One City Summit Program Guide

8/3/2019 One City Summit Program Guide

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HOW WILL THE DAY WORK?

Facilitated Table Discussions.

You will be seated with a group of D.C. residents to discuss plans andpolicies the District has developed, and to provide comments and recommendations. A trained facilitator at

your table will keep the conversation moving and, importantly, make sure every voice at the table is heard.

A note-taker will record the conversation on a computer.

Discussion Guide.This discussion guide has helpful background information on the issues that willbe discussed today and lists the questions you will be asked. You will have time to read each issue section

before the discussion takes place.

Keypad Voting. Throughout the day, you will use the keypads on your table to answer questions andvote on your preferences. You will see the results of the voting on the large screens and will know right

away how everyone in the room feels about these issues.

Theming.Notes from your table conversations will be transmitted electronically to a team of peoplewho will review them, pull out common themes, and summarize them. You will see this information on the

large screens, and it will be used to help make final recommendations.

One City Summary Report. Before you leave today, you will get a preliminary report of theSummits recommendations. In a few weeks, a more detailed report on the events of the day and the

recommendations will be available.

AmericaSpeaks is a non-profit organization located in Washington D.C. and will be the facilitator of todays event.

AmericaSpeaks plays a unique role in the policymaking process by serving as a non-partisan convenor of forums that

engage citizens in governance.


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Changes in Family Income:Wards 1-6 saw increases in average family income from 2000 to 2010, withWards 6 (36%) and 1 (27%) having the biggest percentage increases. Average family income decreased in

Wards 7 (down 7.3%) and 8 (down 4.4%).

Increase in Percentage of People with College DegreesThe Districts population over the age of25 with at least a college degree increased from 39% to 50%.

Homicides Down Significantly: Homicides have declined in the past decade from in 242 in 2000 to anew 50-year low of 108 in 2011.

Pre-Kindergarten Enrollment: In 2011, the District ranked #1 in the U.S. in Pre-kindergarten enrollment,with more than 9,500 3-and-4 year olds enrolled in school-based, pre-kindergarten programs (up from

4,500 in 2000).

School Modernization: 12 full school modernizations have been completed since 2007, 5 more arecurrently underway and others are in the pipeline.

Growth of Charter Schools: The percentage of D.C. public school students attending charter schoolsincreased from 10.8% in 2001 to nearly 40% in 2011.

New Housing: Almost twice as many new residential units were built from 2001-2011 than in the previous20 years. Downtown/Mt. Vernon Square, Shaw/Logan Circle, Columbia Heights, Near Northeast, Near

Southeast/Navy Yard all saw significant increases in new housing.

Increases in Development and Growth: Penn Quarter, NoMA, U Street, Capital Riverfront andColumbia Heights are among the neighborhoods that experienced the most development.

From Control Board to Balanced Budgets/A+ Rating: Due to recurring unbalanced budgets andincreasing deficits, a Control Board, established by the U.S. Congress, oversaw the finances of the District

from 1995-2001. The Board had the power to override decisions by local elected officials. Today, the District

now oversees its own finances, has just received notice of its fifteenth consecutive balanced budget, and

has an A+ rating from Standard and Poors.


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And The District Has Much to be Proud of and Build Upon:

1st in average household incomes ($111,000) among the nations 17 largest metro marketsThe #1 retail market in the United States in 2009 and 2010The 2nd Strongest (US) Economyfor 2010 and rated in the top 3 for the last seven yearsThe 4th best city for quality of livingin the United States and the best city in the Mid-Atlantic RegionThe #1 relocation choice foryoung professionals1st among metro areas for the largest number of fastest-growing private companies in America1st in the world for foreign real estate investment; 2nd for US long-term real estate markets

Yet We Need to Address Some Critical Challenges that Persist to Become One City

Unemployment: As of December 2011, Wards 2 and 3 have the lowest unemployment rates (5.0%and 2.6% respectively). Wards 7 and 8 have the highest (16.7% and 24.8% respectively). The overall

unemployment in the District stands at 10.4%.

