Governing Body — Topeka, KS
Date: 2024-08-27

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




 Governing Body Agenda
 August 27, 2024
 6:00 PM

 SPECIAL MEETING

 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:
PLEDGE OF ALLEGIANCE:
1. ROLL CALL:
2. PRESENTATIONS:
 Update of Storm Debris Clean Up
3. 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.)

4. 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.)
5. ADJOURNMENT:
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 August 27, 2024


DATE: August 27, 2024
CONTACT PERSON: Braxton Copley, DOCUMENT #:
 Assistant City Manager
SECOND PARTY/SUBJECT: Storm Debris Update PROJECT #:
CATEGORY/SUBCATEGORY
CIP PROJECT: No
ACTION OF COUNCIL: JOURNAL #:
 PAGE #:

DOCUMENT DESCRIPTION:
 Update of Storm Debris Clean Up
VOTING REQUIREMENTS:
POLICY ISSUE:
STAFF RECOMMENDATION:
BACKGROUND:
BUDGETARY IMPACT:
SOURCE OF FUNDING:

ATTACHMENTS:
Description
Update of Storm Debris Clean Up Presentation
 Update of Storm
 Debris Clean Up
Braxton Copley, Assistant City Manager
Topeka Pass Map Recovery Progress 2024 2
Topeka Pass Map Recovery Progress 2024 3



 POTWIN
Topeka Pass Map Recovery Progress 2024 4




 NORTH
 TOPEKA
Topeka Pass Map Recovery Progress 2024 5

 OAKLAND
Storm Debris Clean Up Cost Estimates 6
Storm Debris Clean Up Cost Estimates 7
Storm Debris Clean Up 8




 Questions?
 City of Topeka
 Council Action Form
 Council Chambers
 214 SE 8th Street
 Topeka, Kansas 66603
 www.topeka.org
 August 27, 2024


DATE: August 27, 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; 08-20-24;
 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
August 27, 2024 GB Meeting Presentation (Revised August 26, 2024)
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)
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
 Page 2 - 7/30




GOVERNMENT FINANCE OFFICERS ASSOCIATION


 Distinguished
 Budget Presentation
 Award
 PRESENTED TO



 City of Topeka
 Kansas

 For the Fiscal Year Beginning

 January 01, 2024




 Executive Director
 Page 3 - 7/30
 Power BI Desktop



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
Page 4 - 7/30
 Page 5 - 7/30
 Power BI Desktop


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.
 Page 6 - 7/30
 Power BI Desktop


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
Page 7 - 7/30
 Page 8 - 7/30
 Power BI Desktop


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.
 Page 9 - 7/30
 Power BI Desktop


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)
 Page 10 - 7/30
 Power BI Desktop


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.
 Page 11 - 7/30
 Power BI Desktop


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
 Page 12 - 7/30


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
 Page 13 - 7/30


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
 Page 14 - 7/30




FINANCIAL
SUMMARY
 Page 15 - 7/30
 Power BI Desktop


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.
 Page 16 - 7/30
 Power BI Desktop


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.
 Page 17 - 7/30
 Power BI Desktop


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)
 Page 18 - 7/30
 Power BI Desktop


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
 Power BI Desktop


 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)
 Page 20 - 7/30
 Power BI Desktop


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
 Power BI Desktop


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
 Power BI Desktop


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
 Page 25 - 7/30
 Power BI Desktop


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
 Page 32 - 7/30
 Power BI Desktop


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
 Page 33 - 7/30
 Power BI Desktop


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.
 Page 34 - 7/30
 Power BI Desktop


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%
 Page 35 - 7/30
 Power BI Desktop


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
 Page 36 - 7/30




DEPARTMENTS
 Page 37 - 7/30
 Power BI Desktop


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)
 Page 38 - 7/30
Power BI Desktop
 Page 39 - 7/30
 Power BI Desktop


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
 Page 40 - 7/30
 Power BI Desktop


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.
 Page 41 - 7/30
 Power BI Desktop


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
 Page 42 - 7/30
Power BI Desktop
 Page 43 - 7/30
 Power BI Desktop


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)
 Page 44 - 7/30
 Power BI Desktop


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
 Page 45 - 7/30
Power BI Desktop
 Page 46 - 7/30
 Power BI Desktop


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)
 Page 47 - 7/30
 Power BI Desktop


