHIEF OF POLICE 1.00 1.00 1.00 1.00
 EXECUTIVE ASSISTANT I 1.00 1.00
 EXECUTIVE ASSISTANT II 1.00 1.00
 MANAGER BUSINESS 1.00 1.00
 OFFICE ASSISTANT II 1.00 1.00 1.00 1.00
 POLICE ACCREDITATION COORDINATOR 1.00 1.00
 POLICE CHIEF 1.00 1.00 1.00 1.00
 POLICE DETECTIVE 3.00 3.00
 POLICE LIEUTENANT 3.00 3.00 3.00 3.00
 POLICE MAJOR 1.00 1.00
 POLICE OFFICER 6.00 6.00 4.00 4.00
 POLICE SERGEANT 7.00 7.00 6.00 6.00
 PUBLIC RELATIONS SPECIALIST II 1.00 1.00
 SENIOR ATTORNEY 1.00 1.00
 SENIOR BUILDING SECURITY OFFICER 1.00 1.00 1.00
 SENIOR PROJECT MANAGER 1.00 1.00
 Page 158 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 1012512 - POLICE CRIMINAL INVESTIGATIONS BUREAU 55.00 56.00 59.00 59.00
 GRAND JURY CASE COORDINATOR 1.00 1.00
 OFFICE ASSISTANT II 1.00 1.00 1.00
 OFFICE ASSISTANT III 1.00
 POLICE CAPTAIN 1.00 1.00 1.00 1.00
 POLICE DETECTIVE 34.00 34.00 37.00 37.00
 POLICE LIEUTENANT 2.00 2.00 2.00 2.00
 POLICE MAJOR 1.00 1.00 1.00 1.00
 POLICE OFFICER 5.00 5.00 6.00 6.00
 POLICE OFFICER - CORPORAL RATE 1.00 1.00
 POLICE SERGEANT 9.00 9.00 9.00 9.00
 PROGRAM COORDINATOR 1.00 1.00
 SENIOR PROGRAM COORDINATOR 1.00 1.00
 SENIOR PROJECT MANAGER 1.00
 1012513 - POLICE FIELD OPERATIONS BUREAU 186.00 187.00 190.00 190.00
 OFFICE ASSISTANT II 1.00 1.00 1.00 1.00
 POLICE CAPTAIN 3.00 3.00 3.00 3.00
 POLICE LIEUTENANT 7.00 7.00 7.00 7.00
 POLICE MAJOR 2.00 2.00 2.00 2.00
 POLICE OFFICER 112.00 113.00 109.00 109.00
 POLICE OFFICER - CORPORAL RATE 4.00 4.00 3.00 2.00
 POLICE OFFICER IN TRAINING 36.00 36.00 43.00 44.00
 POLICE SERGEANT 21.00 21.00 22.00 22.00
 1012514 - POLICE COMMUNITY OUTREACH BUREAU 76.00 75.00 77.00 76.00
 ANIMAL CONTROL OFFICER 4.00 4.00 3.00 4.00
 ANIMAL CONTROL SUPERVISOR 1.00 1.00
 CRIME ANALYSIS UNIT COORDINATOR 1.00 1.00 1.00 1.00
 CRIME ANALYST 1.00 1.00 1.00 1.00
 INVENTORY SPECIALIST 4.00 4.00 4.00 4.00
 MANAGER POLICE RECORDS 1.00 1.00
 NETWORK ENGINEER III 1.00 1.00
 OFFICE ASSISTANT I 1.00 1.00 1.00
 OFFICE ASSISTANT II 1.00
 POLICE DETECTIVE 1.00 1.00 1.00 1.00
 POLICE LIEUTENANT 2.00 2.00 2.00 2.00
 POLICE OFFICER 33.00 32.00 32.00 32.00
 POLICE RECORDS CLERK 17.00 17.00 17.00 17.00
 POLICE RECORDS SUPERVISOR 2.00 2.00
 POLICE SERGEANT 4.00 4.00 4.00 4.00
 PROPERTY/EVIDENCE SUPERVISOR 1.00 1.00
 Page 159 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 PUBLIC SAFETY SYSTEM ADMINISTRATOR 1.00 1.00
 SENIOR ANIMAL CONTROL OFFICER 1.00 1.00 2.00 1.00
 SENIOR NETWORK ENGINEER 1.00 1.00
 SENIOR SYSTEM DEVELOPER 1.00
 SENIOR USER SYSTEM CONSULTANT 1.00 1.00
 SUPERVISOR I 2.00 2.00
 SUPERVISOR II 1.00 1.00
 SUPERVISOR III 1.00 1.00
 SYSTEM DEVELOPER II 1.00
 SYSTEM DEVELOPER III 1.00 1.00
 USER SYSTEM CONSULTANT III 1.00
 10130 - PUBLIC WORKS 56.00 54.00 45.25 44.60
 1013010 - PUBLIC WORKS BUSINESS SUPPORT 13.00 12.25 5.25 3.85
 DEPUTY DIRECTOR PUBLIC WORKS 1.00 0.25 0.25 0.85
 DIRECTOR OF PUBLIC WORKS 1.00 1.00 1.00 1.00
 EXECUTIVE ASSISTANT II 1.00 1.00
 GIS ANALYST 1.00 1.00
 GIS MANAGER 1.00
 GIS TECHNICIAN 2.00 2.00
 MANAGEMENT ANALYST 1.00
 MANAGER COMMUNITY EDUCATION 1.00 1.00
 MANAGER PUBLIC WORKS BUSINESS SERVICES 1.00 1.00
 MANAGER TECHNICAL SUPPORT 1.00 1.00
 OFFICE ASSISTANT III 1.00 1.00
 SENIOR GIS ANALYST 1.00 1.00
 SENIOR MANAGEMENT ANALYST 1.00
 TECH SUPPORT ANALYST II 2.00 3.00
 TECH SUPPORT ANALYST III 1.00 1.00
 1013019 - PUBLIC WORKS ENGINEERING 22.00 22.75 21.00 18.75
 ACCOUNTING SPECIALIST II 1.00 1.00 1.00
 ADMINISTRATIVE OFFICER 1.00
 BUSINESS SERVICES MANAGER 1.00
 CITY ENGINEER 1.00 1.00 1.00 1.00
 DIVISION DIRECTOR OF BUSINESS SERVICES 0.75
 ENGINEER 2.00 2.75
 ENGINEER II 2.00 2.00
 ENGINEER III 1.00 1.00
 ENGINEERING TECHNICIAN I 3.00 3.00 3.00 3.00
 ENGINEERING TECHNICIAN II 4.00 4.00 4.00 3.00
 ENGINEERING TECHNICIAN III 2.00 2.00 1.00
 Page 160 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 MANAGEMENT ANALYST 1.00 1.00
 MANAGER CONSTRUCTION INSPECTI 1.00 2.00 1.00 1.00
 MANAGER SPECIAL PROJECTS 1.00 1.00
 MANAGER SURVEY DESIGN & REC 1.00 1.00 1.00 1.00
 OFFICE ASSISTANT III 1.00 1.00 1.00 1.00
 RIGHT OF WAY AGENT 1.00 1.00 1.00 1.00
 SENIOR ENGINEER 2.00
 SENIOR ENGINEERING TECHNICIAN 1.00 2.00
 SENIOR MANAGEMENT ANALYST 1.00
 SENIOR PROJECT MANAGER 1.00
 TRAFFIC ENGINEER 1.00 1.00 1.00 1.00
 1013020 - TRANS OPERATIONS 12.00 10.00 10.00 13.00
 ELECTRONICS TECHNICIAN I 1.00 2.00 2.00 2.00
 ELECTRONICS TECHNICIAN II 3.00 2.00 2.00 2.00
 EQUIPMENT OPERATOR I 2.00 4.00
 EQUIPMENT OPERATOR II 1.00 1.00
 EQUIPMENT OPERATOR III 1.00 2.00 2.00
 INFRASTRUCTURE SUPPORT MANAGER 2.00 2.00
 MANAGER INFRASTRUCTURE 2.00 2.00
 OFFICE ASSISTANT III 1.00 1.00 1.00
 OFFICE SPECIALIST 1.00
 TRAFFIC OPERATIONS COORDINATOR 1.00 1.00
 TRAFFIC OPS ADMINISTRATOR 1.00 1.00
 1013070 - FACILITIES OPERATIONS 9.00 9.00 9.00 9.00
 ARBORIST I 2.00 2.00 1.00 1.00
 ARBORIST II 2.00 2.00 3.00 3.00
 ARBORIST III 3.00 3.00 3.00 3.00
 FIELD OPERATIONS SUPERVISOR 1.00 1.00
 MANAGER FORESTRY 1.00 1.00 1.00 1.00
 SUPERVISOR III 1.00 1.00
 10150 - TOPEKA ZOOLOGICAL PARK 3.00 3.00 3.00
 1015020 - ZOO ANIMAL CARE 2.00 2.00 2.00
 MANAGER ZOO OPERATIONS 1.00
 ZOO KEEPER 1.00 1.00 1.00
 ZOO OPERATIONS MANAGER 1.00 1.00
 1015030 - ZOO EDUCATION & CONSERVATION 1.00 1.00 1.00
 ZOO VETERINARIAN 1.00 1.00 1.00
 10160 - PLANNING DEPARTMENT 27.10 28.00 36.50 36.50
 1016010 - PLANNING DEPARTMENT 8.10 9.00 10.00 10.00
 ADMINISTRATIVE OFFICER 0.90 1.00 1.00 1.00
 Page 161 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 ASSOCIATE PLANNER 1.00
 DEPUTY DIRECTOR OF ECONOMIC DEVELOPMENT 1.00 1.00
 DIRECTOR OF PLANNING DEVEL SVS & HOUSING 0.80 1.00 1.00 1.00
 DIVISION DIRECTOR OF PLANNING 1.00 1.00 1.00 1.00
 MANAGEMENT ANALYST 1.00 1.00
 PLANNER I 2.00 2.00 1.00 1.00
 PLANNER II 2.20 2.00 2.00 3.00
 PLANNER III 1.20 1.00
 SENIOR PLANNER 1.00 1.00
 ZONING INSPECTOR 1.00
 1016015 - PLANNING - DEVELOPMENT SERVICES 19.00 19.00 21.00 21.00
 ACCOUNTING SPECIALIST II 1.00
 ADMINISTRATIVE OFFICER 1.00 1.00 2.00 2.00
 COMPLIANCE INSPECTOR I 1.00 1.00 1.00 1.00
 DEVELOPMENT NAVIGATOR 1.00
 DIV DIRC DEVELOPMENT SVCS 1.00 1.00 1.00 1.00
 LAND DEVELOPMENT COORDINATOR 1.00 1.00 1.00
 MANAGER FIELD SERVICES 1.00 1.00 1.00 1.00
 MANAGER PERMITS 1.00
 MANAGER PERMITTING 1.00 1.00
 MANAGER SPECIAL PROJECTS 1.00
 OFFICE SPECIALIST 1.00 1.00 2.00 2.00
 Permit Specialist 1.00
 PLAN REVIEWER 1.00 2.00 1.00 2.00
 PROJECT MANAGER 1.00
 TRADE INSPECTOR 8.00 9.00 9.00 8.00
 ZONING INSPECTOR 1.00 2.00 2.00
 1016020 - Housing Division 5.50 5.50
 EAS/HOUSING NAVIGATOR 1.00
 FRONT DESK OFFICE SPECIALIST 1.00
 OFFICE SPECIALIST 1.00
 PROGRAM COORDINATOR 3.00 4.00
 SENIOR PROGRAM ADMINISTRATOR 0.50 0.50
 10170 - NEIGHBORHOOD RELATIONS 20.00 22.00 21.00 21.00
 1017010 - NR ADMIN & COMMUNITY ENGAGEMENT 4.00 6.00
 Blight Crew Members 2.00
 COMMUNITY ENGAGEMENT DIRECTOR & OMBUDSMAN 1.00 1.00
 SENIOR PROGRAM ADMINISTRATOR 1.00 1.00
 SENIOR PROGRAM COORDINATOR 2.00 1.00
 USER SYSTEM CONSULTANT III 1.00
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Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 1017015 - NR PROPERTY MAINTENANCE 16.00 16.00 21.00 21.00
 ABATEMENT SPECIALIST I 1.00 1.00 1.00
 ABATEMENT SPECIALIST II 1.00 1.00 1.00
 DIVISION DIRECTOR PROP MAINT CODE ENFORCEMENT 1.00 1.00
 DIVISION DIRECTOR PROPERTY MAINTENANCE 1.00 1.00
 EQUIPMENT OPERATOR II 1.00
 EQUIPMENT OPERATOR III 1.00
 HOUSING NAVIGATOR 1.00 1.00
 MANAGER SPECIAL PROJECTS 1.00
 OFFICE ASSISTANT II 1.00 1.00 1.00
 OFFICE ASSISTANT III 1.00
 PROGRAM ADMINISTRATOR 1.00
 PROPERTY MAINT INSPECTOR I 2.00 10.00 9.00
 PROPERTY MAINT INSPECTOR II 9.00 7.00 3.00 3.00
 PROPERTY MAINTENANCE SUPERVISOR 2.00 2.00
 SENIOR PROGRAM ADMINISTRATOR 1.00
 SENIOR PROJECT MANAGER 1.00 1.00
 SUPERVISOR II 2.00
 SUPERVISOR III 2.00
  229 - ALCOHOL & DRUG SAFETY 1.33 1.33 0.33
 22905 - ALCOHOL & DRUG SAFETY 1.33 1.33 0.33
 2290553 - ALCOHOL & DRUG SAFETY 1.33 1.33 0.33
 COURT CLERK II 0.33 0.33 0.33
 PROBATION OFFICER II 1.00 1.00
  236 - SPECIAL LIABILITY EXP 5.10 5.10 5.10 5.85
 23603 - SPECIAL LIABILITY 5.10 5.10 5.10 5.85
 2360321 - SPECIAL LIABILITY 5.10 5.10 5.10 5.85
 ASSOCIATE ATTORNEY 1.00
 CHIEF OF LITIGATION 1.00 1.00 1.00 1.00
 CITY ATTORNEY 0.35 0.35 0.35 0.35
 DEPUTY CITY ATTORNEY 0.25 0.25 0.25
 LEGAL SERVICES AND OPERATIONS MANAGER 1.00
 LEGAL SPECIALIST 1.00 1.00
 LEGAL SPECIALIST II 1.00 1.00
 SENIOR ATTORNEY 0.25 1.25 1.25 1.50
 SENIOR PARALEGAL 1.25 1.25 1.25 1.00
  291 - SPECIAL STREET REPAIR 53.00 55.00 61.00 58.00
 29130 - TRANS OPERATIONS 53.00 55.00 61.00 58.00
 2913020 - TRANS OPERATIONS 53.00 55.00 61.00 58.00
 ADMINISTRATIVE OFFICER 1.00 1.00
 Page 163 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 DEPUTY DIRECTOR PUBLIC WORKS 1.00 1.00 1.00 1.00
 EQUIPMENT OPERATOR I 2.00 1.00
 EQUIPMENT OPERATOR II 1.00
 INFRASTRUCTURE PLANNER 1.00 1.00
 INFRASTRUCTURE SUPPORT MANAGER 4.00 4.00
 MAINTENANCE WORKER II 6.00 6.00
 MANAGEMENT ANALYST 1.00 1.00
 MANAGER INFRASTRUCTURE 5.00 5.00
 MANAGER STREETS 1.00 1.00
 MANAGER TRAFFIC 1.00 1.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 PROGRAM COORDINATOR 1.00 1.00 1.00
 SAFETY AND TRAINING COORDINATOR 1.00 1.00
 SENIOR PROGRAM COORDINATOR 1.00 1.00
 STREET MAINTENANCE WORKER 31.00 31.00 24.00 23.00
 STREET MAINTENANCE WORKER SENIOR 4.00 2.00 2.00 2.00
 STREET MAINTENANCE WORKER SPECIALIST 1.00 1.00 1.00
 STREET MAINTENANCE WORKER TRAINEE 6.00 7.00 14.00 15.00
 STREET OPERATIONS MANAGER 1.00 1.00
 TRAFFIC OPERATIONS MANAGER 1.00 1.00
  292 - SALES TAX STREET MAINT 2.00 1.00 1.00 4.25
 29230 - TRANS OPERATIONS 2.00 1.00 1.00 4.25
 2923020 - TRANS OPERATIONS 2.00 1.00 1.00 4.25
 ENGINEER 1.00 1.25
 ENGINEER II 1.00
 ENGINEER IN TRAINING 1.00
 ENGINEERING TECHNICIAN II 1.00
 MANAGER PAVEMENT IMPROVEMENTS 1.00 1.00
 SENIOR PROJECT MANAGER 1.00
  601 - PUBLIC PARKING 11.00 10.50 10.25 10.15
 60130 - PARKING 11.00 10.50 10.25 10.15
 6013070 - FACILITIES OPERATIONS 11.00 10.50 10.25 10.15
 DEPUTY DIRECTOR PUBLIC WORKS 0.25 0.25 0.15
 DIVISION DIRECTOR OF BUSINESS SERVICES 0.25
 FACILITY MAINTENANCE SUPERVISOR 1.00 1.00
 MAINTENANCE WORKER II 2.00 3.00 3.00 3.00
 MAINTENANCE WORKER III 1.00
 MANAGEMENT ANALYST 2.00 1.00 1.00 1.00
 MANAGER PARKING 1.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 Page 164 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 PARKING CONTROL OFFICER I 3.00 3.00 3.00 3.00
 PARKING CONTROL SUPERVISOR 1.00
 SUPERVISOR I 1.00 1.00
 SUPERVISOR II 1.00 1.00
  613 - INFORMATION TECHNOLOGY 16.00 16.00 25.00 26.00
 61312 - INFORMATION TECHNOLOGY 16.00 16.00 16.00 18.00
 6131259 - IT DEPARTMENT OVERHEAD 16.00 16.00 16.00 18.00
 APPLICATION DEVELOPER 1.00 1.00
 APPLICATION DEVELOPER I 1.00 1.00
 APPLICATION DEVELOPER II 1.00
 APPLICATION DEVELOPER III 1.00
 APPLICATION DEVELOPER I-Web Developer 1.00
 CHIEF INFORMATION OFFICER 1.00 1.00
 CHIEF NETWORK ENGINEER 1.00 1.00 1.00 1.00