High School Graduation Rates: For the latest data available (2009), the high school graduation rate inthe District was approximately 51.6%.

Illiteracy: Approximately 19% of District adults are functionally illiterate.HIV/AIDS: The District has an infection rate of 3.2% (for adults and adolescents), far higher than the

national rate although comparable to U.S. cities of the same size.

Disparities in Per Capita Income: DC has wide disparities of per capita income more than $60,000 peryear in Wards 2 and 3, and under $20,000 per year in Wards 7 and 8.

Children Living in Poverty: In 2010, Wards 7 and 8 had the highest percentage (29.3% and 35.5%,respectively) of children under age five living in families at or below 200 percent of the federal poverty

level; Wards 3 and 4 had the lowest percentages, at 2.1 percent and 11.9 percent respectively.

Obesity Rates: As of 2007, Wards 2 and 3 had the lowest adult obesity rates (12.5% and 11.7% respectively)while Wards 7 and 8 had the highest (39.9% and 41.9% respectively)

Budget Challenges: An uncertain economy and the specter of significant federal budget cuts havecreated a challenging and unpredictable budget climate. The District heads into FY13 facing potential

budget cuts, and over the longer term, two of the biggest budget areas (Medicaid and health care) are

growing far faster than the rate of inflation.


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So, What Does One City Mean?

One City means that by choosing to live in the District of Columbia, we share the same civic destiny.

We share a yearning to live in a progressive, prosperous, equitable, inclusive city. We choose to live

here not because we fear difference; we choose to live here because we value it because we know

that living in a vibrant, multicultural city makes us better people, thereby creating a better city.

One City is an aspiration, a commitment to working towards Dr. Martin Luther Kings elusive

Beloved Community where no one group is favored over another, where everyone has a fair

chance to succeed, where no one pays more or less than their fair share, where everyone moves

forward together, and where everyone makes progress.

One City means a place where every resident:

Participates in a diverse, thriving economy with equality of opportunityLives in a safe neighborhood free from crimeAccesses quality public or public charter schools no matter what neighborhood he or she lives inEnjoys a high quality of life that includes access to quality healthcare, recreation, transportation, and retail

choices in every ward of the city

Finds affordable housing options throughout the city in ways that advance the racial and economicdiversity we cherish

Receives a solid return on investment and high-quality customer service from their governmentLives in the most environmentally sound, sustainable city in the worldHas a voice that counts including a vote in Congress


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Competitive Advantages

The District is part of a region that has enjoyed steady growth in jobs and has been a bright spot in a nationcoming out of a major recession. The District serves as the regions hub attracting top talent, new residents,and businesses because of our emerging status as a national model for investing in livable, walkable, transit-rich neighborhoods. Our competitive advantages include:

Regional Magnet: D.C. has access to the greatest number of potential employees in the region (andoffers the most choices in getting there walk , bike, train, highway, subway and bus, with streetcars tocome). D.C. employers can attract workers from throughout the region to this central location.

High Levels of Education:The Washington region has the best educated population in the nation, andthe District itself is among the top 10 cities for new college graduates.

Quality of Life: The District has great business amenities and high quality of life. For those that locate inthe District, proximity to the federal government, access to public transportation, a growing walk and bikeculture, the citys world class restaurants, entertainment, cultural and performing arts amenities, schoolchoice and a lower carbon foot print are all advantages.

Center of Innovation: With 100,000 college and university students, more than a dozen universities andseveral hundred government and private-sector research institutions, D.C. hosts an increasingly active base

of innovators and entrepreneurs.

A Haven for New Entrepreneurs:The District has a burgeoning technology and entrepreneurial sector.A Growing Technology Base:Tech companies, including a growing number of start-ups, are changing

D.C.s traditional business profile (there are now approximately 2,000). As these firms (e.g., LivingSocial)take root in D.C., there is a snowball effect in making the city increasingly more attractive to talent.

Targeted Incentives: Through programs like D.C. Tech Incentives and the Supermarket Tax Exemption,the District is attracting employers in prioritized sectors.