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
 Page 48 - 7/30
Power BI Desktop
 Page 49 - 7/30
 Power BI Desktop


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)
 Page 50 - 7/30
 Power BI Desktop


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
 Page 51 - 7/30
Power BI Desktop
 Page 52 - 7/30
 Power BI Desktop


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
 Page 53 - 7/30
 Power BI Desktop


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
 Page 54 - 7/30
 Power BI Desktop


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
 Page 55 - 7/30
 Power BI Desktop


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)
 Page 56 - 7/30
 Power BI Desktop


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
 Page 57 - 7/30
Power BI Desktop
 Page 58 - 7/30
 Power BI Desktop


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)
 Page 59 - 7/30
 Power BI Desktop


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
 Page 60 - 7/30
 Power BI Desktop


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
 Page 61 - 7/30
 Power BI Desktop


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)
 Page 62 - 7/30
Power BI Desktop
 Page 63 - 7/30
 Power BI Desktop


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)
 Page 64 - 7/30
 Power BI Desktop


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
 Page 65 - 7/30
Power BI Desktop
 Page 66 - 7/30
 Power BI Desktop


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.
 Page 67 - 7/30
 Power BI Desktop


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
 Page 68 - 7/30
 Power BI Desktop


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
 Page 69 - 7/30
Power BI Desktop
 Page 70 - 7/30
 Power BI Desktop


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
 Page 71 - 7/30
 Power BI Desktop


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
 Page 72 - 7/30
 Power BI Desktop


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
 Page 73 - 7/30
Power BI Desktop
 Page 74 - 7/30
 Power BI Desktop


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)
 Page 75 - 7/30
 Power BI Desktop


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
 Page 76 - 7/30
 Power BI Desktop


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
 Page 77 - 7/30
 Power BI Desktop


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
 Page 78 - 7/30
Power BI Desktop
 Page 79 - 7/30
 Power BI Desktop


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)
 Page 80 - 7/30
 Power BI Desktop


 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
 Page 81 - 7/30
 Power BI Desktop


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
 Page 82 - 7/30
 Power BI Desktop


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
 Page 83 - 7/30
 Power BI Desktop


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)
 Page 84 - 7/30
 Power BI Desktop


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
 Page 85 - 7/30
 Power BI Desktop


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
 Page 86 - 7/30
 Power BI Desktop


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
 Power BI Desktop


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
 Page 88 - 7/30
 Power BI Desktop


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%
 Page 89 - 7/30
 Power BI Desktop


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
 Page 90 - 7/30
 Power BI Desktop


 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
 Page 91 - 7/30




FUNDS SUMMARY
 Page 92 - 7/30
Power BI Desktop
 Page 93 - 7/30
 Power BI Desktop


 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
 Page 94 - 7/30
 Power BI Desktop


  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
 Page 95 - 7/30
 Power BI Desktop


 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
 Page 96 - 7/30
 Power BI Desktop


  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
 Page 97 - 7/30
 Power BI Desktop


  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
 Page 98 - 7/30
 Power BI Desktop


  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
 Page 99 - 7/30
 Power BI Desktop


  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
 Page 100 - 7/30
 Power BI Desktop


  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
 Page 101 - 7/30
 Power BI Desktop


  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
 Page 102 - 7/30
 Power BI Desktop


  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
 Page 103 - 7/30
 Power BI Desktop


  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
 Page 104 - 7/30
 Power BI Desktop


  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
 Page 105 - 7/30
 Power BI Desktop


  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
 Page 106 - 7/30
 Power BI Desktop


  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
 Page 107 - 7/30
 Power BI Desktop


 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.
 Page 108 - 7/30
 Power BI Desktop


  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
 Page 109 - 7/30
 Power BI Desktop


  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
 Page 110 - 7/30
 Power BI Desktop


  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
 Page 111 - 7/30
 Power BI Desktop


  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.
 Page 112 - 7/30
 Power BI Desktop


  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
 Page 113 - 7/30
 Power BI Desktop


  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
 Page 114 - 7/30
 Power BI Desktop


  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
 Page 115 - 7/30
 Power BI Desktop


 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
 Page 116 - 7/30
 Power BI Desktop
  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
 Page 117 - 7/30
 Power BI Desktop


  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
 Page 118 - 7/30
 Power BI Desktop


  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
 Page 119 - 7/30
 Power BI Desktop


