Sent: Tuesday, June 30, 2026 6:00 AM
To: mcre13@gmail.com <mcre13@gmail.com>
Subject: Unalienable Rights vs. Foundational Rights
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Tuesday, June 30, 2026
Fw: Unalienable Rights vs. Foundational Rights
Sent: Tuesday, June 30, 2026 6:00 AM
To: mcre13@gmail.com <mcre13@gmail.com>
Subject: Unalienable Rights vs. Foundational Rights
Monday, June 29, 2026
Vote for Philip Sarnecki For Governor!
Ty Masterson’s Taxpayer-Funded Dual Salaries – A Clear Conflict of Interest at Wichita State University
Ty Masterson, the powerful President of the Kansas Senate and a candidate for Governor, draws significant taxpayer compensation from two public sources while wielding immense legislative influence over higher education funding.
Public payroll records show he received approximately $135,000 as Director of GoCreate at Wichita State University in 2023, with 2024 figures listed at $155,250. Legislative Research has referenced the director position salary as high as $228,800.
As Senate President, he also receives approximately $85,000 in legislative salary (plus per diems and allowances) following recent pay increases for Kansas lawmakers.
WSU is a public state university that depends heavily on funding approved by the Kansas Legislature, with the Board of Regents playing a central oversight role. Yet Ty Masterson holds this high-paying leadership position at the institution his legislative role helps fund.
And he has no college degree. He attended Kansas State University, but public bios do not list a completed degree. Most university leadership and director-level positions require at least a Master’s.
Masterson takes unpaid leave from the WSU role during legislative sessions (typically January–April), which reduces his actual take-home from GoCreate. Even with that adjustment, the arrangement raises serious questions. Critics, including Democratic Sen. Patrick Schmidt, have argued the position isn’t being fully performed and pushed (unsuccessfully) to defund it while Masterson serves in top legislative leadership.
The word around campus has long been that Masterson rarely shows up. So here’s the obvious question: Why would a state university provide a high-paying position with minimal apparent oversight to a sitting Senate President who lacks traditional academic qualifications — unless it’s political insurance to help secure and protect WSU’s state funding?
For Kansas taxpayers, this looks like a sweetheart deal that carries the strong odor of a conflict of interest. Masterson is effectively on both sides of the funding table.
Kansans deserve better than entrenched insider arrangements that blur the lines between legislative power and public university administration. Transparency and accountability should come first.
When you vote for the next Governor of Kansas, choose integrity over the status quo. Vote for Philip Sarnecki For Governor!
Henry McClure Topeka, Kansas MCRE, LLC
Fw: Social Service Grants Committee Meeting -July 16, 2026
Sent: Monday, June 29, 2026 10:50 AM
To: mcre13@gmail.com <mcre13@gmail.com>
Subject: Social Service Grants Committee Meeting -July 16, 2026
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Sunday, June 28, 2026
Shaquille O’Neal’s “Accidental” Google Investment – And the Real Estate Lesson Hidden Inside
By Henry McClure
MCRE, LLC – Commercial Real Estate Brokerage & Development, Topeka, Kansas Published: [Insert Date]
Shaquille O’Neal earned more than $290 million during his NBA playing career. That’s an enormous sum by any measure. Yet one early investment he almost forgot about may have delivered some of his best long-term returns.
Back in the late 1990s, Shaq was at a hotel when he overheard two entrepreneurs discussing a small search startup called Google. The internet was still new, chaotic, and full of companies burning cash with no clear path to profit. Most high-earning athletes were focused on luxury spending. Shaq started paying attention to ownership instead.
He invested roughly $250,000 in Google before its explosive growth. Years later, he admitted he had basically forgotten about the investment until a newspaper article reminded him of its massive payoff (reportedly growing to around $16.5 million).
The Genius Wasn’t Luck — It Was Pattern Recognition
At the time, Google didn’t look like a sure thing compared to the big tech names dominating headlines. To most people, it was “just another internet company.” But Shaq (and the people around him) recognized something deeper.