 DEPUTY DIRECTOR INFORMATION T 1.00 1.00 1.00 1.00
 DIRECTOR OF INFORMATION TECHNO 1.00 1.00
 DIVISION DIRECTOR INFORMATION TECHNOLOGY 1.00 1.00
 NETWORK ENGINEER III 2.00 3.00
 PROJECT COORDINATOR 1.00 1.00 1.00 1.00
 SENIOR APPLICATION DEVELOPER 1.00 1.00
 SENIOR NETWORK ENGINEER 2.00 2.00
 SENIOR SYSTEM DEVELOPER 4.00 6.00
 SENIOR USER SYSTEM CONSULTANT 2.00 3.00
 SYSTEM DEVELOPER II 1.00 1.00 1.00
 SYSTEM DEVELOPER III 4.00 4.00
 USER SYSTEM CONSULTANT III 2.00 2.00
 61330 - INFORMATION TECHNOLOGY 9.00 8.00
 6133010 - IT DEPARTMENT OVERHEAD 9.00 8.00
 BUSINESS SYSTEMS ANALYST 3.00 2.00
 GIS ANALYST 1.00 1.00
 GIS TECHNICIAN 2.00 2.00
 MANAGER TECH/SUPPORT GROUPS 1.00 1.00
 SENIOR BUSINESS SERVICES ANALYST 1.00 1.00
 SENIOR GIS ANALSYT 1.00
 SENIOR GIS ANALYST 1.00
  614 - FLEET MANAGEMENT 22.00 22.50 22.25 22.00
 61404 - FLEET MANAGEMENT 22.00 22.50 22.25 22.00
 6140459 - FLEET SERV ADMN/LD SHOP 22.00 22.50 22.25 22.00
 ACCOUNTANT 1.00 1.00
 ACCOUNTANT II 1.00 1.00
 Page 165 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 ACCOUNTING SPECIALIST I 1.00 1.00 1.00 1.00
 DEPUTY DIRECTOR PUBLIC WORKS 0.50 0.25
 FLEET SERVICES SUPERVISOR 3.00 3.00
 FLEET SUPERVISOR 3.00
 MANAGER FLEET SERVICES 1.00 1.00 1.00 1.00
 MASTER MECHANIC 7.00 6.00 6.00 6.00
 MECHANIC I 2.00 2.00 5.00 5.00
 MECHANIC II 6.00 7.00 4.00 4.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 SUPERVISOR III 3.00
  615 - FACILITIES OPERATIONS 14.00 16.00 15.25 15.00
 61530 - FACILITIES OPERATIONS 14.00 16.00 15.25 15.00
 6153070 - FACILITIES OPERATIONS 14.00 16.00 15.25 15.00
 DEPUTY DIRECTOR PUBLIC WORKS 0.25
 ELECTRICIAN 1.00 1.00 1.00 1.00
 FACILITIES MANAGER 1.00 1.00
 HVAC SPECIALIST 1.00 1.00 1.00
 MAINTENANCE WORKER I 1.00 2.00 2.00 2.00
 MAINTENANCE WORKER II 2.00 1.00 2.00 2.00
 MAINTENANCE WORKER III 3.00 4.00 3.00 3.00
 MANAGER FACILITIES 1.00 1.00
 PLUMBER 1.00 1.00 1.00
 PREVENTATIVE MAINTENANCE TECHNICIAN 1.00 1.00 1.00 1.00
 PROJECT MANAGER 1.00 1.00 1.00 1.00
 SENIOR FACILITY MAINTENANCE SUPERVISOR 1.00 1.00
 SENIOR HVAC SPECIALIST 1.00
 SENIOR PLUMBER 1.00
 SENIOR PROJECT MANAGER 1.00 1.00 1.00 1.00
 SUPERVISOR II 1.00
 SUPERVISOR III 1.00 1.00
  621 - WATER UTILITY 122.00 121.00 121.00 123.00
 62130 - WATER UTILITY 122.00 121.00 121.00 123.00
 6213010 - WATER ADMINISTRATION 4.00 4.00 4.00 5.00
 ACCOUNTING SPECIALIST III 1.00 1.00
 ENGINEER 1.00 1.00
 ENGINEER II 1.00 1.00
 ENGINEER IN TRAINING 1.00 1.00 1.00 1.00
 ENGINEERING TECHNICIAN I 1.00
 OFFICE ASSISTANT III 1.00 1.00 1.00 1.00
 SENIOR ACCOUNTING SPECIALIST 1.00 1.00
 Page 166 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 6213058 - WA UTILITY ACCOUNT 43.00 43.00 43.00 44.00
 BUSINESS SERVICE MANAGER 1.00 1.00
 BUSINESS SUPPORT ANALYST 1.00 1.00
 CUSTOMER SERVICE SUPERVISOR 2.00 2.00
 DIRECTOR OF WATER METER SVCS 1.00 1.00
 FIELD OPERATIONS SUPERVISOR 2.00 2.00
 FOREPERSON 1.00 1.00
 INFRASTRUCTURE SUPPORT MANAGER 2.00 2.00
 LEADPERSON 1.00 1.00 1.00 2.00
 MANAGEMENT ANALYST 1.00
 MANAGER UTILITY BUSINESS SERVICES 3.00 2.00
 MANAGER UTILITY CUSTOMER SERVICE 1.00 1.00
 MANAGER WATER METERS 1.00 1.00
 OFFICE ASSISTANT II 11.00 11.00 11.00 11.00
 OFFICE ASSISTANT III 3.00 2.00 2.00 2.00
 OFFICE SPECIALIST 2.00 3.00 3.00 3.00
 PROGRAM ADMINISTRATOR 1.00
 PROGRAM COORDINATOR 1.00 3.00
 PROJECT MANAGER 1.00 1.00
 SENIOR PROGRAM ADMINISTRATOR 1.00 1.00
 SUPERVISOR II 1.00 1.00
 SUPERVISOR III 2.00 3.00
 SYSTEM DEVELOPER III 1.00 1.00
 UTILITIES CUSTOMER SERVICE GENERAL MANAGER 1.00 1.00
 UTILITY SYSTEM WORKER I 2.00 3.00 1.00
 UTILITY SYSTEM WORKER II 3.00 3.00 3.00 2.00
 UTILITY SYSTEM WORKER III 9.00 7.00 11.00 10.00
 6213061 - WA MAINTENANCE 36.00 36.00 38.00 38.00
 ENGINEERING TECHNICIAN I 1.00 2.00
 ENGINEERING TECHNICIAN II 2.00 2.00 2.00 1.00
 FIELD OPERATIONS SUPERVISOR 1.00 1.00
 FOREPERSON 7.00 6.00 7.00 6.00
 INFRASTRUCTURE SUPPORT MANAGER 2.00
 LEADPERSON 5.00 6.00 5.00 5.00
 MANAGER INFRASTRUCTURE 1.00 2.00
 MANAGER WATER DISTRIBUTION 1.00 1.00
 OFFICE ASSISTANT III 1.00 1.00 1.00 1.00
 SENIOR INFRASTRUCTURE MANAGER 1.00 1.00
 SENIOR INFRASTRUCTURE SUPPORT MANAGER 1.00
 SUPERVISOR III 2.00 3.00
 Page 167 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 UTIILTY SYSTEM WORKER I 1.00 1.00
 UTILITY SYSTEM WORKER II 10.00 9.00 14.00 15.00
 UTILITY SYSTEM WORKER III 5.00 6.00 3.00 2.00
 WATER INVENTORY SPECIALIST 1.00 1.00 1.00 1.00
 6213062 - WA TECHNICAL SERVICES 5.00 4.00 4.00 4.00
 FOREPERSON 3.00 3.00 3.00 3.00
 INFRASTRUCTURE SUPPORT MANAGER 1.00 1.00
 MANAGER INFRASTRUCTURE 1.00
 SENIOR INFRASTRUCTURE MANAGER 1.00
 TRADE INSPECTOR 1.00
 6213064 - WA OPERATIONS 34.00 34.00 32.00 32.00
 CHEMIST 1.00 1.00 1.00 1.00
 CLASS IV WATER PLANT OPERATOR 4.00 4.00 4.00 4.00
 ELEC / INSTRUMENT MECH II 1.00
 ELECTRICIAN 2.00 3.00 3.00 3.00
 FOREPERSON 3.00 4.00 3.00 3.00
 INFRASTRUCTURE SUPPORT MANAGER 1.00 1.00
 LABORATORY TECHNCIAN 1.00 1.00 1.00 1.00
 LEADPERSON 4.00 3.00 3.00 3.00
 MANAGER INFRASTRUCTURE 1.00 1.00
 MANAGER WATER PLANT OPERATIONS 1.00 1.00
 MANAGER WATER QUALITY 1.00 1.00
 NETWORK ENGINEER III 1.00 1.00
 OFFICE ASSISTANT III 1.00 1.00 1.00 1.00
 SENIOR NETWORK ENGINEER 1.00 1.00
 UTILITY SYSTEM WORKER II 3.00 2.00 2.00 3.00
 UTILITY SYSTEM WORKER III 6.00 6.00 6.00 5.00
 WATER DISTRIBUTION GENERAL MANAGER 1.00 1.00
 WATER PLANT OPERATOR 3.00 4.00 4.00 4.00
 WATER PLANT OPS GENERAL MANAGER 1.00 1.00
 WATER SYSTEM GENERAL MANAGER 1.00 1.00
  623 - STORMWATER UTILITY 25.00 26.00 26.00 25.00
 62330 - STORMWATER 25.00 26.00 26.00 25.00
 6233010 - STORMWATER ADMINISTRATION 5.00 5.00 5.00 5.00
 ENGINEER 2.00 2.00
 ENGINEER I 1.00 1.00
 ENGINEER II 2.00 2.00
 ENGINEER IN TRAINING 1.00 1.00
 ENGINEERING TECHNICIAN I 1.00 1.00 1.00 1.00
 OFFICE ASSISTANT III 1.00 1.00 1.00 1.00
 Page 168 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 6233064 - STORMWATER MAINTENANCE 16.00 17.00 17.00 16.00
 EQUIPMENT OPERATOR 7.00 7.00 5.00 3.00
 FIELD OPERATIONS SUPERVISOR 1.00
 INFRASTRUCTURE SUPPORT MANAGER 1.00 1.00
 INSPECTION & VERIFICATION OPERATOR 1.00 1.00 1.00 1.00
 MANAGER INFRASTRUCTURE 1.00
 SENIOR EQUIPMENT OPERATOR 7.00 8.00 9.00 10.00
 SENIOR INFRASTRUCTURE MANAGER 1.00 1.00
 6233065 - STORMWATER FIELD SERVIES 4.00 4.00 4.00 4.00
 ENVIRONMENTAL TECHNICIAN I 1.00 1.00 1.00 1.00
 EROSION CONTROL INSPECTOR I 1.00 1.00 1.00
 EROSION CONTROL INSPECTOR II 1.00
 HORTICULTURIST 1.00 1.00 1.00 1.00
 INFRASTRUCTURE SUPPORT MANAGER 1.00 1.00
 MANAGER INFRASTRUCTURE 1.00 1.00
  625 - WASTEWATER FUND 77.00 76.00 76.00 76.00
 62530 - WASTEWATER 77.00 76.00 76.00 76.00
 6253010 - WASTEWATER ADMINISTRATION 3.00 3.00 3.00 3.00
 ADMINISTRATIVE OFFICER II 1.00 1.00
 ENGINEER 1.00
 ENGINEER III 1.00 1.00
 MANAGER UTILITY BUSINESS SERVICES 1.00 1.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 SENIOR ENGINEER 1.00
 6253067 - WASTEWATER MAINTENANCE 17.00 17.00 17.00 17.00
 ELECT & INST MECH-E&I 1.00 1.00 1.00
 ELECTRICIAN 2.00 3.00 2.00 2.00
 INFRASTRUCTURE SUPPORT MANAGER 1.00 1.00
 MAINTENANCE MECHANIC 11.00 11.00 11.00 11.00
 MANAGER INFRASTRUCTURE 2.00 2.00
 SENIOR MAINTENANCE MECHANIC 1.00 1.00 1.00 1.00
 SUPERVISOR III 1.00 1.00
 6253068 - WASTEWATER LAB 4.00 4.00 4.00 4.00
 BIOLOGIST 2.00 2.00 1.00 1.00
 ENVIRONMENTAL TECHNICIAN II 1.00 1.00
 MANAGER LABORATORY OPERATIONS 1.00 1.00 1.00 1.00
 SENIOR BIOLOGIST 1.00 1.00
 SENIOR ENVIRONMENTAL TECHNICIAN 1.00 1.00
 6253069 - WASTEWATER OPERATIONS 25.00 23.00 23.00 23.00
 EQUIPMENT OPERATOR 2.00 1.00 2.00 2.00
 Page 169 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 INFRASTRUCTURE SUPPORT MANAGER 2.00 2.00
 MANAGER INFRASTRUCTURE 3.00 3.00
 MANAGER WATER POLLUTION CONTROL 1.00 1.00
 NETWORK ENGINEER III 1.00
 SENIOR EQUIPMENT OPERATOR 2.00 2.00 1.00 1.00
 SENIOR WASTEWATER TREATMENT FACILITY OPERATOR 8.00 6.00 6.00 7.00
 SUPERVISOR III 1.00 1.00
 WASTEWATER TREATMENT FACILITY OPERATOR I 6.00 8.00 8.00 8.00
 WASTEWATER TREATMENT FACILITY OPERATOR II 2.00 2.00 2.00 1.00
 WPC GENERAL MANAGER 1.00 1.00
 6253069 - WPC SCADA 1.00 1.00 2.00
 NETWORK ENGINEER III 1.00
 SENIOR NETWORK ENGINEER 1.00 1.00
 SYSTEM DEVELOPER II 1.00
 6253072 - WPC COUNTY CONTRACTS 2.00 2.00 2.00 2.00
 SENIOR WASTEWATER TREATMENT FACILITY OPERATOR 2.00 1.00 1.00 1.00
 WASTEWATER TREATMENT FACILITY OPERATOR I 1.00 1.00
 WPC WASTEWATER TREATMENT FACILITY OPERATOR II 1.00
 6253074 - UTILITIES & TRANSP ADM 17.00 17.00 17.00 18.00
 EQUIPMENT OPERATOR 4.00 2.00 3.00 5.00
 INFRASTRUCTURE SUPPORT MANAGER 2.00 2.00
 INSPECTION & VERIFICATION OPERATOR 2.00 2.00 2.00 2.00
 MANAGER INFRASTRUCTURE 2.00 1.00
 MANAGER WATER POLLUTION CONTROL 1.00 1.00
 SENIOR EQUIPMENT OPERATOR 8.00 10.00 9.00 8.00
 SENIOR INFRASTRUCTURE MANAGER 1.00
 WPC GENERAL MANAGER 1.00 1.00
 6253080 - UTILITIES & TRANSP ADM 9.00 9.00 9.00 7.00
 ADMINISTRATIVE OFFICER 1.00 1.00
 ADMINISTRATIVE OFFICER II 1.00 1.00
 BUSINESS SERVICE MANAGER 1.00 1.00
 DEPUTY UTILITY DIRECTOR 4.00 4.00 4.00 3.00
 MANAGEMENT ANALYST 1.00
 MANAGER BUSINESS 1.00 1.00
 MANAGER COMMUNITY EDUCATION 1.00 1.00
 PROGRAM COORDINATOR 1.00 1.00 1.00
 PUBLIC RELATIONS SPECIALIST 1.00
 UTILITIES DIRECTOR 1.00 1.00 1.00 1.00
  641 - WORKERS COMP SELF INS 2.00 2.00 2.00 2.25
 64150 - RISK FUNDS 2.00 2.00 2.00 2.25
 Page 170 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 6415020 - WORKERS COMPENSATION 2.00 2.00 2.00 2.25
 DIRECTOR OF HUMAN RESOURCES 0.25
 HUMAN RESOURCES ASSISTANT 1.00 1.00
 HUMAN RESOURCES SPECIALIST 1.00
 MANAGER HUMAN RESOURCES 1.00 1.00 1.00
 SENIOR HUMAN RESOURCES MANAGER 1.00
 SENIOR HUMAN RESOURCES SPECIALIST 1.00
  642 - GROUP HEALTH INSURANCE 1.00 2.00 2.00 2.25
 64252 - RISK FUNDS 1.00 2.00 2.00 2.25
 6425250 - GROUP HEALTH INSURANCE 1.00 2.00 2.00 2.25
 DIRECTOR OF HUMAN RESOURCES 0.25
 HUMAN RESOURCES SPECIALIST 1.00
 MANAGER HUMAN RESOURCES 0.50 0.50 0.50
 SENIOR HUMAN RESOURCES MANAGER 0.50
 SENIOR HUMAN RESOURCES SPECIALIST 0.50 0.50 0.50 0.50
 WELLNESS COORDINATOR 1.00 1.00
  700 - HUD GRANTS 10.00 10.00 12.50 10.90
 70002 - HUD COMM ENG Grants 2.00
 7000215 - HUD COMM ENG Grants 2.00
 PROGRAM COORDINATOR 1.00
 SENIOR PROGRAM COORDINATOR 1.00
 70071 - HND GRANTS 10.00 10.00 10.50 10.90
 7007171 - NR HOUSING SERVICES 10.00 10.00 10.50 10.90
 ACCOUNTANT 1.00
 ACCOUNTANT II 1.00
 DIV DIRC HOUSING SERVICES 1.00 1.00 1.00 1.00
 GRANTS ADMINISTRATOR 1.00
 MANAGER BUSINESS 1.00
 OFFICE ASSISTANT I 1.00 1.00
 OFFICE SPECIALIST 2.00 1.00 1.00
 OFFICE SPECIALIST II 1.00
 PROGRAM COORDINATOR 1.00 2.00 2.00 3.00
 REHABILITATION SPECIALIST I 3.00 3.00 4.00 4.00
 SENIOR PROGRAM ADMINISTRATOR 1.50 1.50
 SENIOR PROGRAM COORDINATOR 1.00 0.40
  710 - OTHER GRANTS 3.90 6.00 4.00 5.00
 71025 - OTHER GRANTS 1.00 1.00 1.00 1.00
 7102571 - LAW ENFORCEMENT GRANTS 1.00 1.00 1.00 1.00
 OFFICE SPECIALIST 1.00 1.00 1.00 1.00
 71060 - OTHER GRANTS 1.90 2.00 2.00 2.00
 Page 171 - 7/30


