Thursday, August 28, 2025

Pickles

Fermented pickles can be identified by several key characteristics: a cloudy brine, a potentially fizzy or bubbly liquid, a sour or tangy smell, and an ingredient list that includes salt but not vinegar. Fermented pickles are also often labeled as "lacto-fermented" or "naturally fermented". [1, 2, 3]  
Here's a more detailed breakdown: 

• Cloudy Brine: The liquid in the jar will appear cloudy due to the microbial activity of the fermentation process. [2, 3]  
• Fizzing or Bubbling: You might see bubbles in the brine, especially when opening the jar, indicating the natural carbon dioxide production from fermentation. [2, 3, 4, 5]  
• Sour or Tangy Smell: Fermented pickles will have a distinct sour or tangy smell, different from the sharper, vinegary smell of pickled (non-fermented) pickles. [2, 6]  
• Ingredient Label: Look for "lacto-fermented" or "naturally fermented" on the label, or check for the absence of vinegar and the presence of salt. [1, 2]  
• Taste: Fermented pickles have a unique, complex flavor profile, often described as more nuanced and less intensely sour than those preserved with vinegar, according to Tasting Table. [2, 6]  
• Texture: Fermented pickles may have a slightly softer, sometimes effervescent texture due to the fermentation process, says Quora. [7]  

AI responses may include mistakes.

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Henry McClure  
785.383.9994
sent from mobile 📱
time kills deals

Fwd: Good job



---------- Forwarded message ---------
From: Henry McClure <mcre13@gmail.com>
Date: Thu, Aug 28, 2025 at 11:31 PM
Subject: Re: Good job
To: Lanell Griffith <lanell.griffith@gmail.com>


The total overhead (burden) expenses for the Greater Topeka Partnership, excluding business incentives, amount to $3,869,613 for 2024. This includes all administrative, occupancy, travel, insurance, depreciation, office, and similar indirect expenses across all departments.02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

Overhead Expense Summary

Overhead CategoryTotal Budgeted 2024
Payroll/Benefits$847,04402.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Other Compensation$5,28002.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Shared Services$588,00002.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Office Expense$24,07002.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Occupancy (Rent)$135,84702.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Sales Travel$46,27502.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Hospitality$8,80002.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Depreciation/Amort.$105,06902.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Insurance/Taxes/Fees$17,86002.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Dues/Subscriptions$23,29202.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Advertising$181,86202.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Professional Services$277,65902.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Other Employee Costs$73,63602.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
Interest Expense$83,02802.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg
$2,417,722
Total Before Incentives$3,869,613

Note: The sum above ($2,417,722) directly comes from visible line items, but the actual "Total Expenses Before Incentives" on the statement is $3,869,613, showing all indirect/burden allocations, including some grouped or departmentally-distributed items.02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

Key Points

  • Overhead includes costs for staff, rent, travel, office supplies, insurance, depreciation, dues, advertising, professional services, and all other non-incentive expenses necessary to operate the organization.02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

  • Business incentives, at $3,179,182, are excluded when calculating "burden" or "overhead," as requested.

  • The largest single overhead items are payroll/benefits ($847,044), shared services ($588,000), and professional services ($277,659).02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

  • Occupancy/rent across all departments totals $135,847; travel is $46,275.02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

All listed amounts strictly exclude any direct business incentive distribution, focusing solely on administrative and operational expenditures.02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

  1. https://ppl-ai-file-upload.s3.amazonaws.com/web/direct-files/attachments/images/90824090/965dc493-6d10-476d-ad5c-90f8fb97277a/02.14.24-JEDO-Meeting-Agenda-FINAL_Page_11-Copy.jpg

On Thu, Aug 28, 2025 at 11:22 PM Henry McClure <mcre13@gmail.com> wrote:

Henry McClure  
785.383.9994
sent from mobile 📱
time kills deals


--
Henry McClure 
Time kills deals
785-383-9994

www.henrymcclure.live


--
Henry McClure 
Time kills deals
785-383-9994

www.henrymcclure.live

Braxton can write this.

The department, rather than outside consultants, should fund police staffing studies. Our team understands the city's needs and can get the job done without incurring $150,000 in expenses for outsiders who are unfamiliar with our community.

Consultants use cookie-cutter solutions and don't understand our daily realities. When departments do the study themselves, results are more accurate and practical, and staff are more likely to support the changes.

Let's use our experience and save taxpayer money. Funding should go to our own officers so we know the results will fit Topeka, not some generic answers from far away.