  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
 Page 120 - 7/30
 Power BI Desktop


  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
 Page 121 - 7/30
 Power BI Desktop


  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
 Page 122 - 7/30
 Power BI Desktop


  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
 Page 123 - 7/30
 Power BI Desktop


  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
 Page 124 - 7/30
 Power BI Desktop


  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)
 Page 125 - 7/30
 Power BI Desktop


  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
 Page 130 - 7/30
 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
 Power BI Desktop


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
 Power BI Desktop


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
 Power BI Desktop


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.
 Page 143 - 7/30
 Power BI Desktop


FINANCIAL POLICIES
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.
 Page 144 - 7/30
 Power BI Desktop


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.
 Page 145 - 7/30
 Power BI Desktop


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.
 Page 146 - 7/30
 Power BI Desktop


FINANCIAL POLICIES
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.
 Page 147 - 7/30
 Power BI Desktop


FINANCIAL POLICIES
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.
 Page 148 - 7/30
 Power BI Desktop


FINANCIAL POLICIES
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.
 Page 149 - 7/30
 Power BI Desktop


FINANCIAL POLICIES
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.
 Page 150 - 7/30
 Power BI Desktop


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)
 Page 151 - 7/30
 Power BI Desktop


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.
 Page 152 - 7/30
 Power BI Desktop


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.
 Page 153 - 7/30


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
 Page 154 - 7/30


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
 Page 155 - 7/30


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
 Page 156 - 7/30


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
 Page 162 - 7/30


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

Governing Body Minutes – August 27, 2024

 CYRUS K. HOLLIDAY BUILDING, Topeka, Kansas, Tuesday, August 27, 2024. The

 Governing Body members of the City of Topeka met in special 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.

 No public comment was allowed at the special meeting. Written public comment was

 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 August 27, 2024, for attachment to the meeting minutes.

 THE PLEDGE OF ALLEGIANCE was recited by meeting participants.

 AN UPDATE on the budgetary impact of the August 14, 2024, Storm Debris Clean Up was

provided by Braxton Copley, Assistant City Manager. He reported the areas impacted included

Potwin, North Topeka and Oakland with an estimated budgetary impact of over $1 million. He

stated they are working with Shawnee County Emergency Management to determine eligibility of

reimbursement of funds from the Federal Emergency Management Agency (FEMA).

 DISCUSSION related to the City of Topeka 2025 Operating Budget, was presented.

 Dr. Robert M. Perez, City Manager, stated Josh McAnarney, Budget Manager, would

provide an overview of budget reductions and enhancements for the FY25. He requested budget

amendments be proposed and discussed on September 3, 2024 with action on the proposed

operating budget on September 10, 2024.

 Josh McAnarney, Budget Manager, provided an overview of Full-Time Employee (FTE)

Transfers/Reductions as well as budget Reductions/Enhancements of the FY25 Budget.

 City Manager Perez reported the FY25 Budget as presented includes a reduction of $2.8

 08-20-24
 208
million with approximately $2 million of enhancements resulting in an overall budget reduction of

$847,000.

 Budget Manager McAnarney reported the Departments of Planning, Human Resources,

Legal, Finance, Community Engagement and City Manager would provide budget presentations.

 Rhiannon Friedman, Planning & Development Director, provided a high-level overview of

the Planning Department budget totaling $1,382,033; the Development Services Division with a

total budget of $2,347,332; and the Housing Services Division with a total budget of $569,348.

She also provided an overview of the impact on operations and personnel if a 13% reduction was

required in FY26 and FY27 totaling approximately $558,833 from the General Fund.

 Councilmember Hiller inquired on the funding sources of the FTEs in the Planning

Department.

 Director Friedman reported 11.5 FTEs are grant funded and 5.5 FTEs are funded with

General funds

 Pam Foster, Human Resources Director, provided a high-level overview of the Human

Resources Department budget totaling $2,133,371. She also provided an overview of the impact on

operations and personnel if a 13% reduction was required in FY26 and FY27 totaling

approximately $277,338 from the General Fund.

 Shelby Harvel, Benefits Manager; provided a high-level overview of the Health Insurance

Fund totaling $17,657,460.

 Councilmember Kell cautioned Staff against making drastic changes to employee health

benefits due to the long-term effects on the City as an organization.