Google wasn’t building a simple website feature. It was building infrastructure — the gateway to the entire internet. Search became essential for:
- Every person needing navigation online
- Every business needing visibility
- Every advertiser needing targeted traffic
By dominating search, Google gained control over attention, data, and digital commerce. That positioned the company at the center of one of the most powerful economic systems in modern history. The rest is history: Google scaled into a multi-trillion-dollar empire.
The Deeper Lesson for Investors and Developers
Shaq understood a principle that separates those who build lasting wealth from those who don’t: The biggest opportunities are usually available before the crowd fully understands them.
He didn’t stop with Google. Over time, he invested in Apple, Ring (a major exit to Amazon), restaurant franchises like Five Guys, Krispy Kreme, and Papa John’s, car washes, fitness chains, and other systems built on recurring revenue and everyday consumer behavior.
He shifted from thinking like an entertainer to thinking like a capital allocator — someone who owns pieces of scalable systems rather than just trading time or talent for dollars.
How This Applies to Real Estate and Local Development
In commercial real estate, the same mindset wins. The highest returns often come from identifying undervalued assets, emerging trends, or underutilized locations before the market prices them in.
Think about:
- Shovel-ready sites with proper zoning, drainage, and infrastructure in place
- Sale-leaseback opportunities that provide immediate liquidity and tax advantages while keeping strong operators in place
- Mixed-use or redevelopment plays (like the pickleball/pub concepts or 55+ housing we’ve been modeling here in Topeka/Shawnee County) that tap into changing demographics and lifestyle demands
- TIF, CID, or STAR bond districts where public-private alignment can accelerate growth
Just like Google controlled the “search gateway,” prime real estate controls location, access, visibility, and traffic flow. Owning or developing inside those systems creates exponential value over time.
Most people chase quick income. Smart operators and investors focus on ownership in assets that generate cash flow, appreciate, and benefit from broader economic tailwinds.
Final Thought
Shaq’s Google story isn’t really about one lucky bet. It’s about positioning yourself near transformative systems early, doing the homework, and maintaining the discipline to own equity rather than just consume.
Whether you’re a professional athlete, a real estate developer, a small business owner, or someone building for the next generation — the principle holds: Study the systems. Own the infrastructure. Think long-term.
The internet didn’t exist in its current form when Shaq made that investment. The Topeka and Shawnee County of tomorrow won’t look exactly like today either. The question is: Where are you positioning yourself now?
Madison, Wisconsin (state capital, Dane County seat) has a layered but well-coordinated planning system typical of growing Midwestern metro areas.
It features strong local control (city and county), a regional planning commission for land use and water quality, and a separate federally required Metropolitan Planning Organization (MPO) for transportation. This structure supports integrated planning while respecting municipal boundaries and home rule.
City of Madison Planning Structure
The City of Madison handles planning and zoning within its incorporated limits through the Department of Planning, Community & Economic Development (DPCED), specifically its Planning Division.
Key functions include:
- Developing and implementing the city’s vision for growth.
- Creating and updating long-range and area-specific plans.
- Supporting development review.
- Managing historic landmarks (184 local ones).
- Integrating public art (1% of major capital projects).
- Data analysis and extensive public engagement.
The division supports 12 planning areas and has facilitated major housing approvals (over 2,500 homes via Plan Commission in 2025 alone). Recent work includes approval of Southwest and Southeast Area Plans by the Common Council in June 2026.
Plan Commission (advisory body to the Common Council) reviews and recommends on:
- Comprehensive plan amendments.
- Zoning changes/rezonings.
- Subdivisions/plats.
- Major development proposals.
- Certified survey maps.
It holds regular public meetings (often Mondays at 5:30 pm or other scheduled times) and is a key venue for public input and debate. There are also related bodies like the Urban Design Commission, Landmarks Commission, and Madison Arts Commission.
The guiding document is the Imagine Madison Comprehensive Plan (adopted after extensive “Imagine Madison” public engagement campaign). It addresses housing, transportation, equity, complete neighborhoods, growth management, and sustainability. It functions as a “living document” with updates, supported by area plans and data/maps. Wisconsin law (smart growth statutes) requires comprehensive plans for many land-use actions, and they are typically updated at least every 10 years.