Row Labels FY 22 Budgeted FTEs FY 23 Budgeted FTEs FY 24 Budgeted FTEs FY 25 Budgeted FTEs
 7106071 - PLANNING GRANTS 1.90 2.00 2.00 2.00
 ADMINISTRATIVE OFFICER 0.10
 DIRECTOR OF PLANNING DEVEL SVS & HOUSING 0.20
 PLANNER II 0.80 1.00 1.00 1.00
 PLANNER III 0.80 1.00
 SENIOR PLANNER 1.00 1.00
 71071 - OTHER GRANTS 1.00 3.00 1.00 2.00
 7107171 - HND STATE GRANTS 1.00 3.00 1.00 2.00
 PROGRAM COORDINATOR 2.00 1.00 2.00
 SENIOR PROGRAM ADMINISTRATOR 1.00 1.00
  (blank)
Grand Total 1146.00 1162.00 1187.00 1188.00
 Page 172 - 7/30


Row Labels 7/22/2024 Vacancy Total
 101 - GENERAL 81.00
 10101 - CITY COUNCIL 1.00
 1010110 - CITY COUNCIL 1.00
 SENIOR EXECUTIVE ASSISTANT 1.00
 10102 - CITY MANAGER 3.00
 1010210 - CITY MANAGER 2.00
 DEPUTY CITY MANAGER 1.00
 PRODUCTION SPECIALIST 1.00
 1010215 - DEI Office 1.00
 CHIEF DIVERSITY EQUITY & INCLUSION OFFICER 1.00
 10103 - CITY ATTORNEY 1.00
 1010310 - GENERAL GOVERNMENT & CRIMINAL PROSECUTION 1.00
 ASSISTANT ATTORNEY 1.00
 10104 - FINANCIAL SERVICES 5.00
 1010410 - CENTRAL ACCOUNTING & CASH 5.00
 ADMINISTRATIVE OFFICER 1.00
 CHIEF FINANCIAL OFFICER 1.00
 DEPUTY DIRECTOR OF FINANCE 1.00
 GRADUATE FELLOW 1.00
 MANAGEMENT ANALYST 1.00
 10105 - MUNICIPAL COURT 7.00
 1010510 - MC JUDICIAL 7.00
 COURT CLERK I 1.00
 COURT CLERK II 4.00
 PROBATION OFFICER I 1.00
 PROBATION OFFICER II 1.00
 10106 - HUMAN RESOURCES 1.00
 1010610 - HUMAN RESOURCES 1.00
 HUMAN RESOURCES ASSISTANT 1.00
 10120 - FIRE DEPARTMENT 5.00
 1012010 - FIRE ADMINISTRATION & BUSINESS SERVICES 1.00
 DIVISION CHIEF FIRE - ADMINISTRATION 1.00
 Page 173 - 7/30


