Strategic Plan

A look forward at the City's goals and plans to achieve them

Equity and Inclusion: Fair and impartial delivery of services so that no group is disadvantaged or burdened along with having inclusive representation and participation for all.

Inclusion and racial equity drive the culture of our organization and our community. When we intentionally prioritize race, it can no longer be used to predict life outcomes and outcomes are improved for all. We remove systemic barriers to reconcile historic injustices and their continued presence in our work.

Progress Indicators

The way in which we accomplish the work set out in this plan is as important as the outcomes. This is why our commitments are essential. With the six commitments to how we do our work, the City will ensure we're following through on our strategic plan in the right way and with excellence. The Progress Indicators associated with the Equity and Inclusion commitment are listed below.

UI-5: Percent of black, indigenous, and people of color (BIPOC) residents rating the community as welcoming

Strategies:

  • Develop and support initiatives that engage underserved and under-represented communities.
  • Provide accessible, diverse and inclusive parks and recreation programs and amenities for all ages and abilities, with a specific focus on historically marginalized communities.

UI-6: Percent of residents who believe their culture is celebrated in the community (i.e. festivals, parades, events, etc.)

Strategies:

  • Develop and support initiatives that engage underserved and under-represented communities.
  • Provide accessible, diverse and inclusive parks and recreation programs and amenities for all ages and abilities, with a specific focus on historically marginalized communities.

UI-7: Percent of scholarship need that is met for recreation programs

Strategies:

  • Develop and support initiatives that engage underserved and under-represented communities.
  • Provide accessible, diverse and inclusive parks and recreation programs and amenities for all ages and abilities, with a specific focus on historically marginalized communities.

SWN-2: Percent of residential units within a half mile of City green space


Strategies:

  • Ensure equitable access and continue to improve parks, recreation opportunities, open spaces and trails within the community.

SWN-3: Percent of residential units within a half mile of a walking/biking trail


Strategies:

  • Ensure equitable access and continue to improve parks, recreation opportunities, open spaces and trails within the community.

SWN-4: Percent of residential units within a half mile of a school or library


Strategies:

  • Identify new and unused residential zoning areas for new housing units within one-half mile of schools or libraries.

SWN-5: Percent of households that are experiencing housing stress (spending more than 30% of their income on housing) - Rental


Strategies:

  • Create more ownership options for low- and moderate- income renters who want to become owners by increasing the supply of affordable housing options.

SWN-5: Percent of households that are experiencing housing stress (spending more than 30% of their income on housing) - Home Ownership


Strategies:

  • Create more ownership options for low- and moderate- income renters who want to become owners by increasing the supply of affordable housing options.

SWN-6: Point-in-time count of people experiencing homelessness

Strategies:

  • Create lasting solutions to connect people to housing to make homelessness a rare, brief and one-time experience.

SaS-6: Variance of satisfaction with perceptions of safety by race, gender, education and income

Strategies:

  • Establish a baseline, identify gaps and develop activities to improve health impacts to all marginalized identities within the community. Prepare and provide community-based education and solutions based upon the gathered data.
  • Enhance or establish partnerships and collaboration with existing community organizations, governmental agencies, healthcare providers and schools with a focus on increasing awareness of and access to resources that will impact trends and reduce repeated incidents.

SaS-7: Number of Child Protective Services reported incidents to the Kansas Department for Children and Families for Douglas County per 1,000 residents


Strategies:

  • Establish a baseline, identify gaps and develop activities to improve health impacts to all marginalized identities within the community. Prepare and provide community-based education and solutions based upon the gathered data.
  • Enhance or establish partnerships and collaboration with existing community organizations, governmental agencies, healthcare providers and schools with a focus on increasing awareness of and access to resources that will impact trends and reduce repeated incidents.
  • Train and equip personnel to effectively respond to and support the investigation of incidents involving a child in need of care (CINC) or other incidents falling under the jurisdiction of the Kansas Department for Children and Families.

SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied (Police)

Strategies:

  • Provide community education and engagement on support services before, during and after traumatic events.
  • Develop a strong, reliable and integrated system of volunteer and community resources.
  • Maximize use of civilian capabilities to make deployment of specialized and highly technical personnel more efficient.
  • Evaluate public safety processes for opportunities to enhance environmental management practices.

SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied (LDCFM)


Strategies:

  • Provide community education and engagement on support services before, during and after traumatic events.
  • Develop a strong, reliable and integrated system of volunteer and community resources.
  • Maximize use of civilian capabilities to make deployment of specialized and highly technical personnel more efficient.
  • Evaluate public safety processes for opportunities to enhance environmental management practices.

