2007 All-America City Award Application
Community Information
Community name and state:
Lawrence, Kansas
Your community is applying as a:
___ Neighborhood ___ Town __X_ City ___ County ___ Region
If applying as a region, name participating communities:
If applying as a neighborhood, name city:
Has your community applied before? _Yes X No If Yes, which years:_______________________________
Has your community been a Finalist before? _Yes X No If Yes, which years:_________________________
Has your community been an All-America City before? _Yes X No If Yes, which years:________________
Contact Information
All-America City Award contact (primary contact person available throughout entire competition and for follow-up):
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Name: |
Jonathan Douglass |
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Title: |
Management Analyst |
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Organization: |
City of Lawrence, Kansas |
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Address: |
PO Box 708 |
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City, State, ZIP: |
Lawrence, KS 66044 |
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Phone (business/day): |
(785) 832-3466 |
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Fax (business/day): |
(785) 832-3405 |
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Phone (home/evening): |
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Fax (home/evening): |
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E-mail Address: |
jdouglass@ci.lawrence.ks.us |
List the 3 individuals who most actively participated in filling out this All-America City Award application (add additional lines if needed):
(Provide name and title; organization; phone; e-mail address)
Jonathan Douglass, Management Analyst, City of Lawrence, (785)832-3466, jdouglass@ci.lawrence.ks.us
Lesley Rigney, Neighborhood Programs Specialist, City of Lawrence, (785)832-3108, lrigney@ci.lawrence.ks.us
Beth Frailey Krishtalka, Mgmt Assistant, City of Lawrence, (785)832-3210, bkrishtalka@ci.lawrence.ks.us
The community applying will receive one complimentary membership (or a membership renewal if an AAC application was submitted last year) to the National Civic League for one year. To whom should this membership be directed?
David L. Corliss, City Manager
PO Box 708
Lawrence KS 66044
(785) 832-3400 phone; (785) 832-3405 fax
dcorliss@ci.lawrence.ks.us
If we are designated an All-America City, we agree to follow NCL’s rules (available on the Web site) regarding use of the All‑America City Award logo, a registered trademark of the National Civic League.
Signature: ______________________________________________________ Date: _____________________
Name: David L. Corliss Title: City Manager
Community Statistics
Note: Use the most up-to-date statistics possible for your neighborhood, town, city, county, or region (source suggestions: U.S. Census Bureau, State Department of Economic Security, State Department of Finance, Department of Public Health, and local school statistics)
POPULATION (in year 2000 or most recent): 88,664
Source/Date: US Census Bureau, revised July 1, 2005 estimate
POPULATION PERCENTAGE CHANGE 1990-2000 (indicate + or -): +22%
Source/Date: US Census Bureau, Census 2000
RACIAL/ETHNIC POPULATION BREAKDOWN (percentage):
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White alone |
83.8% |
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Hispanic or Latino (of any race) |
3.6% |
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Black or African American alone |
5.1% |
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Asian alone |
3.8% |
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American Indian and Alaska Native (AIAN) alone |
2.9% |
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Native Hawaiian and Other Pacific Islander (NHOP) alone |
0.1% |
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Some other race alone |
1.4% |
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Two or more races |
3.0% |
Source/Date: US Census Bureau, Census 2000
MEDIAN FAMILY INCOME: $55,537
Source/Date: US Census Bureau, 2005 American Community Survey
PERCENTAGE OF FAMILIES BELOW POVERTY LEVEL: 7.3%
Source/Date: US Census Bureau, 2000 Census
UNEMPLOYMENT RATE: 4.0%
Source/Date: Kansas Department of Labor, 2005 Annual Average
POPULATION BREAKDOWN BY AGE GROUP (percentages, if available):
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19 years old and under |
22.14% |
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20-24 |
19.29% |
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25-44 |
31.76% |
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45-64 |
17.74% |
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65 and over |
9.08% |
Source/Date: US Census Bureau, 2005 American Community Survey
PERCENTAGE OF HOME OWNERSHIP: 45%
Source/Date: US Census Bureau, 2005 American Community Survey
WORKFORCE DISTRIBUTION -- Name the three largest employment sectors in your community and provide the percentage of total employed in each:
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Educational services, health care, and social assistance |
26.9% |
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Retail trade |
12.2% |
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Arts, entertainment, recreation, accomodation, and food services |
12.2% |
Source/Date: US Census Bureau, 2005 American Community Survey
óó Please attach a state map with your community clearly marked (attach as a separate sheet).
Part I.
Civic Infrastructure
Describe your community. Using the four major sections of the National Civic League’s The Civic Index, Second Edition (see www.ncl.org for more information), examine your community’s civic infrastructure and civic capacity and describe how your community lives each of the answers to each of the following questions. Please include real examples of how your community has demonstrated its strengths and faced its challenges. The roman numerals correspond to parts of The Civic Index, Second Edition. Also see the application instructions for this section.
I. What is our community vision for its future? (300 word maximum)
With the goal of developing a comprehensive vision that can guide community growth and progress, the community has undertaken a number of initiatives including a Lawrence Chamber of Commerce visioning project, the American Institute of Architects’ Sustainable Design Assessment Team program, Horizon 2020 and the City Commission’s annual goal setting sessions. These projects have identified a number of common and/or complementary vision elements including:
Economic Development
Lawrence will be a community of economic opportunity. Employers will be attracted to a thriving, competitive business environment and a well trained and highly qualified workforce. Well developed and maintained infrastructure will support and attract businesses. Residents of Lawrence will have attractive options for good paying jobs within their own community.