Row Labels 7/22/2024 Vacancy Total
 1012017 - FIRE OPERATIONS 4.00
 ADVANCED FIREFIGHTER 4.00
 10125 - POLICE DEPARTMENT 40.00
 1012510 - POLICE EXECUTIVE BUREAU 1.00
 POLICE CHIEF 1.00
 1012512 - POLICE CRIMINAL INVESTIGATIONS BUREAU 2.00
 POLICE DETECTIVE 1.00
 POLICE MAJOR 1.00
 1012513 - POLICE FIELD OPERATIONS BUREAU 23.00
 POLICE OFFICER 18.00
 POLICE OFFICER IN TRAINING 5.00
 1012514 - POLICE COMMUNITY OUTREACH BUREAU 14.00
 ANIMAL CONTROL OFFICER 2.00
 ANIMAL CONTROL SUPERVISOR 1.00
 INVENTORY SPECIALIST 1.00
 POLICE OFFICER 6.00
 POLICE RECORDS CLERK 4.00
 10130 - PUBLIC WORKS 8.00
 1013019 - PUBLIC WORKS ENGINEERING 6.00
 ACCOUNTING SPECIALIST 1.00
 CITY ENGINEER 1.00
 ENGINEERING TECHNICIAN I 1.00
 MANAGEMENT ANALYST 1.00
 SENIOR ENGINEERING TECHNICIAN 1.00
 TRAFFIC ENGINEER 1.00
 1013020 - TRANS OPERATIONS 2.00
 EQUIPMENT OPERATOR I 2.00
 10150 - TOPEKA ZOOLOGICAL PARK 3.00
 1015020 - ZOO ANIMAL CARE 2.00
 MANAGER ZOO OPERATIONS 1.00
 ZOO KEEPER 1.00
 1015030 - ZOO EDUCATION & CONSERVATION 1.00
 Page 174 - 7/30


