Sunday, March 29, 2026

Watch "Congress ERUPTS As Senator Kennedy Furiously Confronts ARROGANT U S General During Fiery EPIC Exchan" on YouTube

https://youtu.be/AJa7ydyImAk?si=_NnAtHlU1QFrUrA2



Henry McClure  
785.383.9994
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Watch "How To Build a Mold-Resistant Shower Corner! ⚒️" on YouTube

https://youtube.com/shorts/HZ4uqK0Va6c?si=1Bt5PQmEjmJHVtH2



Henry McClure  
785.383.9994
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Flynn

The largest Pizza Hut franchisee in the world is Flynn Group (formerly Flynn Restaurant Group). As of March 2025, they operate over 1,000 Pizza Hut locations in the U.S. and an additional 260+ units in Australia. Flynn Group entered the Pizza Hut system in 2021 by acquiring 937 locations from NPC International, which was formerly the largest operator before declaring bankruptcy. 

• Operator Name: Flynn Group 

• Total Locations: 1,000+ U.S. / ~300 Australia (as of March 2025) 
• Key Growth: Became the largest franchisee in 2021 
• Other Brands: Flynn Group also operates Applebee's, Taco Bell, Wendy's, Arby's, and Panera Bread [1, 2, 3, 6]  

NPC International was the previous holder of this title until it went bankrupt in 2020-2021, and its assets were sold to the Flynn Group. [7, 8]  

AI can make mistakes, so double-check responses




Henry McClure
785.383.9994 

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Check out this TikTok video

Check out ExploreThroughUSA's video! #TikTok https://www.tiktok.com/t/ZTkFmQG2J/



Henry McClure  
785.383.9994
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True

Yes, there is substantial historical truth to the core events described in the image, based on primary court records from colonial Virginia. However, the headline framing ("the first slave owner in America") and some interpretive claims are overstated or misleading when taken out of the broader context of how **chattel slavery** evolved in the English colonies.

### What the Records Confirm
- **Anthony Johnson** was a free Black man (originally named Antonio, from Angola) who arrived in Virginia in 1621 as a captive/indentured servant. He completed his term of service, gained freedom, acquired land (over 250 acres at one point), and became a successful tobacco farmer on Virginia's Eastern Shore.
- He held at least one Black servant named **John Casor** (also spelled Casar or Caesar).
- In 1654, Casor left Johnson's service and went to work for a white neighbor, **Robert Parker**. Casor claimed he had come to Virginia under an indenture for a fixed term (seven or eight years) and had already served more than enough time.
- Johnson sued Parker in **Northampton County Court** (Virginia) to recover Casor, arguing that he had no indenture and "had [the] Negro for his life" (i.e., for life).
- On **March 8, 1655**, the court ruled in Johnson's favor. It ordered Casor returned to Johnson as his servant for life and required Parker to pay court costs. The ruling explicitly treated Casor as property rather than a time-limited indentured servant.

This is documented in surviving Northampton County court records and has been transcribed and analyzed by historians (e.g., via Encyclopedia Virginia and other archival sources). Johnson did go to court and successfully demanded the right to hold Casor indefinitely. Casor is often described as the first person of African descent in the Virginia colony to be declared a slave for life via a **civil suit** (as opposed to a criminal punishment).

Johnson himself owned other servants/enslaved people and was part of a small community of free Black property owners in mid-17th-century Virginia. He and his wife Mary had children, and the family later moved to Maryland.