SaS-9: Sexual violence per 1,000 residents


Strategies:

  • Use community empowerment and education to eliminate, reduce and respond to events, trends and activities that pose the greatest threat to safety and security.
  • Enhance our partnerships with community organizations and governmental agencies to 1) reduce instances of sexual and domestic violence incidents and 2) respond to and assist victims through their recovery.
  • Provide rapid, skilled and appropriate response to Part 1 offenses, domestic violence and other serious, time-critical incidents.
  • Establish a baseline, identify gaps and develop activities to improve health impacts to all marginalized identities within the community. Prepare and provide community-based education and solutions based upon the gathered data.
  • Enhance or establish partnerships and collaboration with existing community organizations, governmental agencies, healthcare providers and schools with a focus on increasing awareness of and access to resources that will impact trends and reduce repeated incidents.
  • Train and equip personnel to effectively respond to and support the investigation of incidents involving a child in need of care (CINC) or other incidents falling under the jurisdiction of the Kansas Department for Children and families.
  • Train and equip personnel to effectively respond to and investigate incidents related to Part 1 offenses.
  • Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.

SaS-9: Domestic violence per 1,000 residents


Strategies:

  • Use community empowerment and education to eliminate, reduce and respond to events, trends and activities that pose the greatest threat to safety and security.
  • Enhance our partnerships with community organizations and governmental agencies to 1) reduce instances of sexual and domestic violence incidents and 2) respond to and assist victims through their recovery.
  • Provide rapid, skilled and appropriate response to Part 1 offenses, domestic violence and other serious, time-critical incidents.
  • Establish a baseline, identify gaps and develop activities to improve health impacts to all marginalized identities within the community. Prepare and provide community-based education and solutions based upon the gathered data.
  • Enhance or establish partnerships and collaboration with existing community organizations, governmental agencies, healthcare providers and schools with a focus on increasing awareness of and access to resources that will impact trends and reduce repeated incidents.
  • Train and equip personnel to effectively respond to and support the investigation of incidents involving a child in need of care (CINC) or other incidents falling under the jurisdiction of the Kansas Department for Children and families.
  • Train and equip personnel to effectively respond to and investigate incidents related to Part 1 offenses.
  • Train and equip personnel to effectively respond to and investigate incidents involving sexual and domestic violence.

PES-5: Women business ownership rate

Strategies:

  • Provide resources and support for small and medium-sized businesses to grow and expand.
  • Ensure greater economic opportunities amongst historically marginalized populations, communities and businesses.
  • Create new incentives that are targeted at businesses and industries that provide pathways to economic success for the employees, the company and the community.

PES-5: Minority business ownership rate


Strategies:

  • Provide resources and support for small and medium-sized businesses to grow and expand.
  • Ensure greater economic opportunities amongst historically marginalized populations, communities and businesses.
  • Create new incentives that are targeted at businesses and industries that provide pathways to economic success for the employees, the company and the community.

PES-6: Median Household Income by Race to Total Lawrence Median Income

Strategies:

  • Create programs that recover, sustain and grow the arts and entertainment community.
  • Ensure greater economic opportunities amongst historically marginalized populations, communities and businesses.

PES-7: Area median household income

Strategies:
  • Increase and focus resources to generate entrepreneurial and tech-related company growth.
  • Ensure greater economic opportunities amongst historically marginalized populations, communities and businesess.

CC-5: Percent of sidewalks and shared use paths in compliance with the Americans with Disabilities Act (ADA) and deflection minimum standards


Strategies:

  • Invest in multimodal Infrastructure and services to improve mobility, safety and connectivity.
  • Update and implement the American with Disabilities Act (ADA) Transition Plan to reduce barriers to access.
  • Improve multimodal connectivity with an emphasis on pedestrian and bicycle demand and transportation for disadvantaged populations.

CC-6: Percent of residential units in the Environmental Justice Zone within a quarter mile of a transit stop or on-demand transit zone


Strategies:

  • Invest in multimodal Infrastructure and services to improve mobility, safety and connectivity.
  • Improve multimodal connectivity with an emphasis on pedestrian and bicycle demand and transportation for disadvantaged populations.
  • Maximize ridership through Lawrence Transit route redesign and improved access, comfort and convenience for all riders.
  • Establish land use policies and codes that minimize the need to walk or bike more than 15 minutes for basic needs such as groceries, medicine, general merchandise, schools and transit.

CW-5: Overall Municipal Equality Index score

Strategies:

  • Improve diversity-focused hiring, recruitment, promotion and outreach efforts so that the City workforce reflects the community we serve.
  • Utilize the Human Rights Campaign Municipal Equality Index (MEI) scorecard as guidance to advance equity.
  • Identify and implement best practices for advancing diversity, equity and inclusion throughout City government and with external stakeholders.