Row Labels 7/22/2024 Vacancy Total
 ZOO VETERINARIAN 1.00
 10160 - PLANNING DEPARTMENT 4.00
 1016010 - PLANNING DEPARTMENT 1.00
 DEPUTY DIRECTOR OF ECONOMIC DEVELOPMENT 1.00
 1016015 - PLANNING - DEVELOPMENT SERVICES 3.00
 ADMINISTRATIVE OFFICER 1.00
 PLAN REVIEWER 1.00
 TRADE INSPECTOR 1.00
 10170 - NEIGHBORHOOD RELATIONS 3.00
 1017015 - NR PROPERTY MAINTENANCE 3.00
 HOUSING NAVIGATOR 1.00
 PROPERTY MAINT INSPECTOR I 1.00
 PROPERTY MAINT INSPECTOR II 1.00
 291 - SPECIAL STREET REPAIR 10.00
 29130 - TRANS OPERATIONS 10.00
 2913020 - TRANS OPERATIONS 10.00
 MAINTENANCE WORKER II 2.00
 STREET MAINTENANCE WORKER 1.00
 STREET MAINTENANCE WORKER TRAINEE 7.00
 613 - INFORMATION TECHNOLOGY 3.00
 61312 - INFORMATION TECHNOLOGY 2.00
 6131259 - IT DEPARTMENT OVERHEAD 2.00
 SENIOR SYSTEM DEVELOPER 2.00
 61330 - INFORMATION TECHNOLOGY 1.00
 6133010 - IT DEPARTMENT OVERHEAD 1.00
 BUSINESS SYSTEMS ANALYST 1.00
 614 - FLEET MANAGEMENT 1.00
 61404 - FLEET MANAGEMENT 1.00
 6140459 - FLEET SERV ADMN/LD SHOP 1.00
 MASTER MECHANIC 1.00
 615 - FACILITIES OPERATIONS 4.00
 61530 - FACILITIES OPERATIONS 4.00
 Page 173 - 7/28