--
Henry McClure 
Time kills deals
785-383-9994

www.henrymcclure.live

here we go

The proposed City of Topeka 2026 operating budget outlines general fund and departmental budgets, major fund balances, enhancements, reductions, and highlights from the City Manager's message and supporting tables. The adopted mill levy is set at 36.956 mills, holding the mill flat compared to prior years.Agenda_2025_9_9_Meeting-1042.pdf

General Fund Overview

  • Proposed Budget: $132,985,265 for FY2026, an increase of about 4% from $127,570,984 in FY2025.Agenda_2025_9_9_Meeting-1042.pdf

  • Personnel Costs: $100,999,790, accounting for over three-quarters of the general fund—up 4.2% due to finalized union contracts and 3% COLA pool for non-union employees.Agenda_2025_9_9_Meeting-1042.pdf

  • Non-Personnel Expenses: Increased by 4% (about $1.2M), largely from inflation.Agenda_2025_9_9_Meeting-1042.pdf

  • Use of Reserves: One-time reserves will be drawn down, including the unassigned fund balance, to balance the FY2026 budget, with a plan to maintain a 15% minimum unassigned reserve.Agenda_2025_9_9_Meeting-1042.pdf

  • Estimated Revenues:

    • Sales Tax: $41.7M (projected 2.25% growth)Agenda_2025_9_9_Meeting-1042.pdf

    • Ad Valorem (Property) Tax: $43.8M, with a 4.24% assessed value increaseAgenda_2025_9_9_Meeting-1042.pdf

    • Franchise Fees: $16.2MAgenda_2025_9_9_Meeting-1042.pdf

    • PILOTS, Fees for Services, and others fill out the remainder.Agenda_2025_9_9_Meeting-1042.pdf

  • Projected Gap: $7.54M budget gap for FY2026 to be filled by reserves.Agenda_2025_9_9_Meeting-1042.pdf


Major Policy Actions

  • Maintain Mill Levy: The property tax mill levy remains at 36.956, which is above the calculated revenue-neutral rate of 35.183.Agenda_2025_9_9_Meeting-1042.pdf

  • Use of Reserves: General fund reserve projected to decrease to the 15% policy threshold for end-of-year balance.Agenda_2025_9_9_Meeting-1042.pdf

  • Staffing Adjustments: Reduction of 19 FTEs from the 2025 budget and assumption of 21 FTEs held vacant to reduce personnel costs.Agenda_2025_9_9_Meeting-1042.pdf


Departmental Highlights

Police Department

  • FY2026 Budget: $52.7M (a planned decrease from FY2025's $54.5M).Agenda_2025_9_9_Meeting-1042.pdf

  • New Initiatives: Funding for a police staffing study ($150,000), Lexipol policy system ($40,000), addition of 6 civilian positions in specialty units, and removal of 11 positions.Agenda_2025_9_9_Meeting-1042.pdf

Fire Department

  • FY2026 Budget: $37.3M (down from $38.8M in FY2025).Agenda_2025_9_9_Meeting-1042.pdf

  • Adjustments: Replacement of critical equipment (air compressors), reduction of 2 FTEs, and planned vacancy credit for positions.Agenda_2025_9_9_Meeting-1042.pdf

Public Works

  • FY2026 Budget: $7.6M from the general fund for departmental operations, plus capital outlays from special funds.Agenda_2025_9_9_Meeting-1042.pdf

  • Projects: Pavement and bridge improvements, vehicle and equipment upgrades, and citywide maintenance goals.Agenda_2025_9_9_Meeting-1042.pdf

Utilities

  • Water Utility: $62.3M, with major investments in infrastructure, treatment plant upgrades, and capital projects. 15% increase in chemical costs and 11% increase in utility expenses anticipated.Agenda_2025_9_9_Meeting-1042.pdf

  • Stormwater Utility: $12.6M, focused on compliance, infrastructure replacement, and maintenance efficiency.Agenda_2025_9_9_Meeting-1042.pdf

  • Wastewater Utility: $45.4M, emphasizes ongoing plant improvements, regulatory compliance, and increased biosolids processing.Agenda_2025_9_9_Meeting-1042.pdf

Human Resources / IT / Other Departments

  • HR: $2.3M; focus on recruitment, job description updates, and training.Agenda_2025_9_9_Meeting-1042.pdf

  • IT: $6.0M; enhancement includes a new cybersecurity director and expanded software investments.Agenda_2025_9_9_Meeting-1042.pdf

  • Planning & Development: $3.9M; targets affordable housing and code compliance.Agenda_2025_9_9_Meeting-1042.pdf