Contact: planning@cityofmadison.com or via cityofmadison.com/dpced/planning.
Dane County Planning Structure
Dane County (which contains Madison and many suburbs/rural towns) has its own Department of Planning and Development (often referenced via danecountyplanning.com or plandev.countyofdane.com). It primarily serves unincorporated areas of the county (not inside Madison or other incorporated municipalities).
The department has three divisions:
- Planning.
- Zoning.
- Land Records and Support (includes County Surveyor; maintains parcels/tax data countywide except Madison proper).
It administers zoning ordinances, reviews development, issues permits (zoning, conditional use, floodplain, shoreland), and assists with comprehensive planning issues. Many towns and villages either handle their own zoning or contract/rely on county services; local clerks are often the first point of contact.
Oversight comes from the Zoning and Land Regulation Committee (ZLR), a standing committee of the Dane County Board. It acts as the policy/supervisory body for the department, holds public hearings, and recommends rezonings, ordinance amendments, and subdivision actions to the full County Board. There is also a Board of Adjustment (5 members appointed by the County Executive) that handles variances and zoning appeals in a quasi-judicial capacity.
Director-level contact examples from public info include Todd Violante (Planning & Development leadership references). General: plandev@danecounty.gov or 608-266-4266.
Regional Entities: CARPC and the MPO
There is no single “metropolitan planning commission” that combines everything. Instead, two distinct regional bodies exist with complementary roles:
Capital Area Regional Planning Commission (CARPC): An independent regional planning agency created in 2007 by gubernatorial executive order under Wisconsin Statute § 66.0309. It serves Dane County and its municipalities (cities, villages, towns within the county).
Primary responsibilities: Regional land-use/master planning for physical development and areawide water quality management planning (under contract with WDNR). It develops the 2050 Regional Development Framework (RDF) emphasizing smart growth, compact/sustainable development, resource protection, and intergovernmental collaboration. It supports local planning efforts and addresses cross-boundary issues like natural resources and economic development. CARPC is not the transportation MPO.
Greater Madison Metropolitan Planning Organization (MPO): The federally designated MPO (required for urbanized areas >50,000 population under 23 U.S.C. 134 and 49 U.S.C. 5303). It is administered/housed within the City of Madison’s DPCED structure but serves a regional area covering most (but not all) of Dane County and 36 communities.
It leads the continuing, cooperative, and comprehensive (“3C”) transportation planning process. Key products include the long-range Regional Transportation Plan (currently updating as Pathways to 2050 / Connect Greater Madison), the Transportation Improvement Program (TIP), and the Unified Planning Work Program. It balances roadways, transit (Metro Transit), biking, walking, and other modes.
Governance of the MPO: A Policy Board (decision-making body, meets monthly) composed primarily of local elected officials (from member cities, villages, towns, and county), plus required state (WisDOT) and public transit agency representatives. A Technical Coordinating Committee provides staff-level input. The Policy Board approves the TIP and other core documents after public involvement and technical analysis.
Who delegates traffic/road funds? The MPO Policy Board is the key local/regional decision-maker for programming federal transportation funds (FHWA highway and FTA transit funds) in the metropolitan area. The TIP lists and prioritizes specific projects eligible for these funds; projects generally must be in an approved TIP to receive federal aid. Priorities reflect regional goals, performance measures (safety, congestion, equity, environment, etc.), the long-range plan, and public input. WisDOT coordinates on the state highway system and provides technical/funding support but the MPO leads the regional allocation of formula federal funds for the urbanized area. Local governments often provide matching funds. This is the primary mechanism for “delegating” where major traffic/road/transit capital investments go in the Madison metro.
CARPC and the MPO coordinate closely—e.g., the RDF and RTP use shared growth projections and aligned performance indicators for integrated land-use/transportation planning.
Madison and Dane County Context
Madison (2020 Census: 269,840; recent estimates ~279k–285k) sits on an isthmus between Lakes Mendota and Monona, with a distinctive geography that shapes growth. It is Wisconsin’s capital (State Capitol building downtown), home to the University of Wisconsin–Madison (major employer and research anchor), and a hub for government, education, biotech/tech, healthcare, and tourism. The city is known for progressive politics, strong environmental ethos, bike/ped/transit culture, food scene, and outdoor recreation.