Row Labels 7/22/2024 Vacancy Total
 6153070 - FACILITIES OPERATIONS 4.00
 MAINTENANCE WORKER II 1.00
 MAINTENANCE WORKER III 1.00
 PLUMBER 1.00
 PREVENTATIVE MAINTENANCE TECHNICIAN 1.00
 621 - WATER UTILITY 16.00
 62130 - WATER UTILITY 16.00
 6213010 - WATER ADMINISTRATION 2.00
 ENGINEER 1.00
 ENGINEERING TECHNICIAN I 1.00
 6213061 - WA MAINTENANCE 6.00
 FOREPERSON 2.00
 LEADPERSON 3.00
 MANAGER INFRASTRUCTURE 1.00
 6213064 - WA OPERATIONS 8.00
 LEADPERSON 1.00
 MANAGER INFRASTRUCTURE 1.00
 OFFICE ASSISTANT III 1.00
 SENIOR NETWORK ENGINEER 1.00
 UTILITY SYSTEM WORKER II 1.00
 UTILITY SYSTEM WORKER III 1.00
 WATER PLANT OPERATOR 2.00
 623 - STORMWATER UTILITY 4.00
 62330 - STORMWATER 4.00
 6233010 - STORMWATER ADMINISTRATION 2.00
 ENGINEER 1.00
 ENGINEER IN TRAINING 1.00
 6233064 - STORMWATER MAINTENANCE 2.00
 EQUIPMENT OPERATOR 1.00
 SENIOR INFRASTRUCTURE MANAGER 1.00
 625 - WASTEWATER FUND 11.00
 62530 - WASTEWATER 11.00
 Page 174 - 7/28


Row Labels 7/22/2024 Vacancy Total
 6253067 - WASTEWATER MAINTENANCE 3.00
 MAINTENANCE MECHANIC 3.00
 6253069 - WASTEWATER OPERATIONS 3.00
 MANAGER INFRASTRUCTURE 1.00
 WASTEWATER TREATMENT FACILITY OPERATOR I 2.00
 6253069 - WPC SCADA 1.00
 SYSTEM DEVELOPER II 1.00
 6253074 - UTILITIES & TRANSP ADM 2.00
 EQUIPMENT OPERATOR 2.00
 6253080 - UTILITIES & TRANSP ADM 2.00
 DEPUTY UTILITY DIRECTOR 2.00
 710 - OTHER GRANTS 1.00
 71060 - OTHER GRANTS 1.00
 7106071 - PLANNING GRANTS 1.00
 PLANNER II 1.00
 (blank)
Grand Total 131.00
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 September 3, 2024


DATE: September 3, 2024
CONTACT PERSON: DOCUMENT #:
SECOND PARTY/SUBJECT: Public Comment PROJECT #:
 Protocol
CATEGORY/SUBCATEGORY
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:
PUBLIC COMMENT PROTOCOL
VOTING REQUIREMENTS:
POLICY ISSUE:
STAFF RECOMMENDATION:
BACKGROUND:
Governing Body Rule 5.5

(c) Public Comment on a specific agenda item: Comments from members of the public concerning a
specific agenda item will be heard at the time the item is considered. Persons will be limited to addressing the
governing body one (1) time on a particular matter unless otherwise allowed by a vote of six (6) or more members
of the governing body.