Downtown Vitality
Downtown will be the commercial, civic and cultural center of the Lawrence community. A vibrant, economically healthy and diverse Downtown will provide a mix of experiences – living, working, shopping and entertainment – while serving the daily retail needs of the adjoining residential neighborhoods.
Growth and Development
Lawrence will grow in a manner that protects our environment, neighborhoods, and cultural features while benefitting all of our citizens. Growth will result in an aesthetically pleasing community that values open space and historic character.
Community Building
Lawrence will continue to honor and celebrate its heritage of a diverse and engaged citizenry, committed to civil discussion. The community’s distinctive history and traditions will be respected and built upon by active and informed citizens.
Quality of Life
Lawrence will build upon its wealth of arts, cultural, and recreational amenities. The livability of neighborhoods will continuously be enhanced. High quality education and healthcare will be accessible to all citizens of Lawrence. Livability will be supported by excellent public spaces and facilities. Housing options will be affordable and attractive for all citizens.
II. How are we fulfilling the new roles for community governance?
II. (a). What is the extent and nature of community member participation in community improvement efforts? (300 word maximum)
Vice-Mayor Sue Hack summarized the community’s desire for involvement in a February 2 story in the Lawrence Journal-World with the comment “This is Lawrence, Kansas, and we are built on public comment.”
The Vice-Mayor was specifically referring to the community members and neighborhood association representatives that regularly attend City and Planning Commission meetings. However, the community’s participation doesn’t stop with comment. The City of Lawrence (City) has more than 200 volunteers serving on advisory boards. Individuals contribute time and energy studying everything from recycling to tax abatements and formulate recommendations for the City Commission. Citizen volunteers become experts on topics while providing elected officials with solid information to support the decision-making process.
A November 2006 exercise by the American Institute of Architects assessing the economical, social, and environmental sustainability of the Lawrence community brought out more than 350 participants in three days to share views and concerns about the future of Lawrence.
The Lawrence Association of Neighborhoods was founded in 1987 to organize neighborhood energy. It’s common today to find at least one representative of the Association at every City Commission meeting. Members spend time reading everything from stormwater reports to traffic projections, so they can make comments to commissioners about developments that may affect their neighborhoods in terms of noise, parking or in other ways. Several members of the organization have gone on to serve on the City Commission, as Mayor and/or in the State government. The League of Women voters is also a regular participant in public policy discussions, submitting correspondence and testifying in person to a wide variety of issues.
Beyond involvement with the City government, the Lawrence community supports a full menu of charitable and non-profit organizations and programs. The community supports programming for the arts, youth, disadvantaged and elderly through both financial contributions and service.
II. (b). What role does government play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum)
Lawrence is a community that appreciates public service, public amenities and public life. Local government is therefore active in promoting the greater public good in numerous ways. Of course not all decisions by the government are without controversy, but decisions are only made following deliberation and solicitation of public comment. One example of the government making a major decision in the public interest, despite sometimes heated opposition, is the city-wide indoor workplace smoking ban.
As mentioned earlier in the application, the City has created more than 40 advisory boards that advise the City Commission on a variety of issues. Not only do these advisory boards provide important information and recommendations to the governing body, they also give citizens meaningful avenues for active participation in the governmental decision-making process. Through advisory boards the City Commission is connected to the expertise, talents, and passion of community members.
Collaboration among local governments is important in Lawrence. The governing boards of the City, Douglas County, and Lawrence Public Schools (USD 497) hold quarterly “study sessions” to share their plans, challenges, and ideas with one another. These meetings help decision-makers assess the combined impact of their actions on citizens, tax payers, and other stakeholders, as well as help them coordinate their functions as best as possible.
Aside from directly providing services including utilities, streets, parks and recreation, education, healthcare, justice and public safety, local governments in Lawrence also help fund the work of numerous non-profit agencies. The City, County and School District also collaborate to jointly fund a number of programs such as Working to Recognize Alternative Possibilities, a youth intervention program started with federal grants and now funded with local dollars.
II. (c). What role does the non-profit sector play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum)
Our community’s non-profits often lead the way in forming the necessary partnerships to address pressing needs, including the Success By 6 early childhood initiative described below in Part III, Project Three.” United Way of Douglas County (United Way) and 21 of its member agencies are housed in a single building (created through a United Way/Douglas County partnership) in Lawrence, allowing for unprecedented cooperation, communication and resource sharing.
Non-profits have participated in numerous coalitions to study issues and make recommendations to local officials. Examples include the Community Health Improvement Program which studied mental health needs and service gaps, and the Task Force on Homeless Services which also included representatives from education, government, healthcare, business and neighborhoods.
Many non-profits have found ways to include their clientele in decision-making. Independence, Inc., which provides assistance for people with disabilities, requires half of its board to be persons with disabilities. The Arc of Douglas County, providing support to individuals with developmental disabilities, participates in the Self Advocate Coalition of Kansas. Penn House is “run by and for low-income people” - providing food, rent, utilities and prescription assistance.
