Title: Trucking Doesn’t Just Support Topeka’s Economy — It Is the Economy in Motion: Why Our Central Location Demands Aggressive Support for Logistics and Truck-Friendly Development

 By Henry McClure, MCRE, LLC – Topeka Real Estate Broker & Advocate for Putting Shawnee County First

In short, trucking doesn’t just support the economy — it is the economy in motion, delivering the goods that keep America running every single day. For a city like Topeka, positioned at the geographic heart of the United States along major corridors such as I-70, this truth is even more powerful. Trucking represents massive opportunity for jobs, sales tax revenue, infrastructure investment, and long-term growth if we embrace it.

The National Scale: Trucking Powers America

The numbers are staggering. According to the American Trucking Associations (primarily 2024 data, with trends holding into 2025-2026):

• Freight Volume: Trucks haul approximately 72.7% of U.S. domestic freight by weight, moving 11.27 billion tons of goods annually.
• Revenue: The industry generated around $906 billion in gross freight revenues for primary shipments. Broader estimates, including related logistics and economic activity, push the total impact well over $2 trillion.
• Employment: Trucking supports 8.4 million jobs across the economy (excluding self-employed), including 3.58 million professional truck drivers. It’s a sector dominated by small businesses and owner-operators.

These figures underscore trucking’s role as the backbone of supply chains for retail, manufacturing, agriculture, construction, energy, and more. Without reliable trucking, shelves go empty, factories idle, and prices spike. In a vast country like ours, trucks provide the flexibility that rail, water, or air simply can’t match for most shipments.

Projections for 2026 show moderate stabilization and potential growth amid recovery from recent downcycles, with ongoing needs for driver retention, infrastructure, and capacity. The industry’s foundational importance will only increase with e-commerce, nearshoring, and population/economic demands.

Topeka’s Strategic Position: Center of America

Topeka sits at a logistical sweet spot — smack in the middle of the U.S., with direct access to I-70 (east-west transcontinental route), US-75, I-470, I-335 (Kansas Turnpike), and strong BNSF rail connections. This central location means shorter hauls to major markets on all sides, lower fuel and time costs, and the ability to serve the Midwest, South, and beyond efficiently.

• Traffic Through Topeka: I-70 near downtown Topeka carries approximately 40,000 vehicles per day, with roughly 12% trucks (equating to thousands of trucks daily passing through or stopping in our area). Statewide, Kansas highways see massive volumes, with interstates like I-70 handling a significant share of national freight flows.
• Potential for More: With shovel-ready industrial sites (e.g., Harlan Industrial, Central Crossing), Foreign Trade Zone designations, and room for truck stops, fueling stations, distribution centers, and logistics parks, Topeka could capture far more of this traffic. Every additional truck stop, warehouse, or service facility multiplies economic impact through fuel sales, retail spending, jobs, and sales tax.

Kansas as a whole benefits from its crossroads status. Companies choose us for faster, cheaper distribution to a huge swath of the population. Topeka’s assets — available land, workforce, and infrastructure — position us perfectly to grow as a regional logistics hub.

Why This Matters for Topeka: Jobs, Revenue, and Growth

• Sales Tax Powerhouse: Truck stops, convenience stores, restaurants, and related services generate substantial sales tax without raising property taxes on residents. Fuel, food, repairs, and traveler spending add up quickly.
• Job Creation: Direct driving jobs, plus warehousing, maintenance, logistics coordination, and support services. Multiplier effects ripple through local suppliers, hotels, and retail.
• Infrastructure and Development: Supporting trucking means investing in “shovel-ready” sites, addressing drainage/zoning smartly, and approving projects that serve the industry (like modern fueling and convenience hubs off I-70).
• Competitive Edge: Neighboring areas are courting logistics business. Topeka must be “open for business” — streamlining approvals, mitigating concerns proactively (traffic, safety), and marketing our central advantage.

Recent missed opportunities, like hurdles with truck-friendly retail developments, highlight the need for stronger leadership focused on this sector. With millions spent annually on economic development efforts, prioritizing trucking and logistics delivers tangible returns.

Call to Action: Embrace Trucking as Our Economic Engine

Topeka has the location. We have the infrastructure foundations. What we need is consistent policy support: pro-growth zoning, infrastructure readiness, and visible promotion of our city as a trucking and logistics hub.

Let’s learn from the data and our central position. Approve practical, truck-supporting projects. Invest in sites that attract distribution and service facilities. Market Topeka aggressively to the industry.

Trucking isn’t just passing through — it can drive our future if we seize the opportunity. Topekans deserve leadership that puts this economic reality first.