### Important Caveats and Context
- **Not the absolute "first slave owner in America"**: Slavery-like practices existed earlier in the colonies. Africans arrived in Virginia as early as 1619 (on a Dutch ship), and many were treated as permanent laborers from the start, even if formal slave codes came later (Virginia passed explicit laws recognizing lifelong hereditary slavery in the 1660s). White colonists owned Africans before 1655, often without clear contracts. The system evolved gradually from indentured servitude (common for both Europeans and Africans early on) toward race-based chattel slavery.
- **John Punch precedent (1640)**: Fifteen years earlier, a Black indentured servant named John Punch ran away with two white servants. The court punished the whites with extra service time but sentenced Punch to serve "for the time of his natural life." His owner (a white man, Hugh Gwyn) effectively became an earlier documented slaveholder through criminal punishment, not a civil suit. Historians often cite this as an earlier marker of racial distinctions in servitude.
- **Not "the first permanent slave" overall**: Lifetime servitude existed before Casor (for some whites via crime, and likely for some Africans informally). The 1655 ruling was significant because it was a civil property dispute affirming lifelong ownership without a crime, and it involved a Black owner and Black servant. But it didn't single-handedly "create" American slavery or "legalize" it for everyone—the full chattel system (hereditary, race-based, with no rights) developed over decades through colonial laws.
- **Broader picture**: Early colonial Virginia was fluid; status often depended more on religion, property ownership, and behavior than strict race. Free Blacks like Johnson could (and did) own land, sue in court, and hold servants. By the late 1600s and 1700s, laws hardened into the racial chattel slavery most people associate with American history. Johnson's own descendants later faced restrictions as free Blacks.

The image's details on the lawsuit dates, Casor's claim of indenture, Johnson's argument, the court's decision, and the outcome for Casor align closely with the historical record. The dramatic headline and "pioneer of American slavery" label are rhetorical flourishes often used in online memes to counter narratives that portray slavery as exclusively a "white" invention or to emphasize that Africans/Black people participated in slaveholding (which they did, both in Africa and in the Americas, including some free Blacks in the U.S. South later on). But it doesn't change the fact that the large-scale, hereditary, race-based system that defined U.S. slavery was institutionalized and enforced primarily by white colonial authorities and planters for economic reasons.

In short: The specific story of Anthony Johnson winning the 1655 court case over John Casor is **true** and verifiable from primary sources. The implication that this makes him "the first slave owner in America" or the originator of the institution is a simplification that ignores earlier precedents and the gradual development of the system. History here is more nuanced than the meme suggests.

Henry McClure
785.383.9994 

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Elon Musk

SpaceX (Space Exploration Technologies Corp.), founded by Elon Musk in 2002, is a private aerospace manufacturer that revolutionized space transport with reusable rockets ( Falcon 9 
, Falcon Heavy 
) and the Starship 
 system. Based in Hawthorne, California, its primary goal is to lower launch costs to enable Mars colonization. 
Key Achievements & Capabilities: 

• Reusability: First to achieve orbital rocket booster landing and reuse (2015/2017). 
• NASA Partnerships: First private company to send astronauts (2020) and cargo to the International Space Station. 
• Launch Dominance: Falcon 9 
 is the most utilized launch vehicle, with over 450+ successful landings/re-flights as of May 2025. 
• Starlink: Operates the world's largest satellite internet constellation, serving over 2 million customers. 
• Starship: Developing the largest, most powerful, fully reusable rocket for Moon and Mars missions. [1, 4, 6, 7, 8]  

Key Projects & Infrastructure: 

• Starship (Starbase): Developing Starship 
 at a dedicated, rapidly evolving site in Brownsville, Texas. 
• Launch Sites: Operates from Kennedy Space Center (LC-39A), Cape Canaveral (SLC-40), and Vandenberg SFB (SLC-4E). 
• Raptor Engines: Produces its own liquid methane/liquid oxygen engines for Starship 
. 

Company Status: 

• Leadership: Elon Musk acts as CEO and Chief Engineer. 
• Funding: Heavily backed by private investment, consistently winning lucrative NASA and defense contracts. 
• Future: Shifting focus towards Starship 
 operational status for Artemis Moon landings (planned for 2027) and Mars missions. 