A Large and Stable Base of Employment:Overall, through the combination of a strong federalpresence and other large existing sectors, we have a broad base of skilled and entry level jobs that payreasonable wages.

Competitive Disadvantages

High Business Costs: The cost of doing business is higher in D.C. than in the suburbs because of higherincome, property taxes, and other regulations.

High Rent: D.C.s office rents are higher partially due to market forces and tax rates (D.C.s tax rate is 30%-85% higher, and D.C.s market values are 20%-50% higher).

Unaffordability of Housing:With growing demand for housing at every level in the city, prices havebegun to climb again.

Public Schools: The public school system is seen as a disadvantage, and improving the educationalattainment of District residents remains an ongoing challenge.

Late Start in Attracting Industries: For many desirable sectors of the regional economy, ourneighboring jurisdictions have a big head start in creating industry clusters, such as those around bio-tech,telecommunications, defense, and many others that have virtually no presence in the District today.

Many local CEOs have historically chosen to live in the wealthy suburban neighborhoods of the region,and have selected corporate locations convenient to their residents; however, this is beginning to changeand many of the CEOs of new companies in the region are calling D.C. home.


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STRATEGIES FOR DIVERSIFYING AND GROWING D.C.S ECONOMY

STRATEGY ACTIONS SIGNATURE PROJECTS POSSIBLE MEASURES

Strategy #1:GROW EXISTINGSECTORS

Purpose: Grow ourexisting sectors withsignificant potentialto diversify theeconomy.

Identify 7-10 business sectors thatpromote diversification. Examples:Technology, Hospitality, FederalGovernment/Contractors, Health

Services, Real Estate/Construction, Non-profits, Professional Services, Retail.

Focus on the best places to locate inthe city, combining workforce andinvestment strategies.

Provide simplified and customizedbusiness services to attract newbusinesses in these sectors.

Science and engineeringjobs in the Capitol Riverfrontdistrict clustered aroundUSDOT and the Navy Yard.

Dozens of new hotels areslated to open in the District,bringing a broad range of jobsand city revenues;

Growth of jobs intargeted sectors;

Level of

diversification ofeconomy

Job growthin emergingneighborhoods

STRATEGY #2:ATTRACT NEW,INNOVATIVE

SECTORS

Purpose: Createnew businesses andbolster D.C. as acenter for innovationand high tech start-ups.

Explore tax rate adjustments toensure startups and employees are notrecruited away to the suburbs.

Develop incubators and technologyhubs to support early stageentrepreneurs.

Utilize expertise and applied researchin universities to spawn moretechnology transfer, new technologycompanies.

The Fort business acceleratorthat will host 12 tech startupsslated for a six-month stay in

6,500 square foot office.

The first link in the D.C.governments new high-speed fiber network, the D.C.Community Access Network,provides 100-gigabit-per-second (100G) service.

Number of companiescreated

Amount oftechnologycommercialization:

Jobs produced inthese companies andrate of growth

STRATEGY #3:PROMOTEOPPORTUNITIES INNEIGHBORHOODS

Purpose: Activelypromote businessand job opportunitiesin emergingand existingneighborhoods

Create high value locations areasof underutilized development andopportunities for mixed use andneighborhood amenities (restaurants,

culture, retail, and transportation).

Promote neighborhood character:Ensure that recruitment of newbusinesses is consistent with andpromotes neighborhood character.

Improve transportation choices andinvest in amenities in neighborhoodsand to improve access to jobs.

City Center project on the siteof the old Convention Centerand the City Market at Oproject.

Redevelopment of St Es andWalter Reed.

Location of new jobs;distribution acrossthe city

Amount and type ofnew investments invarious revitalizationprojects across thecity

STRATEGY #4:INVEST INSUSTAINABILITY

Purpose: Encourageinitiatives that enablelong-term growtharound sustainabilityand investments withmultiple benefits

Streets: Streets that carry cars, busesand bikes and support stormwater andtree canopy.

Waste Management: Sort waste intoa dozen reuseable resource streams,including saleable commodities (e.g.,aluminum, plastic compost) or powergeneration source.