(d) General public comment: Requests by members of the public to speak during the public comment portion
of a regular governing body meeting will be placed on the agenda on a "first-come, first-served" basis. The
request should state the name of the individual(s) desiring to be heard. Each such individual shall be limited to
addressing the governing body one (1) time and his or her comments shall be limited to topics directly relevant to
business of the governing body; provided however, that comments pertaining to personnel and litigation matters
shall not be allowed.

Procedures for Addressing the Governing Body
In accordance with Governing Body Rules 5.6 and 5.7, the following protocols for public comment apply:
 Each person shall state his or her name and city of residence in an audible tone for the record.
 All remarks shall be addressed to the Governing Body as a whole -- not to any individual member.
 In order to provide additional time for as many individuals as possible to address the Governing Body, each
 individual signed up to speak will need to complete his or her comments within four minutes.

The following behavior will not be tolerated from any speaker:

 Uttering fighting words
 Slander
 Speeches invasive of the privacy of individuals (no mention of names) Unreasonably Loud Speech
 Repetitious Speech or Debate
 Speeches so disruptive of proceedings that the legislative process is substantially interrupted

Any speaker who engages in this type of behavior will be warned once by the presiding office (Mayor). If the
behavior continues, the speaker will be ordered to cease his or her behavior. If the speaker persists in interfering
with the ability of the Governing Body to carry out its function, he or she will be removed from the City Council
Chambers or Zoom meeting room.

Members of the public, Governing Body and staff are expected to treat one another with respect at all times.
Zoom Meeting Protocol

 Make sure your Zoom name, email and/or phone number matches what was submitted to the City Clerk
 when you signed up for public comment. Any misnamed or unauthorized users will not be admitted to
 Zoom.
 Please keep your mic muted and your camera off until you are called by the Mayor to give your comment.
 If you are cut off during your comment time due to an internet connection or technical issue, you will need
 to submit your comments in writing to the City Clerk atcclerk@topeka.orgor 215 SE 7thStreet, Room 166,
 Topeka, KS 66603 for attachment to the minutes.
 If you break any of the public comment rules, you will receive one warning from the Mayor. If you continue
 any prohibited behavior, you will be removed from the Zoom meeting room and will not be allowed to rejoin.
 Public comment is limited to four minutes. You may receive an extension at the discretion of the Governing
 Body. The timer will be visible to you in the ‘City of Topeka Admin’ window on the Zoom app. Call-in users
 will hear one beep when a minute is remaining and then another beep when time has expired.
 Please do not share the Zoom login information with anyone. Any unauthorized users will not be admitted to
 the Zoom meeting room.
BUDGETARY IMPACT:
SOURCE OF FUNDING:

Governing Body Minutes – September 3, 2024

 CYRUS K. HOLLIDAY BUILDING, Topeka, Kansas, Tuesday, September 3, 2024. The

 Governing Body members of the City of Topeka met in regular session at 6:00 P.M. with the

 following Councilmembers present: Councilmembers Hiller, Valdivia-Alcala, Ortiz, Banks, Kell,

 Duncan, Dobler, Miller and Hoferer -9. Mayor Padilla presided -1.

 Public comment for the meeting was available via Zoom or in-person. Individuals were

 required to contact the City Clerk's Office at 785-368-3940 or via email at cclerk@topeka.org by

 no later than 5:00 p.m. on September 3, 2024, after which the City Clerk's Office provided the

 Zoom link information and protocols prior to the meeting start time. Written public comment

 was also considered to the extent it was personally submitted at the meeting or to the City Clerk's

 Office located at 215 SE 7th Street, Room 012B, Topeka, Kansas, 66603 or via email at

 cclerk@topeka.org on or before September 3, 2024, for attachment to the meeting minutes.

 AFTER THE MEETING WAS CALLED TO ORDER, Councilmember Kell provided the

 invocation.

 THE PLEDGE OF ALLEGIANCE was recited by meeting participants.

 CONSENT AGENDA was presented as follows:

 ORDINANCE NO. 20516 introduced by Councilmember Karen Hiller designating a

portion of the Crosby Place Parking Garage as temporarily exempt from the provisions of K.S.A.

41-719(d) and TMC 9.15.020(e), was presented. (Council District No. 1)

 APPROVAL of Public Works Engineering Contract No. 52360 between the City of Topeka

and SBB Engineering LLC, in an amount not to exceed $229,400 to perform engineering design

and construction documents for the Holliday Park DREAMS Neighborhood Project, was

presented.

 09-03-24
 214
 APPROVAL of Professional Services Contract No. 52370 exceeding $50,000 between the

City and Fisher, Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter

(Dorsey), was presented.

 APPROVAL of a Professional Services Contract No. 52369 exceeding $50,000 between the

City and Fisher, Patterson, Sayler & Smith, L.L.P., to represent the City in a civil lawsuit matter

(Hack), was presented.

 MINUTES of the regular meeting of August 20, 2024; and the special meeting of August

27, 2024, were presented.

 APPROVAL of a Cereal Malt Beverage license application for Olive Bodega, LLC located

at 935 S. Kansas Avenue, Topeka, Kansas, was presented.

 Councilmember Miller moved to approve the consent agenda. The motion seconded by

Councilmember Kell carried unanimously on roll call vote. (10-0-0)

 RESOLUTION No. 9580 introduced by Public Infrastructure Committee comprised of

Councilmembers Sylvia Ortiz, David Banks and Neil Dobler recommending approval of Project

No. 501105.05 for storm sewer improvement along NW Reo Street, west of Topeka Boulevard,

was presented. (Public Infrastructure Committee recommended approval on August 22, 2024 by a

vote of 2-0-0.)

 Sylvia Davis, Utilities Director, reported approval of a total project budget of $625,000

would be used for storm sewer system improvements along NW Reo Street, west of Topeka

Boulevard. She stated the Public Infrastructure Committee recommended approval on August 22,

2024.



 09-03-24
 215
 Councilmember Banks moved to approve the resolution. The motion seconded by

Councilmember Miller carried unanimously on roll call vote. (10-0-0)

 DISCUSSION on the 2025 City of Topeka Operating Budget was presented.

 Dr. Robert M. Perez, City Manager, stated this would be final discussion before the public

hearing was conducted on September 10, 2024, and requested amendments be brought forth at this

time for discussion by the Governing Body.

 Councilmember Ducan asked if the budget had to be adopted at the September 10, 2024,

Governing Body meeting.

 Josh McAnarney, Budget Manager, reported the Revenue Neutral Rate and the Budget

public hearings must be held 10 days in advance of the September 20, 2024, deadline as well as the

budget must be adopted by this same date.