AI can make mistakes, so double-check responses




Henrky McClure
785.383.9994 

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Saturday, March 28, 2026

Fw: ‘Time bomb’ lead pipes set to be removed. But first water utilities have to find them. • Nebraska Examiner

Sent: Thursday, March 19, 2026 9:22 AM
To: Henry McClure <mcre13@gmail.com>
Subject: 'Time bomb' lead pipes set to be removed. But first water utilities have to find them. • Nebraska Examiner 


2022 article above is very interesting article and makes you really question many thing's that AREN'T BEING SAID in our Water Department. This article speaks of using monochloramine and sounds horrifying. We apparently use it as well according to article's below.

I've attached a few more in relation to "lead pipes". Yes, the City of Topeka uses monochloramine (often referred to simply as chloramine) as a disinfectant for its drinking water. 

Key details regarding Topeka's water treatment:

***Treatment Process: The water treatment process includes adding pure chlorine initially, followed by ammonia to create chloramine, which serves as a residual disinfectant to keep water safe as it travels through pipes.

***Safety Levels: Recent water quality reports (2024–2025) indicate that chloramine levels are monitored and kept within regulatory limits.

***Usage: It is used as a standard, long-lasting disinfectant alternative to free chlorine.

For specific health concerns or for individuals who use kidney dialysis machines or own fish tanks, the city advises that, like chlorine, monochloramine must be removed from the water. 






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Fw: please review


From: Quinn, Tomari <tquinn@cjonline.com>
Sent: Thursday, September 14, 2023 1:43 PM
To: Henry McClure <mcre13@gmail.com>
Subject: Re: please review

Henry, I take the blame. I didn't make the connection between Traveler's Inn and the Building Back the Boulevard efforts initially. I edited the story early this morning to ensure readers know you were asking the Traveler's Inn be demolished.

I appreciate you as a valued source for our business stories and look forward to working with you in the future.


Many thanks,
Tomari
From: Henry McClure <mcre13@gmail.com>
Sent: Thursday, September 14, 2023 9:17 AM
To: Quinn, Tomari <tquinn@cjonline.com>
Subject: Fwd: please review
 


Henry McClure  
785.383.9994
sent from mobile 📱
time kills deals

---------- Forwarded message ---------
From: Henry McClure <mcre13@gmail.com>
Date: Thu, Sep 14, 2023, 8:17 AM
Subject: please review
To: Eric Ives <eric.ives@wibw.com>, klately@cjonline.com <klately@cjonline.com>, C Sterling Scott <sterling.scott@svn.com>






Henry McClure "live"
3625 SW 29th Street 
#100 @ mcre
Topeka KS 66614

Time Kills Deals 
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Friday, March 27, 2026

Cost to you: Listed in FDDs as $12,000–$50,000 (varies by brand, market, and study depth). Wyndham's development team can sometimes provide their own market insights or assist with site selection to supplement or reduce the need for a full independent study.

 A hotel feasibility study (often called a market feasibility study or market study) is a core document that Wyndham's franchise sales and real estate teams review as part of evaluating potential new-build or conversion franchise opportunities. These studies help them determine if a proposed hotel site or property makes sense for one of their brands (e.g., Days Inn, Super 8, Ramada, La Quinta, Microtel, Wingate, etc.), whether it will perform well enough to support franchise fees, and if it qualifies for any development incentives.

Wyndham (the world's largest hotel franchisor by number of properties) doesn't publicly list a rigid "must-have" feasibility study requirement on its development site, but industry practice, FDDs, and their own processes show it's a standard expectation or strong factor in approvals. The real estate guys you spoke with in franchise sales are typically the ones who evaluate these studies during site approval, franchise applications, or incentive reviews. They use them to assess risk, brand fit, market viability, and long-term revenue potential for Wyndham Rewards and system-wide performance.

