Do Lawrence and
Douglas County need growth management?
Growth management is one approach to planning. This approach recognizes that the development
industry tends to overbuild. Growth
management overcomes this tendency by restricting the growth in the supply of
housing or retail space or any other type of development to just the amount
that satisfies the growth in demand.
Table 1 looks at the changes in households and housing units
in Douglas County and in Lawrence from 2000 to 2013. It is clear that the area experienced
significant overbuilding of housing during this period.
Table 1: Growth in Households and Housing Units
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2013
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2000
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Change
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Douglas County, Kansas
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Households
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43,398
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38,486
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4,912
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Housing Units
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47,060
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40,250
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6,810
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Surplus Units
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1,898
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Surplus Units per year
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146
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Lawrence, Kansas
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Households
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34,426
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31,388
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3,038
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Housing Units
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37324
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32792
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4,532
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Surplus Units
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1,494
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Surplus Units per year
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115
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Source: U.S. Bureau of the Census
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From 2000 to 2013, Douglas County grew by 4,912 households,
but it allowed developers to build 6,810 homes.
This generated a surplus of 1,898 homes over the period or 146 surplus homes
per year.
From 2000 to 2013, Lawrence grew by 3,038 households, but it
allowed developers to build 4,532 homes.
This generated a surplus of 1,494 homes over the period or 115 surplus
homes per year.
Planning Implications
Lawrence and Douglas County have seen a long-term process of
overbuilding by developers. This long
history of overbuilding is compelling evidence that the development industry
does not police itself well, nor does the current approach to planning which
simply zones land and assumes that the development industry will pace itself so
as to match the expansion and contraction of demand.
This overbuilding harms the community by causing
disinvestment in older neighborhoods and sprawl at the perimeter.
Map 1 examines the spatial distribution of the changes in
the counts of households in census tracts from 2000 to 2013. It is readily apparent that the overbuilding
is not evenly spread across Lawrence. Rather, the overbuilding is most intense
in the western parts of the city and in the Prairie Park area in the southeast. This has not left the other neighborhoods
unharmed. The older neighborhoods in the
central part of the city have lost population as the surplus stock built at the
perimeter draws the population away from older neighborhoods causing them to
lose population and investment.
Map 1: Gain or Loss in
Households in Census Tracts 2000 to 2013
Planning in a community like Lawrence should seek to protect
and even enhance the condition of older neighborhoods. Continuation of the overbuilding will only
continue to exacerbate the population losses and value losses in the older
neighborhoods. Thus, the concern for the
older neighborhoods is not to increase density in lieu of sprawl at the perimeter
of the city. Rather, the concern is to
manage the growth of the community so as to replenish the population losses in
the older neighborhoods. If some share
of the growth can be attracted back to the older neighborhoods it can help to
restore those neighborhoods and stimulate reinvestment in them.
Appropriate Planning
Response
Growth management has the potential to bring balance to the
development process by keeping the growth of supply in balance with the growth
in demand.
It is recommended that Lawrence and Douglas County adopt
growth management in its comprehensive plan.
The concept is straightforward; if the community is growing by 250
households per year, the planning process should not permit more than 250
additional units to be added to the supply.
To rectify the harm that has been done to older
neighborhoods, the planning process should strive to keep the growth in supply
below the growth in demand for a period of time so as to direct some portion of
the growth back into the older neighborhoods restoring the population, investment
and value previously lost.
Growth management offers a new, more beneficial form of
competition to the development process.
Under the current approach, developers compete with each other for a
limited demand, harming older neighborhoods in the process. Under growth management, developers compete
with each other for selection as one of the designated developers for the
limited amount of development that will be permitted given the growth in
demand. As the developers compete for
this designation, they tend to enhance their projects through the provision of
community services and other amenities in order to be selected. This permits the community to gain from these
enhancements and to better direct growth in supply where it is needed, more effectively
than can be done through zoning alone.