Energy Retrofitting: Invest in energyimprovements across buildings, multi-family housing, and residents thatprovide a return on investment in jobs,reduced energy bills, and reduction ingreenhouse gases.

The Green Building Act hasproduced environmentallycertified high performance

buildings in a shorter timeperiod than any other city.

The Sustainable D.C. initiative-Brings a government-widefocus on environmentalsustainability to make theDistrict the nations mostsustainable city.

Number of jobs

Private sectorinvestment:

Identify careerladders

Improvements inenergy efficiency andother sustainabilityperformance


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Framework for Early Success:Goals and Outcome Measures for Infants and Toddlers

Goal: All children develop in comprehensive and enriching environments.

Outcome Measures:

At least 50 percent of early childhood and development programs will meet the highest quality standards.Increased family ability to identify and select high quality early childhood services and supports.ALL children will receive developmental screens in a timely manner, including Medicaid eligible children

who will receive screening on a schedule that meets recommendations of American Academy of Pediatrics.

Increased number of environments, including but not limited to early childhood and development settings,providing early Identification, intervention, supports, and mental health consultation.

Goal: Families are linked to opportunities and resources that strengthen their role as

parents.Outcome Measures:

All families can access information about high-quality early childhood and development settings for theirchildren.

All families receive appropriate supports to provide enriching and developmentally appropriate experiencesfor their children.

All families with children are screened to determine appropriate supports and engagement, includinghome visiting.

At least 75 percent of expectant women receive adequate prenatal care.

Goal: Communities are safe places where resources are available to help children andfamilies thrive.

Outcome Measures:

ALL communities have access to high quality screening, prevention services, and physical and mental healthproviders.

ALL communities have access to high-quality early childhood and development programs for children birththrough age two.

ALL communities have convenient access points for the comprehensive coordinated services model.ALL communities have the resources needed to ensure children are safe at home and in early childhood

settings and schools.

The Bottom Line for Creating One City: Increase the availability of high quality early care

and education for infants and toddlers all across our city and ensure that children enter

Kindergarten ready to learn.


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Workplace Skills- Effective workers can productively utilize:

Resources: They know how to allocate time, money, materials, space, and staff.Interpersonal Skills: They can work on teams, teach others, serve customers, lead, negotiate, and work

well with people from culturally diverse backgrounds.

Information Literacy:They can acquire and evaluate data, organize and maintain files, interpret andcommunicate, and use computers to process information.

Systems:They understand social, organizational, and technological systems; they can monitor and correctperformance; and they can design or improve systems.

Technology: They can select equipment and tools, apply technology to specific tasks, and maintain andtroubleshoot equipment.

Global Awareness: They can understand other perspectives and cultures.Self Direction:They can demonstrate independence.Foundation Competencies: Competent workers need:

Basic Skills: Reading, writing, arithmetic, and mathematics, speaking and listeningThinking Skills: The ability to learn, reason, think creatively, make decisions, and solve problemsPersonal Qualities: Individual responsibility, self-esteem, self-management, sociability, and integrityInformation, Media, and Technology Skills:They can use technology and digital media strategicallyand capablyCareer and Workforce System in the Schools:

With a vision for career-ready students, we need to consider how our schools can work to promote workforce

skills and to target activities that will move the needle in preparing students to be ready for the careers of

the future.

The District, like many jurisdictions, can do more to incorporate work-based learning into its educational

system. Currently, there is limited integration of employment and occupational skills into the Districts high

school and post-secondary curricula. There are wide discrepancies in the quality of programs focused on

workforce training within the Districts school system regarding the participation of businesses, levels of

commitment to making the necessary changes, and relevance to how the labor market is changing.

An ideal career-preparation system would offer a fully-integrated, comprehensive, system of work-based

learning that intensifies as a student moves up through higher grade levels beginning with the most basic of

experiences such as career-day in the school to early work experiences such as internships, summer and part-

time jobs, to workplace mentors and opportunities to learn hard and soft skills.