 City Manager Perez reported they anticipate health costs increasing in 2025.

 Sarah Schmidtlein, Risk Manager, provided a high-level overview of the Risk Management

 08-20-24
 209
Fund totaling $2,941,841; and the Workers Compensation Fund totaling $2,434,218.

 Councilmember Hiller asked if moving to “self-insured” vehicles was resulting in any cost

savings for the City.

 Risk Manager Schmidtlein stated she would report back to the Governing Body with the

information.

 Councilmember Ortiz spoke in opposition of eliminating the Topeka Way To Work

program. She encouraged increased promotion of the Tria Health: Chronic Condition Management

program to help eliminate or reduce prescription drug costs for employees, reducing overall health

care costs for the City.

 Councilmember Kell and Mayor Padilla stated the concur with Councilmember Oritz.

 Amanda Stanley, City Attorney, provided a high-level overview of the Legal Department

budget totaling $1,817,465 and the services provided by the General Government, Civil Litigation

and Prosecution Divisions. She also provided an overview of the impact on operations and

personnel if a 13% reduction was required in FY26 and FY27 totaling approximately $236,271

from the General Fund.

 Ben Hart, Interim Chief Financial Officer, provided a high-level overview of the Finance

Department budget totaling $3,532,073 to including the Divisions of Central Accounting, Budget

and Performance Management, Payroll and Contracts and Procurement.. He also provided an

overview of the impact on operations and personnel if a 13% reduction was required in FY26 and

FY27 totaling approximately $459,169 from the General Fund.

 Councilmember Duncan reported the annual budget of $300,000 for the City of Topeka

Property Tax Rebate program would remain the same with two additional qualifying categories (1)

100% qualification for disabled veterans; and (2) increase the amount exempt from social security

 08-20-24
 210
income from 50% to 75%. He stated the cost of an additional FTE for this program would be

absorbed in the current budget.

 Councilmember Hiller expressed concern with the City’s future bond ratings due to

anticipated deficits in out-years.

 Councilmember Duncan asked Staff to work with Bond Counsel on the possibility of

interest rate savings due to anticipated cuts in federal interest rates in September.

 Interim CFO Hart reported the City has a debt service policy in-place demonstrating

fiscally responsible practices by the City which will help in future bond issuances; and Staff will

work with Bond Counsel to realize as much savings as possible.

 Monique Glaude, Community Engagement Director, provided a high-level overview of the

Community Engagement Department budget totaling $500,283 to include the SORT, DREAMS

and DREAMS Housing Programs as well as Fight the Blight Clean Up events and establishment of

19 community partnerships. She also provided an overview of the impact on operations and

personnel if a 13% reduction was required in FY26 and FY27 totaling approximately $65,037 from

the General Fund.

 Budget Manager McAnarney provided a high-level overview of the Executive Department

budget totaling $2,529,989 to include the City Manager’s Office, City Clerk’s Office and the

Communications Division. He also provided an overview of the impact on operations and

personnel if a 13% reduction was required in FY26 and FY27 totaling approximately $328,899

from the General Fund.

 Councilmember Ortiz inquired on the status of the Diversity Equity and Inclusion (DEI)

Officer position.

 City Manager Perez stated he would be seeking guidance from the Governing Body on the

 08-20-24
 211
vision for this type of position along with Community Engagement Dirctor Glaude’s vision

regarding possible consolidation of the DEI Officer with the Community Engagement Director’s

position. He announced the September 3, 2024 Governing Body meeting would be dedicated to

questions and deliberations of proposed amendments from Governing Body members to be

included in the FY 2025 budget with action on the proposed operating budget on September 10,

2024.

 Councilmember Kell moved to recess into executive session not to exceed 15 minutes to

discuss employer/employee negotiations relating to one or more unions as justified by K.S.A. 75-

4319(b)(3). The open meeting will resume 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 Mayor Padilla.

 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 on voice vote. Councilmember Ortiz did not vote. (9-0-0)

 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.

 Councilmember Kell moved to recess into executive session not to exceed 30 minutes to

discuss employer/employee negotiations relating to one or more unions as justified by K.S.A. 75-

4319(b)(3). The open meeting will resume 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 Mayor Padilla.

 08-20-24
 212
 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. (10-0-0)

 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 8:52 p.m.



 (SEAL)
 Brenda Younger City Clerk




 08-20-24
 213