Volunteerism takes many forms in Lawrence. In 2006, the United Way’s Roger Hill Volunteer Center made 1630 volunteer referrals and placements. National Volunteer Week was celebrated with a Community Volunteer Fair and the Spring Day of Caring, which matched nearly 500 volunteers to 40 different service projects on behalf of 24 human service organizations. The Youth Volunteer Council engaged over 60 teens in 20 different projects in 2006.
In 2006 donors contributed over $1.5 million dollars to United Way, providing funding to 26 agencies serving 42,997 clients. Those numbers only scratch the surface of the results non-profits achieve in Lawrence, and do not account for the countless hours and dollars given through churches and other non-affiliated groups.
II. (d). What role does business play in community-wide decision-making and how do they contribute to improving the community? (300 word maximum)
The business community, and particularly the Lawrence Chamber of Commerce, provides signficant leadership in Lawrence. Since 1982 the Chamber has operated Leadership Lawrence, a program whose mission is to “inspire and strengthen active leadership in the community.” Participants learn leadership and facilitation skills during a two-day retreat and seven more one-day sessions. The program prepares graduates “to implement collaborative leadership skills at home and in the workplace, as well as in business, civic, and other organizations.” Over 400 individuals have completed the program, including City and County officials, Haskell Indian Nations University (Haskell) and University of Kansas (KU) employees, non-profit leaders, educators, doctors and dentists, jounalists, small business owners, attorneys, artists and professionals from many other industries. A truly diverse group of individuals from all sectors have benefitted from this leadership training and the opportunity to associate with other people who are dedicated to making Lawrence an even better community.
Lawrence Education Achievement Partners is a partnership between USD 497 and the Lawrence Chamber of Commerce that facilitates partnerships among businesses, school, and non-profits.
In early 2006, the incoming chairman of the Lawrence Chamber of Commerce kicked off a year-long consensus-building project to develop a vision for the community. The project involved studying other communities, reviewing planning documents, meeting with stakeholders, surveying Chamber member businesses and gathering input from other community leaders. In January 2007 the vision was presented to the Lawrence City Commission. The President and CEO of the Chamber described the final product as a document that answers a number of questions about the community’s future: “What does it look like? What does it feel like? And how does it maintain itself?” Through participation in such initiatives, the Lawrence business community is expanding its traditional and important role of providing community leadership through investment and job creation.
III. How do we work together as a community?
III. (a). How does our community recognize and celebrate its diversity? (300 word maximum)
The Lawrence community takes pride in its many forms of diversity – political, cultural, racial, gender, religious, familial status, sexual orientation, age, economic status and ability. Reflective of a desire to enshrine these values, the Human Relations Commission was formed in 1961 as an enforcement agency in the fields of fair housing, equal employment opportunities, and public accomodations. It continues today as one of the few such commissions with not only investigative but also enforcement authority.
Numerous events in the community recognize and celebrate the diversity of Lawrence. Haskell holds twice annual Pow Wows to celebrate the students, alumni and Native American culture. Haskell is also the site of the annual Indian Art Market, which coincides with the Indian Arts Show and attracts hundreds of artists from across the nation, as well as tens of thousands of visitors and community members. For 25 years, St. John’s Catholic Church has hosted the Mexican Fiesta, celebrating Mexican-American heritage in Lawrence through food, games, music and exhibits. This year the Ecumenical Fellowship (with sponsorship from the City, KU, and USD 497) presented the 22nd annual Martin Luther King, Jr. Community Celebration with an educational program, original play, gospel musical and commemorative service.
Both USD 497 and KU have programs addressing increasing diversity in the community. A junior high school is in its third year of the Conversations Between Men program, which matches African American 7th graders with adult mentors for lunch meetings. Another junior high was awarded the 2006 Kansas in the World Award for its programs and activities which have been developed to infuse appreciation of world cultures into the classrooms. Among other activities, KU hosts an extensive array of events to coincide with Black History Month.
III. (b). How does our community work with neighboring communities to address shared challenges? Is there a shared regional vision? (300 word maximum)
In November 2005, then Mayor Highberger hosted a Transportation Summit that brought together elected officials and planning and transportation staffs from several neighboring cities and counties to discuss regional transportation needs. Recognizing that planning for transportation connections around Lawrence involves state highways that connect beyond Lawrence boundaries to other cities and counties in this region, the discussion focused on transportation planning visions for the region, interest in formalizing a cooperative and on-going planning process for coordination and interest in establishing a formal multi-county cooperative for coordination in seeking funding for regional transportation projects.
The K-10 Connector is a service generated by Lawrence working with neighboring communities. The transit service connects university campuses in Lawrence with campuses in Johnson County (including KU’s Edward Campus). Launched in January 2007, the service provided 2,196 rides in the first ten days of operation.
In 2004 the USD 497 Administrative Task Force on Technical Education worked with the Lawrence Chamber of Commerce to assess the technical training needs of the Lawrence community. The work of that task force resulted in a partnership with Johnson County Community College in neighboring Overland Park, Kansas, to provide technical training for Lawrence residents.
Based on concerns of possible unmet needs and duplication of services, in 1994-1995 a community partnership evolved to conduct the Douglas County Area Health and Human Services Needs Assessment. The partnership involved the United Way, the cities of Baldwin, Lawrence, Eudora and their respective school districts, Lawrence Chamber of Commerce, Rice Foundation, Douglas County and KU. The report identified the need for public transportation, a central contact for referrals and better coordination among agencies. Since then, the United Way Center for Human Services, a “campus” for social services has opened, a community wide database of services has been established and the Lawrence Transit System was launched.