 Councilmember Hiller shared her thoughts on potential proposals and asked for feedback

from the Governing Body. She expressed concern with the anticipated General Fund deficit and

stated she believes the budget shortfall was closer to $20 million instead of $11.6 million. She

referenced full-time equivalent positions that have been migrated out of the General Fund budget

and into various other funds to ease the 2025 budget deficit and noted, the temporary funded

positions will need to be moved back into the General Fund in 2026 and 2027. She referenced the

$3.1 million vacancy credit challenge for 2025; moving $2.3 million of FIRM funding from cash

to bonding; and the transfer of $500,000 from the Engineering Fund to the General Fund - all items

being used to help balance the 2025 budget shortfall. She provided examples of how a slight mill

increase would impact property owners and suggested the Governing Body considered

discontinuing the City of Topeka Property Tax Rebate program. She also commented on concerns

expressed by citizens related to funding Hotel Topeka. She made the following statements:

 09-03-24
 216
 • Use $9 million of reserve funds to assist with the budget shortfall and keep the remaining
 balance for necessary projects.
 • The need to figure out how to address the additional budget shortfalls she has mentioned
 to balance the 2025 budget.
 • Delay 2025 salary increases until revenue is determined.
 • Cut $2 million of current executive management and high-level vacant positions.
 • Fill engineering positions to address staffing issues in the long-term.
 • Create a strategy to address the homeless issue in the long-term because it currently is a
 dead-end expense costing the City approximately $500,000 in 2025.
 • Eliminate unnecessary overtime for employees.
 • Reduce training budgets by approximately $200,000 across all departments.

 Councilmember Banks stated he needs a full understanding of the City’s actual debt so he

can suggest fiscally responsible cuts to the overall budget. He suggested they consider delaying the

hiring of contracted employees to realize potential budget savings in 2025.

 Councilmember Duncan stated he understands the need to consider future year budgets;

however, they need to find solutions for the 2025 budget. He stated he would prefer to adopt the

budget on September 17, 2024, to allow time for the Governing Body to consider input received at

the public hearing. He requested Staff research the savings that may be associated with leasing

fleet vehicles. He referenced the potential need for a gradual mill levy increase; however, an effort

needs to be made by the Governing Body to make substantial budget cuts before using Reserve

funds to offset the 2025 budget. He stated it was time to approach Shawnee County for financial

support for homeless strategies at the local level as well as support for property tax changes and

other items at the State level. He spoke to the importance of making a policy decision regarding

the EMS program; and monitoring project scopes closely over the next couple of years as it relates

to the City’s debt load and how it effects the General Fund. He spoke to the importance of

preserving the infrastructure already in place before moving forward with new projects that may

not be necessary.


 09-03-24
 217
 Councilmember Kell spoke to the importance of providing competitive wages for employees.

He referenced the 2-mill reduction in 2024, and reminded citizens that the Governing Body would

always be as conservative as possible if they need to raise the mill levy for infrastructure projects

specifically as it relates to much needed deferred maintenance items. He spoke to the importance

of sustaining the city.

 Councilmember Dobler stated he concurs with Councilmember Duncan and would prefer

voting on the budget on September 17, 2024 as well as the need to make a policy decision on the

City’s EMS program. He stated he understands the importance of trying to project out year

budgets; however, there are so many factors that could change before that time that he would

prefer to concentrate on the 2025 budget. He spoke in opposition of a mill levy increase in 2025

and believes the budget could exist with a flat mill levy and $1.4 million in budget cuts. He

referenced the Utilities PILOT (Payment in Lue of Taxes) program paying $7.4 million in 2022

and $5.2 in 2023 to the General Fund and suggested a modest increase ranging from $500,000 to

$1 million to the PILOT program in 2025, as well as a similar modest increase to Administrative

Fees paid to the General Fund in 2025. He spoke to the importance of giving City Manager Perez

and his staff the latitude to make sound financial decisions regarding employees and programs.

 Councilmember Valdivia-Alcala stated she concurs with Councilmembers Dobler and

Duncan. She questioned the need for a mill levy increase and noted citizens are being pulled in

many directions as it relates to their finances. She stated they do need to review projects closely

and make sound financial decisions accordingly. She suggested that overtime be reviewed closely

as well as efficiencies in top heavy departments. She spoke to the importance of filling as many

full-time equivalent positions as possible. She stated she believes Councilmember Hiller’s

statement regarding a $20 million deficient instead of $11.6 million was confusing to citizens. She

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expressed her confidence in the City Manager for making sound budget decisions and thanked

Budget Manger Josh McAnarney for his help in answering budget questions from the Governing

Body.

 Councilmember Miller requested a joint meeting with Shawnee County to discuss the issues

raised by Councilmember Duncan. He spoke to the general misunderstanding of the services

provided by municipal government and the ramifications of cutting those services and employees.

He spoke in support of approving the budget on September 17, 2024.

 Councilmember Duncan stated he believes five of the top seven area employers do not pay

property taxes and he would be interested in knowing which companies participate in the PILOT

program voluntarily and those that do not.

 Nicole Malott, Deputy Utilities Director, reported the reduction in the PILOT Program from

2022 to 2023 was to offset what Utilities was paying in debt service for the Polk-Quincy Viaduct

Project.

 Mayor Padilla thanked Governing Body members for their input and reminded citizens the

Governing Body take these types of decisions seriously as resources are limited and must be used

wisely. He thanked Staff for their assistance with the process.

 PUBLIC COMMENT was submitted by Joseph Ledbetter (Attachment A) and provided by

the following individuals:

 Henry McClure stated he concurs with Councilmember Miller and believes Shawnee

County and the City of Topeka should work together on the tough issues. He referenced the Joint

Economic Development Organization (JEDO) Board (City and County) and its purpose as it

relates to economic development. He referenced Lauren’s Bay Subdivision and the loss of property

tax revenue and the need to build affordable housing and utilize the infrastructure that is already in

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place. He stated he looks forward to working with the City as the next Shawnee County

Commissioner. He expressed his disappointment with the City not taking the lead of Shawnee

County as it relates to handling Hotel Topeka.

 Lazone Grays referenced an email he sent to the Governing Body on August 7, 2024 and

distributed a handout concerning the Infrastructure Investment and Jobs Act (IIJA) Bill Grants. He

spoke to the importance of building the workforce and job training i.e. human infrastructure and

creating an equitable workforce development for infrastructure jobs framework on behalf of the

City of Topeka.

 ANNOUNCEMENTS BY THE CITY MANAGER, MAYOR AND MEMBERS OF THE

COUNCIL;

 Brenda Younger, City Clerk, provided an overview of the September 10, 2024, Governing

Body Meeting agenda.

 Dr. Robert M. Perez, City Manager, provided an update on the August 14, 2024 storm

debris clean up by the city.

 Councilmember Kell urged citizens to celebrate sports responsibly. He also recognized

September as National Suicide Awareness Month.

 Following a 10-minute recess, Mayor Padilla moved to recess into executive session for a

time period not to exceed 20 minutes to discuss the acquisition of real property at the upcoming tax

sale for various purposes as justified by K.S.A. 75-4319(b)(6). The open meeting will resume in

this room in the Cyrus K. Holliday Building First Floor Conference Room. The following staff will

be necessary to assist the Governing Body in its deliberations: City Manager Perez and any other

staff he deems necessary. The motion was seconded by Councilmember Banks.



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 Mayor Padilla asked all those in favor of recessing into executive session to indicate so by

verbally by saying “yea” and those opposing to indicate so verbally by saying “no.” The motion

carried unanimously on voice vote. Councilmember Ortiz voted “no.” (9-1-0)

 At the conclusion of the executive session, the meeting reconvened into open session and

Mayor Padilla announced no action was taken during the executive session.

 NO FURTHER BUSINESS appearing the meeting adjourned at 7:48 p.m.



 (SEAL)
 Brenda Younger City Clerk




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ATTACHMENT A