Notable Budget Changes and Enhancements

  • Fee Schedule Increases: Across multiple departments, projected to add $200,000 in revenue.Agenda_2025_9_9_Meeting-1042.pdf

  • No General Fund Subsidy for Hotel Topeka: Saving $1.4M compared to prior budgets.Agenda_2025_9_9_Meeting-1042.pdf

  • Non-Departmental: Increase to $15.6M, mainly to cover IT/facilities allocations, prisoner care, social service grants, and other citywide expenses.Agenda_2025_9_9_Meeting-1042.pdf


Major Funds and Balances

Fund2025 Ending Balance2026 Ending Balance (Proj.)
General Fund$23,028,432$19,975,720
Special Highway Fund$188,836$0
Water Utility$15,721,730$14,054,172
Wastewater Fund$20,744,099$19,752,344
Stormwater Utility$4,575,626$4,038,213
Sales Tax Maint.$34,759,722$27,738,979

Agenda_2025_9_9_Meeting-1042.pdf


Revenue & Tax Summary

  • Tax Revenue Breakdown (2026 est.):

    • Sales Tax: $86M

    • Ad Valorem Tax: $64M

    • Motor Vehicle Tax: $5M

    • Transient Guest Tax: $3M
      Agenda_2025_9_9_Meeting-1042.pdf

  • Top Taxpayers: Evergy Kansas Central Inc. / Westar ($91.7M assessed value), followed by Kansas Gas Service, Target Corp., and others.Agenda_2025_9_9_Meeting-1042.pdf

  • Top Employers: State of Kansas (10%+ of city jobs), Stormont-Vail, Hills Pet Nutrition, USD 501, Blue Cross.Agenda_2025_9_9_Meeting-1042.pdf


Summary of Risks and Considerations

  • Budget Sustainability: The City is using one-time reserves to close the FY2026 gap; future years will require either new revenues or expense cuts to avoid a projected $13M deficit in FY2027.Agenda_2025_9_9_Meeting-1042.pdf

  • Inflation Pressures: Personnel costs and health insurance premiums are increasing.Agenda_2025_9_9_Meeting-1042.pdf

  • Special Highway Fund: Present structural deficit addressed by $2M transfer; not sustainable long-term.Agenda_2025_9_9_Meeting-1042.pdf


Public Hearing & Adoption Timeline

  • Public Hearing: Scheduled for September 9, 2025 at City Council Chambers.Agenda_2025_9_9_Meeting-1042.pdf

  • Adoption: Possible final vote on September 16, 2025.Agenda_2025_9_9_Meeting-1042.pdf


All references are drawn directly from the "City of Topeka 2026 Proposed Operating Budget"—including detailed department presentations, fund tables, City Manager's letter, and supporting legislative resolutions and notices.Agenda_2025_9_9_Meeting-1042.pdf

  1. https://ppl-ai-file-upload.s3.amazonaws.com/web/direct-files/attachments/90824090/9340490e-2ac9-42e6-96c7-acc125573c8e/Agenda_2025_9_9_Meeting-1042.pdf