Why Wyndham Cares About Feasibility Studies

  • Site/franchise approval: Site selection for new construction or conversions often requires (or benefits from) a positive third-party study. It confirms the location won't oversaturate the market and aligns with Wyndham's portfolio (they generally don't grant exclusive territories, but they consider "Areas of Protection" on a case-by-case basis).
  • Development incentives: For new builds or conversions, Wyndham may offer incentives (e.g., reduced fees, loans, or support—sometimes up to thousands per room for qualifying owners). A key factor they explicitly weigh is a feasibility study, along with market overview, surrounding hotels, demand drivers, location, and room count.
  • Lender and internal risk management: Banks, SBA lenders, and Wyndham's team want proof the project will generate enough revenue to cover construction/renovation, operations, and the 4–5% royalty + 3–5% marketing/reservation fees.
  • Cost to you: Listed in FDDs as $12,000–$50,000 (varies by brand, market, and study depth). Wyndham's development team can sometimes provide their own market insights or assist with site selection to supplement or reduce the need for a full independent study.

Studies are usually prepared by reputable independent firms (e.g., HVS, PKF, or similar hospitality consultants) using nationally recognized methodologies. Wyndham may review or even recommend firms.

What the Real Estate/Franchise Sales Team Is Looking For: Key Components of a Strong Study

A typical hotel feasibility study for Wyndham follows a standard industry methodology (e.g., as outlined by firms like Hotel & Leisure Advisors). It's not just a "yes/no" report—it's data-driven with projections over 5–10+ years. The team scrutinizes it for realism, brand alignment, and red flags like oversupply or weak demand generators.

Here's a breakdown of the main sections and what Wyndham's team specifically evaluates:

  1. Area, Demographic, and Economic Overview
    • Population trends, household income, employment (major employers, offices, tourism drivers), transportation access, and growth projections.
    • What they want: Strong, diversified demand drivers (business travel, leisure/tourism, groups, extended-stay, or contract). For Wyndham's economy/midscale focus, they like stable corporate or roadside locations with limited high-end competition. Weak or declining markets are a deal-breaker.
  2. Site Evaluation
    • Size, visibility, access (highway/interstate, airports), topography, utilities, zoning, environmental issues (Phase I reports often tie in), and proximity to demand generators (attractions, universities, hospitals, etc.).
    • What they want: Site suitability for their prototypes (e.g., cost-efficient designs like La Quinta's Del Sol or dual-brand options). They check for easy brand compliance in design/construction.
  3. Competitive Supply and Market Analysis
    • Detailed comp set (existing and pipeline hotels within the primary/secondary market). Performance data on occupancy, ADR (average daily rate), RevPAR (revenue per available room), and market segmentation (transient vs. group, etc.).
    • Historical trends and future supply risks.
    • What they want: Evidence your project fills a gap (e.g., limited service in an underserved segment) without cannibalizing other Wyndham properties. They look at penetration rates and how your hotel would capture market share.
  4. Demand Analysis and Projections
    • Room-night demand forecasts by segment, projected occupancy, ADR, and RevPAR for the proposed hotel (often 3–5 years stabilized).
    • What they want: Conservative, realistic numbers that support Wyndham's fees and your debt service. They cross-check against their internal data and brand performance reports (in the FDD). For conversions, they also review the property's current performance history.
  5. Financial Pro Forma and Feasibility Conclusion
    • Detailed income/expense projections: revenues (rooms + ancillary), departmental expenses, undistributed operating expenses, fixed costs, net operating income (NOI), cash flow, ROI, break-even analysis, and discounted cash flow valuation.
    • Comparison of projected property value vs. total development costs (construction, land, FF&E, etc.).
    • Sensitivity analysis (best/worst-case scenarios).
    • What they want: Positive feasibility—i.e., the hotel creates value exceeding costs, with strong enough margins to thrive under Wyndham branding. This directly ties into incentive decisions and overall approval.
  6. Recommendations and Brand Fit
    • Suggested room count, amenities, prototype alignment, and sometimes even brand recommendations (many studies are brand-agnostic but can be tailored).
    • What they want: Clear alignment with a specific Wyndham brand's standards, prototypes, and guest experience. For example, cost-effective designs that prioritize rentable square footage.

