Strategic Plan Outcomes, Equity and Inclusion Progress Indicators, and Strategies: A Strategic Plan outlines a systematic process for moving toward a vision in a manner that involves the development and prioritization of strategic goals along with measurable strategies. The overview includes progress indicators and strategies for the five outcome areas identified in the Strategic Plan framework in relation to equity and inclusion. More information on that framework is included here. The City has been working on developing progress indicators to measure success of the strategic plan implementation. The progress indicators are summarized in this Strategic Plan Scorecard. The data related to each of these indicators is in the process of being gathered and will be shared when it is available.
Unmistakable Identity
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| UI-5: % of BIPOC residents rating community as welcoming | 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. | In Development | In Development |
| UI-6: % of residents who believe their culture is celebrated in the community (i.e. festivals, parades, events, etc.) | 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. | 60% | Below Target, 40.7% |
| UI-7: % of scholarship need that is met for recreation programs | 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. | 100% | Target Met |
Strong Welcoming Neighborhoods
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| SWN-2: % of residential units within a half mile of City green space | Ensure equitable access and continue to improve parks, recreation opportunities, open spaces and trails within the community. | Greater than or equal to 50% | Below Target, 32.1% |
| SWN-3: % of residential units within a half mile of walking/biking trail | Ensure equitable access and continue to improve parks, recreation opportunities, open spaces and trails within the community. | Greater than or equal to 50% | Below Target, 32.1% |
| SWN-4: % of residential units within a half mile of a school or library | Identify new and unused residential zoning areas for new housing units within one-half mile of schools or libraries. | Greater than or equal to 50% | Below Target, 32.1% |
| SWN-5: % of households that are experiencing housing stress (spending more than 30% of their income on housing) | Create more ownership options for low- and moderate- income renters who want to become owners by increasing the supply of affordable housing options. | For Rental - Less than or equal to 35% For Home Ownership – Less than or equal to 15% | Rental - Above Target, 83% Home Ownership – Above Target, 17% |
| SWN-6: Point-in-time count of people experiencing homelessness | Create lasting solutions to connect people to housing to make homelessness a rare, brief and one-time experience. | Less than or equal to 250 | Above Target, 308 |
Safe and Secure
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| SaS-6: Variance of satisfaction with perception of safety by race, gender, education, and income | 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. | In Development | In Development |
| SaS-7: Number of Child Protective Services reported incidents to the Kansas Department of Children and Families for Douglas County per 1,000 residents | 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. | No target | 17.4 |
| SaS-8: Percent of residents rating trust in emergency services departments as satisfied or very satisfied | 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. 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. | Police – Greater than or equal to 85% Fire (LDCFM) – Greater than or equal to 95% | Police – Below Target, 63% Fire (LDCFM) – Below Target, 92% |
| SaS-9: Sexual and domestic violence per 1,000 residents | 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. 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. | Sexual Violence – No target Domestic Violence – No target | Sexual Violence, .63 Domestic Violence, 7.8 |
Prosperity and Economic Security
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| PES-5: Women/ minority business ownership rate | 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. 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. | Women – Greater than or equal to 7% Minority – Greater than or equal to 4% | Women – Above Target, 24.8% Minority – Above Target, 9.9% |
| PES-6: Variance of median income by race | Create programs that recover, sustain and grow the arts and entertainment community. Ensure greater economic opportunities amongst historically marginalized populations, communities and businesses. | No target | 6.9% |
| PES-7: Area median income | Increase and focus resources to generate entrepreneurial and tech-related company growth. Ensure greater economic opportunities amongst historically marginalized populations, communities and businesses. | Greater than or equal to $54,712 | Below target, $53,475.00 |
Connected Cities
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| CC-5: % of sidewalks and shared use paths in compliance with the Americans with Disabilities Act (ADA) and deflection minimum standards | 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 assess. Improve multimodal connectivity with an emphasis on pedestrian and bicycle demand and transportation for disadvantaged populations. | Greater than or equal to 25% | Below Target, 20% |
| CC-6: % Percent of residential units in the Environmental Justice Zone within a quarter mile of a transit stop or on-demand transit zone. | 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. | Greater than or equal to 75% | Below Target, 68% |
City Wide
| Equity and Inclusion Progress Indicators | Strategies | Target Goals | Below Target/Above Target |
|---|---|---|---|
| CW-5: Overall Municipal Equality Index Score | 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. | Greater than or equal to 100 | Target Met, 100 |