Among thepromising practices to considerfor increasing the responsiveness of schools to the economyof tomorrow are:

Placing additional emphasis on developing skills such as critical thinking, insight, and analysis capabilities;Integrating new-media literacy into education programs;Including experiential learning that emphasizes soft skillssuch as the ability to collaborate, work in

groups, read social cues, and respond adaptively;

Broadening those involved in student learning to include employers and expanding career paths that movebeyond teens and young adults through to adulthood; and,

Integrating student learning across subject areas in ways that allow them to develop skills and knowledgein a range of subjects.

The Bottom Line for Creating One City: Graduating students in the District must acquire

the essential skills to succeed in the workplace of tomorrow.


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Challenges

Pockets of High Unemployment:While D.C. is experiencing increased unemployment citywide, our mosteconomically vulnerable residents continue to be most affected by the sluggish economy. Unemploymentin wards 5, 7, and 8 is at 13.7%, 16.8% and 24.9% respectively

Structural Unemployment: Of the 35,000 individuals who are unemployed in the District, 12,500 havebeen unemployed for more than 12 months.

High Youth Unemployment Rates:Of low income D.C. youth ages 16-24, 40% are unemployed andnot in school.

Concentrated Poverty: While the overall poverty rate decreased in the District in 2005-2009, from20% to 18%, it remained relatively unchanged in Wards 7 and 8. Over the past three decades Ward 8consistently recorded the highest poverty rates in the District. Currently, 35% of the residents of Ward 8and 26% of the residents in Ward 7 live below the poverty level.

Uneven Educational Attainment: While the percentage of the population without a diploma hasdecreased significantly since 2000, educational attainment levels remain lower in the areas of the Districtwith some of the highest poverty rates. Historically, Wards 5, 7 and 8 have the highest percentages ofpopulation without high school diplomas.

Limited Post-Secondary Completion: About 14.2%, or 56,810, of District residents who have startedpost-secondary education programs have not earned a degree.

Opportunities

Recent Job Growth: Job growth appears to be accelerating. In 2011, the District gained 9,500 jobs.Continued Job Growth Projected: From 2010-2015, the number of jobs in the District is projected

to increase by 5.67%, for a total of 44,937 new jobs. Through both growth and turnover, 138,176 jobopenings are expected.

Growth in Jobs with Low Barriers-to-Entry: A significant number of these openings will be inoccupations requiring a 2-year degree or less.

Jobs in Demand

The sectors of our economy with the largest number of projected job openings between 2010 and 2020,in both the District and the region, are detailed in the tables below. The first table provides informationregarding job openings requiring some vocational training or less. The second table provides informationabout occupations requiring an Associates degree or more. Please note, some occupations occur in multipleclusters and not all occupations are encompassed by the career clusters. The data will not total.


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Careers Requiring Postsecondary Training or Less

The occupations in the table below typically require a high school diploma or GED, and may require somevocational training or on-the-job experience.

SECTOR

NUMBER

OF NEWJOBS by2020

ANNUAL

OPENINGS(New Jobs +Turnover)

SAMPLE OCCUPATIONS IN THIS CLUSTER

Business, Management &

AdministrationD.C.10,858

D.C.3,641

Executive Secretaries & Administrative Assistants, Customer Service

Representatives, Office Clerks

Hospitality & TourismD.C.10,530

D.C.4,434

Waiters & Waitresses, Food Preparation & Service Workers, Janitors &Cleaners

Health Sciences D.C.8,129

D.C.2,165

Home Health Aides, Health Information Technicians, Medical Office

Assistants, Clinical Laboratory Technicians, Paramedics

Human Services D.C.6,672

D.C.2,165

Teacher Assistants, Social & Human Service Assistants

Transportation,

Distribution, & Logistics

D.C.

6,273

D.C.

2,196

Laborers & Freight, Stock, Material Movers, Storage & Distribution

Managers, Heavy & Tractor-Trailer Truck Drivers, Taxi Drivers

Marketing, Sales &

ServiceD.C.6,067

D.C.2,395

Marketing Clerks, Telemarketers, Independent Sales Representatives

Government & PublicAdministration

D.C.4,100

D.C.3,071

Social & Community Service Managers; Paralegal & Legal Secretaries,Security Officers, Corrections Officers

Careers Requiring a Two-Year College Degree or More

The occupations in the table below typically require an associates degree, college degree or other highereducation. New employees may need some on-the-job training, but most of these occupations assume thatnew hires will already have the required skills, knowledge, work-related experience, and/or training.