What are your thoughts on growing our logistics sector? Share in the comments, and let’s push for policies that capitalize on Topeka’s heartland advantage.

Henry McClure is a licensed Kansas real estate broker with 45+ years of experience, founder of MCRE, LLC, and advocate for transparent, pro-growth policies in Shawnee County.

Banks for Mayor

The Maverik Project: A Missed Opportunity for Sales Tax Growth

A clear recent example is the proposed Maverik convenience store and fueling station at SW 6th Avenue and Fairlawn Road. This project offered strong potential to boost Topeka’s sales tax revenue through retail sales, fuel, and traveler services along a key I-70 corridor. Maverik’s modern format typically draws customers efficiently while creating jobs and signaling that our city welcomes responsible investment.

Councilmember Dave Banks advocated for practical development and worked to align support. However, the project encountered significant hurdles related to traffic concerns on Fairlawn Road and proximity to nearby schools. While these issues deserved careful review, the overall process highlighted a gap in proactive mayoral leadership. A mayor focused on economic development could have played a pivotal role by:

• Serving as the city’s chief salesman — personally engaging stakeholders, highlighting the revenue and job benefits, and addressing valid neighborhood concerns through targeted mitigations (such as traffic improvements or design adjustments).
• Acting as a coalition builder — working closely with council allies like Dave Banks to secure the necessary votes and build broader consensus.
• Prioritizing sales tax growth — championing projects that expand our revenue base without increasing property taxes on residents.

In the end, the council voted to reject key aspects of the rezoning proposal. While local input is important, this outcome represents a lost chance to capture additional economic activity in a competitive retail environment. Stronger mayoral facilitation in similar cases could help balance community feedback with growth objectives.

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The Mayor’s Role: Salesman, Cheerleader, and Coalition Builder

Title: Why Topeka Needs a Mayor Who Sells Our City: The Power of Political Leadership in a Council-Manager Government

By Henry McClure, MCRE, LLC – Topeka Real Estate Broker & Advocate for Economic Growth

In Topeka’s council-manager form of government, the city manager handles day-to-day operations, budgets, and administration with professional expertise. That structure has its strengths in reducing patronage and ensuring competent execution. But as we’ve discussed before, it still demands strong political leadership from the elected mayor to set vision, rally support, and act as the city’s chief salesman for economic development.

A proactive mayor should function like a “majority whip” — building coalitions on the council, championing pro-growth policies, and relentlessly promoting Topeka to attract businesses, investment, and jobs. Sales tax growth is the lifeblood of local revenue for infrastructure, services, and quality-of-life improvements. Every new retailer, restaurant, hotel, or development that brings customers through our doors expands that base without raising property taxes on existing residents.

Unfortunately, recent examples show where this leadership has fallen short.

The Maverik Opportunity: A Missed Chance for Sales Tax Growth

Consider the proposed Maverik fueling station and convenience store at SW 6th Avenue and Fairlawn Road. This project represented a significant economic development opportunity — a modern truck stop and retail hub off I-70 that could generate substantial new sales tax revenue, create jobs, and signal to other businesses that Topeka is open for investment.

Councilmember Dave Banks appeared ready to support practical development and get the votes aligned. Yet Mayor Spencer Duncan and the broader leadership failed to aggressively rally behind it. Instead of treating Dave Banks (or any pro-development council voice) as a key ally and working the council like a whip to secure approval, the project faced delays, opposition, and ultimately rejection or significant hurdles.

This is precisely the kind of moment where a strong mayor should step up: personally engaging stakeholders, highlighting the sales tax benefits, addressing neighborhood concerns constructively (traffic, infrastructure), and closing the deal. Maverik stores are known for clean, efficient operations and drawing travelers — exactly the kind of incremental growth Topeka needs. By not championing it more forcefully, we let potential revenue, jobs, and momentum slip away.

The Mayor’s Role: Salesman, Cheerleader, and Coalition Builder

In council-manager cities that thrive (Phoenix, San Antonio, Dallas), mayors don’t micromanage operations — they sell the vision externally and build internal consensus. Topeka’s mayor should:

• Court businesses daily with site-ready proposals and incentive packages.
• Whip votes for CIDs, TIFs, zoning reforms, and infrastructure that unlock development.
• Prioritize anything that grows the sales tax base — retail, hospitality, mixed-use projects.
• Partner closely with council allies like Dave Banks who understand development realities.

Our city manager excels at execution when given clear direction. But without mayoral energy driving the agenda, we risk bureaucratic inertia while neighboring communities steal opportunities.