IV. How does our community strengthen its ability to solve problems? (300 word maximum)
One word is key to our community’s approach to strengthening our problem solving ability: education. From top to bottom – preschool to graduate school – the Lawrence community develops effective leaders and problem solvers that make Lawrence a great place to live. Lawrence public schools are highly regarded nationwide, as evidenced by Expansion Management’s most recent ranking of USD 497 as the 3rd best public school system in a smaller metropolitan area. Even the most vulnerable students in Lawrence grade schools are given the tools needed to excel, as the special education program is also highly regarded and recognized in the region. The school district draws many highly qualified teachers from KU. US News and World Reports ranked the KU School of Education in the top 20 programs nationwide, and gave a #1 ranking to KU’s special education program.
High quality education continues at the unversity level in Lawrence with Haskell and KU. These two universities produce legions of intelligent and capable leaders, many of whom stay in Lawrence after graduation or return later in life. Such graduates participate actively in helping the community address its challenges.
The community’s dedication to learning is reflected in the fact that the top two employers in Lawrence are KU and USD 497. Leadership development extends beyond campus however, as the Chamber of Commerce also takes an active role in developing problem solving capacity in community leaders. Over 400 individuals from the public, private, and non-profit sectors have completed the Chamber’s Leadership Lawrence program.
The many capable and caring residents of Lawrence contribute to the community’s problem solving ability by being actively engaged in the public policy-making process, operating non-profits that address pressing social needs, and operating businesses that make important investments in the community.
Part
II:
Community Background and Community Challenge Section
1 (A). Community Background: Set the background for your community. Tell its story. Summarize your
community’s history, successes and struggles. Describe how your community got to where it is today and your community’s current state of affairs. (700 word maximum):
Prior to the statehood of Kansas, Lawrence sprang up at a spot where the Santa Fe and Oregon Trails approached each other near the banks of the Kansas River. Abolitionists from the New England Emigrant Aid Society traveled to the Kansas Territory and founded Lawrence in 1854, naming it for abolitionist politician Amos Lawrence. The founders built what would become the “Free State Capital” of Kansas.
While Lawrence citizens acted as “conductors” of the Underground Railroad, pro-slavery forces repeatedly attacked the community. In 1856, the Free State Hotel was burned, several business were looted, and two abolitionist newspapers had their equipment destroyed by a pro-slavery posse. Two years after Kansas entered the Union as a free state in 1861, approximately 200 men and boys were killed by a pro-slavery militia led by William Quantrill. Nearly all of Lawrence’s commercial district and approximately 185 homes were destroyed by fire.
Despite early tragedies, Lawrence survived and prospered. Three years after Quantrill’s Raid, Lawrence residents founded KU in 1866. The U.S. government then founded Haskell Indian Industrial Training School in 1884. Now known as Haskell Indian Nations University, it has grown from a boarding school with 22 students to a fully accredited university with more than 1,000 students from 150 Native American and Alaskan tribes.
Today these two prestigious educational institutions are vital components of the culture of Lawrence. Students, faculty and activities associated with the universities contribute to a vibrant, energetic atmosphere and thriving, historic commercial and residential districts.
Lawrence is known for its rich artistic, literary, educational and political culture. Lawrence has been rated 15th on a list of “the 100 best small arts town in America,” and ranks 12th amonth the cities with the largest percentage of artists living and working in their communities. Langston Hughes spent his childhood in the community, and William Burroughs lived the last decades of his life here; these are just two of the best known writers who have lent notoriety to this vibrant community. Music festivals, performing arts and other cultural events (many held in the historically significant downtown district) prompted the National Trust for Historic Preservation to list Lawrence as one of its “Dozen Distinctive Destinations.”
From 1960 to 2000, the U.S. Census recorded that Lawrence grew from 32,858 residents to 80,098. The estimated population in 2005 was 88,664. The age distribution of Lawrence residents is heavily influenced by the two universities, with nearly 31 percent of Lawrencians being between 18 and 24 years old. The adult population is hightly educated, with more than 52 percent having earned a college degree. Education is a powerful economic driver in Lawrence. The top two employers in Lawrence are KU and USD 497.
Lawrence is growing steadily at a fairly rapid rate. Citizens and City leaders are looking for ways to manage growth, increase mobility, optimize resource use in ways appropriate to the economics and assets of the community, while maintaining the sense of place and historical character of the city. Several projects and studies already underway are relevant to the long-term, shared goal to create an ecologically, economically, and socially sound community, one with a strong downtown and healthy neighborhoods – one that future generations will be proud of.
With the growth of the community have come a number of challenges and struggles. Lawrence is within commutable distance of Topeka and Kansas City, and the renowned quality of life has lured many who work in those cities to reside in Lawrence. Higher-than-state-average housing prices unfortunately accompany lower-than-state-average wage levels within the city, causing an affordable housing challenge for many who do work in Lawrence. The expansion of residential development at the edges of the city also poses a challenge to the civic life in the community, which centers around the unique and historic downtown.
Lawrence has a storied and cherished past filled with tales of courage, optimism and hope. From that past sprang the City’s motto, “From Ashes to Immortality,” reflecting the community’s dedication to the common goal of building a world class city from our shared values and history.