The Process in Practice (From Application to Approval)

  • You submit a franchise application (background, financials, business plan, site details).
  • Real estate/franchise sales reviews the package—including any feasibility study you provide.
  • Wyndham's Design & Construction team may get involved for prototype compliance (new builds) or PIP (Property Improvement Plan) for conversions.
  • If it looks promising, they may offer incentives or proceed to Franchise Agreement.
  • Timeline: Conversions can open in <90 days in many cases; new builds take longer.

Bottom line: The real estate team wants proof the project is viable, low-risk, and a good fit for Wyndham's system—not just today, but for the 15–20-year franchise term. A strong, independent study from a credible firm goes a long way toward getting a "yes," especially if it shows solid demand and financials that support their royalties.

If you're preparing one or have a specific site/brand in mind, I recommend reaching out to Wyndham's development team directly (via their site) for guidance—they often help with market insights. Let me know if you want help finding sample studies, recommended firms, or digging into a specific brand's FDD!

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Re: Henry McClure Topeka Kansas USA 🇺🇸

I will do all the work for each video, including title, description, hashtag and thumbnail design. I will also create short videos.

On Mon, Mar 23, 2026 at 8:34 PM MD SHAWON HOWLADER <mdshawonhowlader37@gmail.com> wrote:
Thank you so much for sharing these insights! It's incredible to see a 1.44% share rate—it proves that your content is truly high-quality and resonates with the audience. That March 21st spike is a clear sign of growth potential.

Based on the breakdown you shared, I am ready to take this to the next level. Here is how I will proceed immediately:

Shorts Strategy: I will start cutting the best moments from your podcasts to create high-impact YouTube Shorts and Reels to drive more traffic.

SEO Optimization: I'll refine the titles and descriptions using the 2026 trending keywords to make your videos more searchable.

Engagement Boost: I'll help manage the comments to ensure we are engaging with the community within the first 48 hours.

Let's turn this 'nano-influencer' stage into a major success. I'm excited to dive in.  

I'm a sick right now, so I'm late for work.

On Sat, Mar 21, 2026 at 5:03 PM Henry McClure <mcre13@gmail.com> wrote:
**This is a respectable start for a small YouTube podcast channel—solid foundation with real growth potential, especially thanks to those shares.** It's not "excellent" or viral-level yet (that usually means 10K+ subs and millions of views), but it's way better than the average new channel struggling with low engagement. You're in the "nano-influencer" tier (under 10K subs), and the numbers show your content is resonating beyond just your current audience.

### Quick Breakdown of Your Analytics
- **331 subscribers**: Early-stage normal. Many podcasts hover here for months before momentum kicks in. The key is you're building a loyal base.
- **236K lifetime views**: Impressive for only 331 subs. This means your videos are getting discovered organically (search, recommendations, external shares) rather than just from subs watching. Average views-per-sub is strong here.
- **4.4K likes (~1.86% of views)** and **1K comments (~0.42%)**: Decent-to-good engagement. Comments show people are invested (podcasts thrive on discussion).
- **Overall engagement rate**: Roughly 3.73% if you calculate (likes + comments + shares) / views. For a small channel, this is healthy—nano channels often see 5%+ in some benchmarks, while platform averages sit around 2-3.5%. You're beating typical small-channel performance.
- **Recent views (370 in last 7 days)**: A bit quiet overall, but that big blue spike on Mar 21 (today in the screenshot) is promising—probably a fresh episode or timely topic hitting. Watch time and that spike are what the algorithm loves.