--
Henry McClure 
Time kills deals
785-383-9994

www.henrymcclure.live

Under the fingernails

Built in 1963, the Chalet Apartments in Topeka, Kansas, presents a history of fluctuating management and tenant experiences. While online advertisements tout a charming, "old-world European atmosphere" and recent renovations, reviews from past and current residents tell a more complex story of persistent maintenance issues, outdated units, and safety concerns. The property has also been the scene of serious crimes, including stabbings and an explosion, which have prompted police investigations. 
Architectural history
The Chalet Apartments were built in 1963 and feature a distinct architectural style intended to evoke a European atmosphere. The 233-unit, three-story complex was constructed in four phases, with the final phase completed in 1987. Advertisements highlight its unique design, landscaped grounds, and convenient location near Gage Park. 
Management and renovations
Management of the Chalet Apartments has shifted over the years, leading to variations in the resident experience. Some reviews praise specific staff members for their professionalism, while many others report issues with management and maintenance. 
  • Recent renovations: In response to aging infrastructure, the property has undergone renovations, including new exterior paint, roofs, and updated laundry facilities.
  • Mixed resident reviews: Despite the improvements, reviews on sites like Yelp and Apartments.com highlight a disparity between the modernized model units and older, neglected apartments. Older reviews describe outdated appliances, musty smells, and rusted pipes. 
The "ugly truth" behind the facade
A review of tenant feedback and public records reveals significant underlying issues that have impacted residents over the years.
Maintenance issues
Tenants report a history of slow and ineffective maintenance, with some issues taking months or even more than a year to be resolved. Common complaints include: 
  • Broken heaters and non-functional air conditioning
  • Bug infestations
  • Broken appliances and fixtures
  • Electrical problems, including outlets that cause shocks
  • Negligent communication and false promises from staff 
Safety and security
Despite advertisements claiming a safe environment, multiple incidents have been reported, casting doubt on the property's security. 
  • Stabbings and assault: In March 2018, police responded to a fight at the complex that left two men with stab wounds. A man was arrested the following day on aggravated battery charges related to the incident.
  • Improvised explosive device: In September 2020, an explosive detonated inside a vehicle in the Chalet's parking lot. No one was injured, but the incident drew the police bomb squad and fire department to the scene.
  • Property crime: There have been reports of car break-ins, and one former tenant claimed that her apartment was broken into via a window that management failed to repair.
  • Management failures: A 2017 review states that management confirmed there were no security cameras, contradicting a posted sign and raising concerns about tenant safety. 
Management conduct
A recurring theme in negative reviews is alleged misconduct by management and staff. 
  • Questionable charges: Past residents claim they were unfairly charged for late fees due to online payment system errors and had deposits withheld for questionable reasons.
  • Lease issues: There are reports of tenants being misled about lease terms and charged exorbitant fees to break their contracts, even after experiencing unsafe or unlivable conditions.
  • Lack of privacy: One tenant alleged that maintenance staff entered their apartment without proper notice, resulting in a violation of privacy. 


--
Henry McClure 
Time kills deals
785-383-9994

www.henrymcclure.live

Conflict of interest

A Topeka mayor who also works as a governmental affairs lobbyist has a significant conflict of interest, especially in relation to the League of Kansas Municipalities (LKM). The mayor is required to serve the public interest of Topeka, while a lobbyist serves the interests of their client. The LKM's role as an advocate for all Kansas cities further complicates the situation, creating several potential points of conflict. [1, 2, 3]  
1. Conflict of loyalty • Mayor: The mayor's duty is to recommend and advocate for legislation that exclusively benefits the City of Topeka and its residents. 
• Lobbyist: A governmental affairs lobbyist's duty is to advance the specific interests of their paying client, which may be a corporation, trade association, or a specific interest group. 
• The conflict: If the mayor's lobbying client and the City of Topeka have competing interests on a particular issue, the mayor is faced with a direct conflict of loyalty. For example, a lobbying client that wants to lower corporate property taxes would put the mayor in a position where they must choose between advocating for their client's agenda or representing the financial interests of their city. [4, 5]  

2. Conflict of influence regarding the League of Kansas Municipalities • Mayor: As the mayor of a major Kansas city, the individual holds an influential position within the League of Kansas Municipalities (LKM), which advocates for cities statewide. The mayor's vote and participation in LKM matters directly impact the collective policy positions of Kansas cities. 
• Lobbyist: A lobbyist could use their position on the LKM governing body to influence the League's policy positions to align with their private client's interests. 
• The conflict: A mayor who is also a lobbyist could push the LKM to adopt a policy stance that benefits their private client, even if that stance is not in the best interest of Topeka or the majority of other Kansas municipalities. This erodes public trust and gives one private interest undue influence over a public body. [1, 6]  

3. Conflict over resource allocation • Mayor: Part of the mayor's job is to advocate for policies and secure state funding that directly benefits Topeka, for example, for infrastructure projects or public safety. 
• Lobbyist: A lobbyist may be hired to advocate for state budget allocations that benefit their private client, such as tax breaks or subsidies for a particular industry. 
• The conflict: The mayor may be faced with a choice between directing their political influence toward securing resources for Topeka or using their political connections to help their client get a piece of the same budget. For instance, the mayor might have to choose between supporting a client's initiative for a tax incentive or fighting for a state grant to repair Topeka's roads. [4, 7]  

4. Conflict of information and access • Mayor: The mayor has access to privileged, non-public information about city planning, economic development deals, and legislative strategies. 
• Lobbyist: A lobbyist's effectiveness often hinges on their access to key decision-makers and their ability to gain insider information. 
• The conflict: A mayor/lobbyist could improperly use confidential information gained through their public office to inform their lobbying efforts, or vice-versa. For example, they might learn about a planned municipal project as mayor and then use that information to help a private client secure a related contract. This is a direct abuse of public office for private gain. Kansas law specifically prohibits a public official from using confidential information for financial gain. [4, 5, 8, 9]  

AI responses may include mistakes.



Henry McClure  
785.383.9994
sent from mobile 📱
time kills deals