1 (B). Community Celebration: Why should your community be selected as an All-America City? Describe what makes your community a great place to live, work, and play. (300 word maximum)
An official visitor from the American Institute of Architects remarked that Lawrence enjoys “an embarrassment of riches,” and is “not a community grasping at solutions, but one loaded with assets, opportunities, and active, engaged citizens and leaders.” Lawrence is “loaded with assets” that make the community a great place to live, work, and play.
Lawrence is a vibrant community filled with life and excitement. KU brings serious intellectual capital and big-time athletics, as well as the ubiquitous and instantly recognizable “Jayhawk” moniker and mascot. Haskell likewise brings scholarly riches to the community, but also brings a wealth of history and culture that is uniquely and undeniably American.
Lawrence is a community with a strong identity. Lawrencians relish their independent and sometimes contrarian reputation as political and cultural mavericks compared to other communities in the region, but at the same time share the fundamental values that make the Midwest great – such as family, hard work, self-determination, and appreciation for nature and agriculture.
New residents to Lawrence are sometimes surprised to find a community that enjoys both a small town feel and big city cultural amenities. The universities bring national and international intellect, culture, flavors, and experiences that enhance the quality of life for everyone living in Lawrence.
Lawrence benefits from beautiful topography and environment, and it seeks to develop in ways that honor and utilize its natural resources. The city is sprinkled with neighborhood parks, recreational paths, athletic and recreational facilities, and urban nature areas that are enjoyed by everyone from young children to the elderly. The community has taken its inherent positive traits and combined them with a desire to do good in the world to produce a culture of activity, participation and neighborly concern for others.
1 (C). Community Challenges: Based upon your community’s current status, describe your community’s two most pressing challenges.
Challenge #1: Affordable Housing (200 words maximum)
Lawrence experiences a greater than average disparity between the cost of housing and wages. According to recent census data, between 2000 and 2005, Lawrence experienced an 8.2% increase in median family income. During the same period of time, median home values increased by 26.8%. Rents are among the highest in the state.
Older neighborhoods in town are at high risk due to the loss of owner-occupied housing, whose value is driven up by the lucrative rental market. Schools in the core of the city are closing due to declining enrollment and tensions between student renters and local owners are on the rise. Neighborhood activists cite the loss of owner-occupied housing as the greatest challenge in the city’s core.
A partnership between the City and a local non-profit developer Tenants to Homeowners (TTH) has successfully assisted 218 individuals and families to purchase their first home, often in these core neighborhoods that are desperately trying to maintain a healthy renter/owner balance. Until 2000, the partnership was able to assist an average of 15 each year. Due to sharp and steady cuts in federal programs such as the Community Development Block Grant (CDBG), that number has fallen to 6-7 per year.
Challenge #2: Strengthening Downtown as the commercial, civic, and cultural center of the community (200 words maximum)
Lawrence has a strong identity tied to its history as an abolitionist outpost and its present day status as a cultural and educational center. Much of the community’s identity is expressed in its historic Downtown, a vibrant and bustling mixed-use business district. Downtown is anchored at the north end by City Hall and the Kansas River, and at the south end by the County Courthouse and a City park, and is only a few blocks away from the KU campus. Downtown is filled with a mix of local and national retailers, as well as numerous restaurants, entertainment venues, and residences.
Downtown Lawrence faces the same challenges as many historic downtowns – aging buildings and infrastructure, competition from development elsewhere in town, rising property values and rents, issues relating to homelessness, a perceived parking shortage and public safety issues. Retail offerings in nearby larger cities also compete with Downtown Lawrence for shoppers. Keeping “mom and pop” retailers in Downtown is challenging due to rising property values which sometimes make it more economical to sell out to national retailers or convert retail shops to restaurants and bars.
Part III:
Community-Driven Projects
Part II requires descriptions of three collaborative community projects that have significantly affected the community. The first two projects should be drawn directly from the two community challenges stated above.
The third project should be reflective of what your community is doing for children and youth.
PROJECT ONE (Challenge #1)
1. Project summary, name and give a brief description. (150 word maximum)
The Lawrence Community Land and Housing Trust (Trust) is a model used across the country but the first of its kind in Kansas. The Trust and the homebuyer are partners in homeownership. In exchange for up front subsidy, Trust homeowners agree to keep the house affordable for the next buyers. The homeowners retain title to the home and the Trust owns title to the land. The Trust gives homeowners the right to use the land through a 99-year ground lease. This long-term lease protects the owners from the instability of renting and allows them to earn equity, but limits the resale price of the home. Thus, the Trust home remains permanently affordable in the community and the initial subsidy is forever recycled. The Trust balances the goals of providing a fair return on a family’s housing investment while ensuring that the house will remain affordable for the next buyer.
2. Describe the relationship between this project and your first challenge, the project’s history, and how it is being sustained? (300 word maximum)
Prior to the formation of the Trust, the City partnered with TTH for the Homeowners Out of Tenants (HOOT) program. The program provided up to $35,000 in down payment assistance, closing costs and rehabilitation funds to low-income first time buyers through a deferred loan. Over time up to half the subsidy was forgiven and therefore when the loan was repaid the program rarely recovered the full subsidy. This program worked well for many years and was an efficient use of a small amount of subsidy, however during the last decade Lawrence has seen a rapid rise in home values, 27% between 2000 and 2005. This presented a challenge to the first time homebuyer program since participants were easily able to sell their homes after only a few years, repay the subsidy and still realize a huge financial gain. More importantly, the home was no longer affordable to a family with a similar income without the reinvestment of greater and greater subsidies. The City was losing affordable housing stock and losing subsidies due to federal budget cuts at the same time.