### The 3.4K Shares Stand Out—Yes, That's a Lot!
You're spot on to highlight this. **A 1.44% share rate (3.4K shares on 236K views) is excellent and the strongest signal here.** Shares are rarer than likes or comments (most channels see way lower rates, often under 0.5%). People only share content they love, find useful, or think their friends will enjoy—especially for podcasts (debates, insights, funny moments). This tells YouTube your stuff is *high-quality and share-worthy*, which boosts recommendations and can snowball growth. It's a bigger win than raw views or subs right now.

**Bottom line on ranking**:
- **Good/Respectable**: Yes—strong engagement and discovery for a podcast just getting started.
- **Excellent**: Not yet, but the shares + organic views put you ahead of most small channels. With consistency, this could scale fast.

### How I'd Grow This Channel (Practical 2026 Podcast-on-YouTube Plan)
YouTube is now the #1 platform for video podcasts (over 1 billion monthly viewers), and video versions get higher CPMs than pure audio. Focus here for max leverage.

1. **Optimize for the Algorithm (Quick Wins)**  
   - Turn episodes into a clear playlist labeled "Podcast Night" so YouTube treats it like a series.  
   - Nail titles/descriptions: Use searchable keywords (e.g., "Joe Rogan Style Debate: [Topic] 2026" or whatever your niche is). First 1-2 lines of description matter most.  
   - Thumbnails: Bold text + your mic logo + guest face—test what drove that Mar 21 spike.  
   - Aim for consistent uploads (1-2 episodes/week) to build momentum.

2. **Repurpose Ruthlessly for Discovery**  
   - Cut 30-60 second clips (best moments, hot takes) into YouTube Shorts. Shorts drive massive engagement and funnel people to full episodes.  
   - Post the same clips to TikTok, Instagram Reels, and X—your share rate proves people will spread them.

3. **Boost Shares & Engagement (Your Superpower)**  
   - End episodes with "Share if this changed your mind!" or debate prompts.  
   - Reply to every comment in the first 24-48 hours—YouTube rewards active channels.  
   - Cross-promote where shares are happening (Reddit communities, X threads, Facebook groups in your niche).

4. **Collaborations & External Promotion**  
   - Guest on similar small podcasts (or vice versa)—this is gold for subs.  
   - Network: Reach out to creators in your space for shoutouts. Paid promo (cheap YouTube ads targeting your video viewers) can accelerate once you hit monetization.

5. **Hit Monetization Thresholds Fast**  
   You're close: Need 1,000 subs + 4,000 watch hours (check your Analytics > Audience tab). The shares/views suggest you'll get there soon. Once monetized, podcast CPMs on YouTube are often $5-15+ per 1K views (higher than regular videos).

6. **Track & Iterate**  
   In YouTube Studio, dive into "Reach" and "Audience" tabs—see which videos have the highest share % or watch time, then make more like them. The recent spike is your clue.

**My honest take**: This isn't a fluke—3.4K shares on a small channel screams "quality content with word-of-mouth potential." Most new podcasts die with low engagement; yours has the ingredients to grow into the thousands of subs quickly. Stay consistent, lean into what people are sharing, and treat YouTube as your main growth engine (not just an audio dump). If you keep posting and optimizing, that recent spike could turn into a trend.

You've got this—drop your channel name or a specific episode if you want more tailored tips! Keep grinding. 🚀888

Henry McClure
785.383.9994 

Sent from my T-Mobile 5G Device
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--
 
 

MD SHAWON HOWLADER
I am a social media maneger,All social media manage and marketing. Facebook,IG,Twitter,YouTube marketing,

Logo		Gmail: mdshawonhowlader37@gmail.com
WhatsApp:  +8801850215464

www.aktechnologybd.com/
facebook icontwitter iconyoutube iconlinkedin iconinstagram iconpinterest icon


--
 
 

MD SHAWON HOWLADER
I am a social media maneger,All social media manage and marketing. Facebook,IG,Twitter,YouTube marketing,

Logo		Gmail: mdshawonhowlader37@gmail.com
WhatsApp:  +8801850215464

www.aktechnologybd.com/
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Thursday, March 26, 2026