Topeka has the location, workforce potential, and assets to grow. What we need is consistent political leadership laser-focused on economic development. As someone who has spent decades brokering deals across the country and advocating for smarter local policies, I believe refocusing the mayor’s office on this salesman/whip role is essential for putting Shawnee County first.

What do you think? Share your thoughts in the comments, and let’s push our leaders to prioritize growth that benefits all Topekans.

Henry McClure is a licensed Kansas real estate broker with 45+ years of experience and founder of MCRE, LLC.

 

It's one of KC's fun, high-energy fundraisers that combines a great night out with impact for kids. Past events have raised hundreds of thousands.

 It's the BMA Foundation's annual "Dine & Dance with the Stars" event.

This is a popular charity gala and dance competition in Kansas City, inspired by Dancing with the Stars. Local "celebrities" (including community leaders, professionals, and advocates) pair with professional dancers to compete for a mirrorball trophy, while raising money through ticket sales, voting/donations, auctions, and sponsorships.

Key Details for Tonight (Saturday, June 6, 2026):

• Time: Starts at 5:00 PM (typically runs to around 9 PM or so).
• Location: Sheraton Crown Center, Kansas City, MO.
• Format: Dinner (dining), dancing/performances, competition, fundraising, and entertainment.

Cause:

It supports multiple children's charities and related causes through the BMA Foundation, which focuses on children's charities and animal welfare. Beneficiaries this year include:

• Carousel Pediatric Care (via Kansas City Hospice & Palliative Care) — highlighted with a participant story (e.g., Brooke Cinalli dancing in honor/memory of her experiences).
• Dream Factory of Greater Kansas City (grants wishes/dreams for kids with critical illnesses).
• Fore the Kids (youth mental health and suicide prevention initiatives).
• Other local nonprofits helping underprivileged, ill, or at-risk children.

It's one of KC's fun, high-energy fundraisers that combines a great night out with impact for kids. Past events have raised hundreds of thousands.

If you're thinking of attending, check the official site (dance.bmafoundation.org or kchospice.org) for tickets, voting for dancers, or more info, as it may still have options or live updates. Let me know if you need directions, participant details, or anything else!

Koch trumped Trump for Ty Masterson

The Koch family’s collective net worth significantly exceeds the Trump family’s, by a factor of roughly 10–15x depending on the exact estimates used.

Koch Family

• Primary sources: Koch Industries (a massive privately held conglomerate in energy, chemicals, commodities, etc., with revenues often exceeding $100–125 billion annually). The wealth stems from stakes inherited and grown by Charles Koch and the late David Koch (and now Julia Koch & family).
• Key estimates (as of mid-2026):
  • Charles Koch & family: ~$70.5B–$73.8B (Forbes/Bloomberg).
  • Julia Koch & family (widow of David): ~$78.6B–$81.2B.
  • Combined family wealth: Often cited in the $127B–$155B range across broader family holdings and related entities. Some older or aggregated figures put it around $100B–$150B.

The Kochs rank among the world’s wealthiest families (frequently top 10), with stable, long-term industrial wealth.

Trump Family

• Primary sources: Real estate (golf courses, resorts, licensing), Trump Media & Technology Group (Truth Social), and especially cryptocurrency ventures (e.g., World Liberty Financial) that surged during/after the 2024 election and into the second term.
• Key estimates (as of early–mid 2026):
  • Donald Trump: ~$6.5B (Forbes, March 2026; up substantially from ~$2.3B–$4.3B pre-second term due to crypto and other gains).
  • Broader family (including Eric, Don Jr., Ivanka/Jared Kushner, Melania, etc.): Estimates range from ~$6.8B–$10B+ in some tallies, with crypto driving much of the recent growth (e.g., Eric ~$400M–$750M, Don Jr. ~$300M–$500M).

Trump’s wealth has grown rapidly in recent years (hundreds of percent in some periods) but remains far more volatile and tied to public markets, branding, and political cycles compared to the Kochs’ diversified private empire.

Summary Comparison

• Scale: Koch family >> Trump family (industrial dynasty vs. real estate/media/crypto portfolio).
• Stability: Koch wealth is more entrenched and privately held; Trump’s has seen big swings and recent crypto-fueled spikes.
• Context: These are estimates—private fortunes like the Kochs’ are harder to pin down precisely, while Trump’s has been heavily scrutinized and litigated.

Net worth figures fluctuate with markets, valuations, and reporting methodologies (Forbes, Bloomberg, etc.). For the absolute latest, check real-time trackers on those sites.