In order to adapt to the increasingly challenging environment of higher priced housing stock and falling subsidies, the HOOT program made some significant changes and took on the new name of the Lawrence Community Land and Housing Trust. The primary difference is that the participant never takes possession of the subsidy. The subsidy remains with the property and is offered on the condition that the buyer agree to offer the home, at a price affordable to another eligible buyer at the time of resale. This means that no additional subsidy is required for that property and affordability is sustained in perpetuity. Federally and locally generated dollars are being stretched and retained to make the greatest impact with the fewest resources.
3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
Partners include the City, TTH, Housing and Credit Counseling, Inc. (HCCI), Lawrence-Douglas County Housing Authority (Housing Authority), local lenders, private developers and other housing industry professionals.
The City receives CDBG and Home Investment Partnerships grants from the U.S. Department of Housing and Urban Development. By regulation, the City is mandated to provide roughly $100,000.00 annually to TTH for affordable housing development. In 2006, the City allocated a total of $431,125 to Trust activities that included the cost of rehabilitating existing properties, acquiring property and constructing new homes, paying down payment and closing costs and offering additional subsidies to clients with disabilities. The City routinely donates property to the Trust and waives permit fees for affordable housing construction.
TTH administers the Trust by providing first time homebuyer education, counseling, and advocating for buyers throughout the process. The organization stewards the affordable unit through resales and assures the success of homeowners with newsletters, maintenance workshops, mandatory emergency fund and a tool lending library. TTH also acquires properties, develops lots and builds affordable units to be sold through the Housing Trust program.
The Trust works in partnership with the local housing authority to help Section 8 renters transition to homeownership, Independence, Inc. to develop accessible residential opportunities to meet the unique need for accessible housing, and HCCI who provides additional financial education.
The Trust also partners with local lenders to offer mortgages at reduced interest rates and with housing industry professionals to provide additional support to buyers. Most recently, the Trust entered into an agreement with locally owned Harris Construction to offer a percentage of affordable housing in a new market-rate condominium development. A new and promising partnership is forming between the Trust and the Lawrence Preservation Alliance to rehabilitate historic properties for the affordable housing market.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success. (300 word maximum)
Although the Lawrence Community Land and Housing Trust is a very new project, approaching the second anniversary, meaningful outcomes can already be observed. Since the formation of the Trust, 15 homes have entered the community’s permanently affordable housing stock and there are currently 18 lots under development. The goal set for the first year was seven and that goal has been exceeded.
Due to all of the supports provided to buyers by the program, foreclosure rates stay at well below the conventional mortgage area-average. The Trust model has allowed the program to acquire the three former HOOT homes that were at-risk of foreclosure, thereby adding to the Trust’s permanently affordable housing stock without any additional subsidy while at the same time protecting buyers from long-term credit damage.
All of the Trust’s new construction was built using energy efficient materials, three were constructed to be fully wheelchair accessible and the rest built to be wheelchair “visitable.” In fact, the first home to enter the Trust’s stock was built to accommodate the needs of a family of five, three of whom use wheelchairs. During this project, over 30 local businesses donated over $50,000 worth of labor and building materials to address the additional cost of accessible construction.
Neighborhood endorsement and support of the Trust has been overwhelmingly positive. Currently the East Lawrence Neighborhood and the Trust are working to form a strategic partnership that will allow the Trust to acquire and rehabilitate problem rentals for affordable owner-occupied housing. A significant outcome stemming from this relationship has been the Trust’s ability to slow the gentrification that neighborhoods are struggling with.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
Rebecca Buford, Executive Director
Tenants to Homeowners
2518 Ridge Court
Lawrence, KS 66046
Phone: 785-760-2058
Email: rbufordefird@yahoo.com
PROJECT TWO (Challenge #2)
1. Project summary, name and give a brief description. (150 word maximum)
Project Name: Strengthening Downtown
An important goal to the Lawrence City Commission is to protect the integrity of Downtown while maintaining it as a unique community resource. To that end, the City has provided support to various Downtown development projects and events undertaken by other organizations. The City partnered with the Lawrence Arts Center (Arts Center) to build a new home after the Arts Center outgrew its historic Carnegie Library location. The Downtown Lawrence Farmers’ Market, owned and operated by local vendors, has operated since 1976. The City arranged for relocation to a larger Downtown parking lot and built additional pedestrian safety measures when the Saturday market outgrew its old location. Plans for permanent public restroom facilities are in progress. In 2006 a local developer completed a significant redevelopment in downtown. The City, developer, and a neighboring business brokered an agreement to provide adequate parking for the new loft residences.
2. Describe the relationship between this project and your second challenge, the project’s history, and how it is being sustained? (300 word maximum)
The numerous projects undertaken to enhance Downtown are aimed at bringing more people to the district and ensuring that they have a great experience there. Many residents of Lawrence feel an emotional connection to Downtown as a symbol of the unique characteristics of the community. Most of Downtown was burned by a pro-slavery militia in 1863, but it was rebuilt by resilient Lawrencians. Modern day challenges to Downtown are more economic than violent, but have likewise been met by an engaged and determined populace. In the 1980s the community opted not to allow the construction of a so-called “cornfield mall” after studying the effects of such edge-city development on downtown districts in similar communities. Later, a downtown mall was also rejected as out of character for historic Downtown Lawrence.