Dane County (2025 est. ~590k population; 2020: ~561k) is one of Wisconsin’s fastest-growing counties. Projections vary but show strong growth to 778k–887k by 2050 (higher local/CARPC-linked estimates). Madison captures much of the growth, with suburbs like Middleton, Sun Prairie, Fitchburg, and others also expanding. The county blends urban core, suburban communities, agriculture, lakes, and rural areas.
Key Planning Issues and Dynamics
Madison’s planning environment is active and often contentious, reflecting rapid growth, housing needs, and competing values (density vs. neighborhood character, preservation vs. redevelopment, cars vs. alternatives, equity vs. existing patterns). Notable themes include:
- Housing Supply, Density, and Affordability: Persistent push for more housing via zoning reforms. In 2025, the Common Council unanimously approved changes allowing duplexes/twin homes in more residential zones and simplifying permitting for small/mid-sized downtown projects (Housing Forward initiatives). Transit-Oriented Development (TOD) overlays near Bus Rapid Transit (BRT) and major routes aim to boost density and housing near transit—but have sparked opposition from some historic district and single-family neighborhood residents concerned about character change, demolitions, parking, and “upzoning.” Critics have labeled some resistance “progressive NIMBY-ism.” High volumes of housing approvals continue.
- Historic Preservation vs. Development: Ongoing debates at the Landmarks Commission and Plan Commission over demolitions, adaptive reuse, and new construction in or near historic districts. TOD overlays have extended into some historic areas after council votes.
- Growth Management and Sprawl: CARPC’s 2050 RDF promotes compact, sustainable patterns to protect farmland, water resources, and natural areas while accommodating growth. City area plans and comprehensive plan updates guide where and how development occurs.
- Transportation and Multimodal Priorities: Strong emphasis on transit (BRT implementation and future planning), biking, walking, and reducing car dependency. MPO’s Pathways to 2050 update is actively seeking public input. Debates persist over road expansions versus alternatives and equity of access.
- Environmental and Water Quality: Sensitive lakes (eutrophication concerns on Mendota), stormwater management, groundwater protection, and climate resilience are central. CARPC’s water quality planning role is key here.
- Downtown and Infill Redevelopment: Pressure for mixed-use, housing, and hospitality projects (e.g., Brayton Lot visions). Isthmus geography creates both constraints and opportunities.
- Equity and Inclusion: The comprehensive plan and initiatives stress equitable neighborhoods, access to opportunity, and inclusive growth.
- Public Engagement and Process: Madison emphasizes robust outreach, but development reviews can involve lengthy hearings, appeals, and political dynamics at Plan Commission and Council. State laws (including recent housing/zoning reforms) influence local processes.
Other notes: Annexation and extraterritorial issues occasionally arise between the city and surrounding towns. Public art, historic landmarks, and design review add layers to development review.
Overall System Strengths and Notes
The system features clear separation of roles (local vs. regional, land use vs. transportation) with intentional coordination between CARPC and the MPO. Local elected officials (via city Plan Commission/Council, county ZLR/Board, and MPO Policy Board) hold significant influence. Strong data resources, public engagement traditions, and planning capacity (bolstered by UW-Madison and professional staff) support evidence-based work. Challenges include balancing growth pressures with neighborhood concerns and achieving housing goals amid rising costs.
For the most current details, visit:
- City Planning: cityofmadison.com/dpced/planning
- Dane County Planning & Development: danecountyplanning.com or plandev.countyofdane.com
- CARPC: capitalarearpc.org
- Greater Madison MPO: cityofmadison.com/mpo (or greatermadisonmpo.org)
- Plan Commission agendas/materials: Via Legistar or city channels.
This structure offers useful models for comparison in other growing capitals or mid-sized metros, particularly around integrated regional planning, MPO-driven transportation investment, and zoning reforms to address housing. Specific projects or comparisons (e.g., to other states) can be explored further if needed.