Key Points from Mayor Duncan’s Remarks

Mayor & City Manager Monthly Press Conference (City of Topeka, October 28, 2026)
YouTube: https://www.youtube.com/watch?v=Dr8ZwbjC7Ac

This ~30-minute press conference features Mayor Spencer Duncan and newly appointed Interim City Manager Michael Webb. It covers recent leadership changes, two March 2026 mail-in ballot measures, the city manager search, and related questions (including data centers).

Key Points from Mayor Duncan’s Remarks

Anonymous online criticism
Duncan revisited earlier comments about anonymous online posts. He clarified that he objects to using anonymity to bully, mock bodies, invent lies, or claim false insider knowledge—calling it cruel, dishonest, and cowardly because it avoids accountability. He distinguished this from legitimate named criticism or disagreement, which he accepts. Much of the commentary targets city employees, council members, or residents rather than him personally; he argued people deserve basic decency even amid disagreements.

Former City Manager Robert Perez’s departure
Perez resigned after nearly three years; both sides agreed the working relationship had run its course and it was time to move on. There was no scandal or hidden conflict. Some compensation came from accrued benefits under existing provisions; additional amounts were part of a negotiated termination agreement approved unanimously by the City Council with the mayor. Duncan framed it as a professional, respectful transition that reflects well on the organization, especially while recruiting a permanent successor. Staffing changes (Deputy City Manager Braxton Copley’s retirement, Assistant City Manager Avery Moore remaining in a deputy role, and not filling a second deputy position) plus savings from a temporary manager more than offset the agreement’s cost.

March mail-in ballot: City Auditor charter amendment
Voters will be asked to amend the city charter so the City Auditor reports directly to the governing body (mayor and council) rather than only to the city manager. This aims for greater independence in reviewing operations, finances, programs, internal controls, and efficiency opportunities. Funding is already in the 2027 budget; the city plans to hire the auditor early next year regardless of the vote (with council involvement in project selection if the charter change fails). The idea came from the Citizen Government Review Committee. Duncan compared it to arrangements in Olathe, Wichita, and Kansas City, Missouri. The position is meant to support better decisions and public accountability, not solely to find problems; auditor reports would be public records. A detailed structure proposal is expected for council in late November or early December.

March mail-in ballot: 0.1% sales tax
A separate question proposes a 0.1% (one-tenth of 1%) sales tax—about 10 cents per $100 spent—for 10 years. If approved in March, it would start July 1, 2027, and generate an estimated ~$4 million annually. At least 50% would go to the Affordable Housing Trust Fund; no more than 50% to homelessness programs and initiatives (supporting existing efforts such as Built for Zero, Equity Access Shelter, Impact Avenues, Shelter Plus Care, One-Stop Shop, plus awareness, rent assistance, transportation, support services, and related operating/construction costs). It was advanced by community groups (including Topeka Jump) and the Affordable Housing Trust Fund’s community review board seeking a steady revenue source. The council is putting the question to voters; more public information on current spending and potential uses will be released. Final decision rests with voters.

City manager search
No final process has been set. The council is expected to discuss it within the next two weeks (possible special meeting or at the November 10 regular meeting). Options include internal research, an executive recruitment firm, professional networking, or combinations. The goal is a broad, transparent search for experienced candidates suited to a complex organization. The interim’s role includes helping lay a foundation.

Interim City Manager Michael Webb

Webb introduced himself: roughly 35 years in local government (including University of North Texas public administration training, work in Mesa AZ and Grapevine TX near DFW Airport, and about 16 years in Edwardsville, KS, before retiring ~2023). He has handled other interim assignments. He emphasized support for professional local administration, backing mayor/council priorities (including the auditor), assisting staff, and preparing a solid base for the permanent manager. He had been on the job only about 48 hours and described a strong, welcoming team with no crises.

Q&A Highlights

  • Webb’s interim focus: Support staff, set priorities within constraints, advance ongoing items (e.g., auditor), and avoid leaving a large backlog for the permanent manager.
  • Mayor on the transition: Unlike a prior, more troubled change, this one was peaceful with strong department heads and staff already in place. Webb is meeting with council members on their priorities.
  • Data center petitions (submitted to the Shawnee County Commission): Three petitions, including opposition to data centers and related annexation/water issues. Duncan said he was mildly disappointed (no prior heads-up despite earlier open conversations with the petitioners) but not angry. He noted the city has been responsive—enforcing a moratorium, seeking legal advice, shifting water decision-making to the council, providing annexation background, and working with the sustainability council on high standards. He expressed caution about permanently closing the door on future possibilities (technology or needs could change) and observed that most of the four petitioners are not city residents. He will review the petitions and legality further (mentioning a related Emporia case) and keeps the door open for discussion. Petitions are a legitimate process; if enough residents sign, that itself is a signal.

The conference ends after these exchanges. Overall tone is focused on transparency, professional transitions, efficiency/accountability tools, and putting ballot choices before voters. 

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