Today the City is partnering with Downtown businesses people, property owners, and developers to ensure that the needs of Downtown residents, shoppers, and visitors are being met. Development of a safe, economically healthy, historically significant and vibrant Downtown is being sustained by continuous attention from numerous interests. The Lawrence City Commission frequently considers the welfare of Downtown when discussing commercial developments elsewhere in the city. A recurring annual goal of the City Commission is to support Downtown as the commercial, civic, and cultural center of the community. Downtown Lawrence, Inc. (DLI), an association of many Downtown businesses, is active and engaged in the public policy-making process. In 2007 the Lawrence Chamber of Commerce released its Lawrence Community Vision, which articulated, among other things, that one of the superior amenities of Lawrence is its “vibrant, economically healthy, and diverse downtown.” City and County offices and the public library anchor the community’s civic activities in Downtown. Annual events, such as parades, a bike race and a sidewalk sale continue to attract new visitors.
3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
1. The Arts Center had occupied the City-owned historic Carnegie Library since 1974. In 1998 the City of Lawrence and the Arts Center adopted a joint resolution of responsibility for the construction and maintenance of a new facility Downtown. The City issued general obligation bonds to pay for the $7.3 million dollar facility, and the Arts Center paid $3 million plus the interest and debt issuance costs. The Arts Center pays no rent for its occupancy of the building. The City concurrently built a parking garage and mixed use building across the street from the Arts Center.
2. The Downtown Lawrence Farmers’ Market has operated since 1976, occupying a municipal parking lot Downtown. In 2006 the Market approached the City regarding options for larger locations, and a new parking lot was made available. The City also installed additional pedestrian safety measures at the new location, and plans are in progress to install public restrooms.
3. Harris Construction built a mixed-use building on a previously vacant lot in 2006. The loft residences on the upper floors required a significant number of dedicated parking places, which were created through an agreement between the City, Harris Construction and the owner of a neighboring business to share public and private spaces.
4. During a project to replace century-old waterlines, DLI partnered with the City to create and fund a marketing campaign advertising that Downtown was still open and directing customers to convenient parking.
5. In 2006 the City, Chamber of Commerce, KU Alumni Association and DLI collaborated to host “Get Downtown,” a celebration of KU’s homecoming featuring live music, food, beverages and other entertainment that attracted over 1,000 visitors.
6. In January 2006 the City created a grant program to encourage the installation of fire sprinklers by Downtown businesses and property owners.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success. (300 word maximum)
The numerous individual projects undertaken to enhance Downtown have resulted in a vibrant, diverse, fun and attractive destination for visitors and residents of Lawrence. The Arts Center attracts hundreds of students to its programs, and frequent receptions and events held at the striking new facility continue to bring new people Downtown. The Downtown Lawrence Farmers’ Market, operated every year from April through November, has grown to include 85 vendors. The new location has allowed for the addition of a number of tables and chairs sheltered under tents, where shoppers can enjoy home made baked goods, hot food prepared by local vendors, and live music provided by local artists. Many shoppers drawn Downtown for the Farmers’ Market also stop at other nearby restaurants and cafes for breakfast and beverages. The redevelopments profiled in this application have turned vacant lots into beautiful new facilities that enhance the streetscape of Downtown and bring character and interest to the already popular destination.
All of these efforts have led to Downtown Lawrence being recognized as one of the great historic downtowns in the country. The National Trust for Historic Preservation named Lawrence one of its “Dozen Distinctive Destinations.” In 2006 Lawrence was the site of the Kansas State Historic Preservation Conference, which included conference sessions and tours of numerous Downtown sites. The vibrancy of Downtown and its entertainment scene inspired Rolling Stone Magazine to name Lawrence on the “best lil’ college towns” in the country in August 2005, and the New York Times to call Lawrence “the most vital music scene between Chicago and Denver” in a February 2005 column. The combined efforts of the City, Downtown businesses, and non-profits operating Downtown continue to ensure the sustained success and viability of Downtown as the center of culture and commerce in Lawrence.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
David L. Corliss, City Manager
City of Lawrence, Kansas
PO Box 708
Lawrence KS 66044
(785) 832-3400 phone; (785) 832-3405 fax
Email: dcorliss@ci.lawrence.ks.us
PROJECT THREE
As a commitment to America’s Promise, the National Civic League has issued the Youth Initiative Challenge. We ask that at least one project from each All-America City applicant document ways in which the lives of children and youth have been tangibly improved.
1. Project summary, name and give a brief description. (150 word maximum)
Success By 6 Coalition of Douglas County, Inc. (SB6) is committed to fulfilling the promise of a Healthy Start and Future. Its mission is that local “families of children under 6 have what they need to successfully parent their young children, thereby fostering positive parent-child relationships and preparing children for success in school and in life.” Through a collaborative network of early childhood practitioners, health care and social service providers, educators, faith community and government representatives, business entities and caring individuals, SB6 provides myriad professional and community resources in three broad implementation areas: early childhood care and education; public awareness; and family support systems. Originally an unfunded network of early childhood professionals seeking to better meet the needs of young children and their families in Lawrence, SB6 is now a 501(c)(3) organization and United Way member agency managing over $928,000 in early childhood investments throughout the Lawrence-Douglas County area.