It all comes back

https://www.newsmax.com/us/cesar-chavez-sexual-abuse-allegations/2026/03/26/id/1250926/



Henry McClure  
785.383.9994
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time kills deals
on No comments:

Fw: Citizen Advisory Council (CAC)


From: Valley Park <valleyparkniatopeka@gmail.com>
Sent: Thursday, November 20, 2025 1:13 AM
To: Henry McClure <mcre13@gmail.com>
Subject: Re: Citizen Advisory Council (CAC)

Henry, 

I strongly urge you to fill out an at-large member application for the Citizen Advisory Council. With the City's new website, it is difficult to find information and the content and usability is not necessarily improved. Once I find the form I will follow up with you. In the meantime, you may find the following information helpful in this endeavor:

In accordance with TMC 2.25.040 (2) At-Large Members. The three at-large members of the CAC shall be appointed by the Mayor, with confirmation by the City Council. At-large members shall not serve beyond the end of their appointed three-year term and, upon expiration of such term, the position shall remain vacant until a successor is appointed.

One at-large member must come from a low to moderate income (LMI) area not represented by a certified NIA or be an LMI resident of Topeka who does not reside within the boundaries of a certified NIA or hold office in a certified NIA.

Two at-large members must come from disciplines such as construction trades, architecture, appraising, real estate sales, public finance, mortgage lending, legal, real estate development, residential property management, commercial banking, construction material suppliers, fundraising, neighborhood planning, zoning, engineering, health or education.

To apply/renew for a mayoral appointment, please follow the Mayoral Appointment Process.

Susan W. McClacherty
2024-2025 Citizen Advisory Council Chair


On Fri, Nov 14, 2025 at 11:24 AM Henry McClure <mcre13@gmail.com> wrote:
Thanks for reaching out. I appreciate you thinking of me for this. I agree there's a lot of room for improvement with CAC's approach to housing and economic development.

A few initial thoughts:
  • We need clearer, outcome-based metrics for all housing programs.
  • The DREAMS project scoring rubric should be more transparent and better aligned with actual neighborhood needs.
  • At-large positions should be filled with people who have practical, on-the-ground experience.

Happy to discuss ideas further or get more involved - just let me know what next steps you'd like from me.

Henry McClure
Time kills deals
785-383-9994

www.henrymcclure.live

On Thu, Nov 13, 2025 at 12:35 PM Valley Park wrote:
Hi Henry, 

Please consider using your talents to assist the CAC membership when it comes to addressing housing and economic development. There is value in having an experienced person, like yourself, providing neighborhood leaders with suggestions on how to move forward with promoting their neighborhoods, addressing affordable housing, and improving economic development. CAC membership votes on programs that use Community Development Block Grants. The membership needs people who can work toward changing the current outcomes of such programs. There needs to be improved measures for each housing program as well as the scoring rubric of the DREAMS projects. What are your thoughts to help change the status quo?

Mayor Padilla never filled all three at-large positions to be appointed by the mayor despite requests to do so. See Topeka Municipal Code 2.25.040 for more details. One at-large member must come from a low to moderate income (LMI) area not represented by a certified Neighborhood Improvement Association. Two at-large members must come from disciplines such as construction trades, architecture, appraising, real estate sales, public finance, mortgage lending, legal, real estate development, residential property management, commercial banking, construction material suppliers, fundraising, neighborhood planning, zoning, engineering, health or education.

There is a NIA representative position on the Land Bank Board of Trustees and the current person, ShaMecha King Simms, is stepping down at the end of 2025. Today, I sent out a soliciting email to the CAC membership and NIA President and Vice Presidents in an attempt to fill the position prior to 2026.

Sandra Batts is the representative on the Topeka Housing Authority Review Committee.

Susan W. McClacherty
2024-2025 Citizen Advisory Council Chair
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