2. Describe the relationship between this project and the challenge it is addressing, the project’s history, and how it is being sustained? (300 word maximum)
In the 1990s, increasing concerns regarding the unmet needs of young children and their families in Lawrence—particularly families with limited resources—galvanized a visionary group of early childhood professionals to collaborate with the United Way and the Lawrence Partnership for Children and Youth (Partnership, a then City-funded agency) for more comprehensive and targeted community supports. An $80,000 award in 1998 from United Way Success By 6® Initiative/Bank of America Foundation provided critical seed money. Early projects focused on: 1) public awareness activities in Lawrence about the importance of the early years and 2) parenting education and family support services.
Continuing community need is evidenced by, e.g., 1998-2004 Kids Count Data Book figures on reported and substantiated cases of child abuse and neglect (showing higher rates in Douglas County relative to Kansas overall) and low scores of C-plus and D in health and childcare in a 2003 Kids Count Report Card for Douglas County. Through passionate advocacy, committed leadership, programmatic successes and community consensus building, SB6 has significantly expanded the depth and reach of early childhood services. Its Douglas County Comprehensive Early Childhood Plan identifies the following top priorities:
§ Family support system;
§ Childcare and early education;
§ Healthcare and safe environment;
§ Early education and elementary education coordination; and
§ Workplace support.
Now a Smart Start Kansas grantee, SB6 receives $435,796 from the Kansas Children’s Cabinet and Trust Fund (established with tobacco settlement monies) and $853,605 from the federal Early Learning Opportunities Act. Additional funding is provided through a USD 497 Safe Schools Health Students federal contract and from the Douglas County Safe Kids Coalition. Past funding sources include the Partnership, United Way Venture Funds, the Douglas County Community Foundation and the Rotary Club of Lawrence.
3. Describe the partnerships and collaborations involved in the creation, development, and implementation of this project. (300 word maximum)
Early childcare partners include Douglas County Child Development Association (infant subsidies, special needs childcare training and incentives, and health/safety grants); tiny-k Early Intervention Services of Douglas County (tiny-k); Housing Authority and Brookcreek Learning Center (12 new on-site toddler slots); and USD 497 (teen mother childcare). SB6’s Project PROPEL (Program for Partnerships in Early Learning) infuses seven local childcare centers and five family childcare homes with early literacy resources, special needs learning opportunities and family supports, including the Little Nations Academic Center at Haskell and Community Children’s Center (HEAD START).
Public awareness activities include co-sponsorship of the annual Week of the Young Child; partnering with USD 497, Bert Nash Community Mental Health Center, Big Brothers-Big Sisters, Lawrence Police Department and others in a social marketing campaign (Every Thing That I See, Hear, Smell, Feel, Learn Lasts a Lifetime Campaign), and with Mother to Mother of Douglas County, Lawrence-Douglas County Health Department and Parent as Teachers (Read, Talk, Sing Early Literacy Campaign); and development of a Parent Info Line with Headquarters Counseling Center.
An inter-agency Family Resource Team of social work and mental health professionals provides bi-lingual, home-based therapeutic supports, parenting education and resource acquisition services. A newly convened Early Childhood Collaborative Organization of case managers and other family support workers is strengthening service delivery to families with young children. Efforts to increase capacity to meet infant mental health needs are ongoing. (Family resource partners include Bert Nash, tiny-k and KU Child and Family Services Clinic.). A public-private partnership supports oral health needs through a bi-lingual Access to Baby Child Dentistry project. Other partners involved in one or more aspects of the above activities include Lawrence Memorial Hospital, Lawrence Public Library and Kansas Department of Social and Rehabilitation Services.
4. Describe the qualitative and quantitative outcomes of this project in the last 3 years and explain how this project has been a success. (300 word maximum)
Ongoing collaboration across all community sectors fosters increased awareness about and creative, integrated solutions to the developmental, social and economic needs of our community’s young children and their families. The above-described activities have enabled more local families to access affordable childcare, increased the scope and availability of home-based family support services, improved the quality and safety of out-of-home childcare and engaged the community at large in increased dialogue about the importance of healthy early childhood development and workforce supports.
More specifically, through the Family Resource Team, SB6 annually provides intensive services to 140 overburdened families. (Still, during a typical month, approximately 80% of families served by the Team remain on the case load.) Over 60 childcare slots for children under 6 have been created through funding of childcare expansions at the Housing Authority’s Edgewood complex, Lawrence High School and Haskell. A toolbox of professional, parenting and early childhood resources is accessible through http://www.douglascountysuccessby6.org. Technical assistance on early childhood special education has been provided to two family childcare homes and three center-based classrooms in order to increase slots for special needs children. Following recent state budgetary cuts in childcare subsidies, SB6 replacement subsidies enabled 25 qualifying families to continue childcare for 26 total children.
Name the primary contact for the project. Provide name & title, organization, address, telephone, and
e-mail address. (This person may be contacted to verify information.)
Rich Minder, Collaborative Projects Coordinator
Success By 6 Coalition of Douglas County, Inc.
2518 Ridge Court, Room 241
Lawrence, KS 66046
Tel: 785-842-8719
Fax: 785-843-3728
Email: successby6@sunflower.com
End of Application
See www.ncl.org/aac/ or the
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