SECTORNUMBER OFNEW JOBS by2020

ANNUALOPENINGS(New Jobs +Turnover)

SAMPLE OCCUPATIONS IN THIS CLUSTER

Business, Management

& AdministrationD.C.18,341

D.C.4,639

Budget Analysts, Accountants, Financial Analysts, Human Resources

Managers

FinanceD.C.15,101

D.C.2,556

Budget Analysts, Accountants, Financial Analysts, Human Resources

Managerss

Science, Technology,

Engineering &

Mathematics

D.C. Job14,238

D.C.3,576 Social Scientists, Engineers, and Related Workers

InformationTechnology D.C.11,975

D.C.

2,237 Network and Computer Systems Administrators, Network Systems andData Communications Analysts

Government & Public

AdministrationD.C. Job10,900

D.C.3,071

State-Federal Relations, Eligibility Specialist, Career Consultant, Client

Services Representative

Health ScienceD.C.9,934

D.C.2,642

Pharmacy Manager, Clinical Research Coordinator, Recreational Therapist,

Psychologists, Nurse Practitioners

Law, Public Safety,D.C.6,939

D.C.1,616

Attorneys, Judicial Law Clerks


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The Districts Workforce Development Landscape

As the list of agencies below indicates, the District currently has a range of funding streams and governmentprograms designed to support the education, training, and placement of its residents.

Department of Disability Services (DDS)

Department of Employment Services (DOES)

Department of Human Services (DHS)

Department of Mental Health (DMH)

Department of Youth and Rehabilitation Services (DYRS)

Office on Latino Affairs (OLA)

Deputy Mayors Office for Planning and Economic

Development (DMPED)

D.C. Office on Aging (DCOA)

D.C. Public Library (DCPL)

Office of the State Superintendent of Education (OSSE)

In order to significantly improve the coordination of and outcomes related to the wide range of agenciesand programs delivering workforce training and job seekers services in the District, the Mayor recently

reconstituted the Workforce Investment Council (WIC).

Promising Practices for Increasing the Skills of D.C. ResidentsThe Council has reviewed best practices in other state programs and suggests the following approach for

the District:

Use data about job demand to provide a better match between training investments and theneeds of job seekers thereby creating better outcomes for employers and prospective applicants.

Tailor job training to specific industries to equip residents with the skills needed in a particularoccupation or set of occupations that are in demand in our labor market.

Combine adult basic education with occupational skills instruction so that job seekers increasetheir literacy and numeracy at the same time they develop the skills in demand in our economy.

Provide career pathways from entry level jobs to higher-paid positions through a combination ofcommunity-based educational offerings, post-secondary education, and on-the-job training.

Integrate academic and non-academic support services more effectively so that job seekers canget access to support services, such as transportation, day care, tutoring, etc., at the same time they areconnected to training or a job.

Provide longer-term post job-placement support servicesthrough peer support groups, mentoring,and case management to facilitate job retention.

Goals and Outcome Measures

In the District, every resident who wants to earn a decent living should have the skills and means to do so,

and every business should be able to find and grow the talent it needs to be successful. To achieve this goal,we need to ensure we have quality educational and vocational programs that prepare residents for the jobsavailable in our economy, we need to have strong networks that connect residents to those jobs, and servicesavailable that support working residents.

The Bottom Line for Creating One City: Increase the number of District residents who

overcome educational and skill barriers to become employable and the number of District

businesses that use our workforce development system to find qualified employees.


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Why One City

Census, 2010Centers for Disease ControlDepartment of Employment ServicesDistrict of Columbia Public SchoolsForbesGrowth Trends to 2040 Metropolitan D.C.

Council of Governments Round 8.1 Inc.Marcus & MillichapMercer SurveyMetropolitan Police DepartmentOffice of Deputy Mayor of EducationOffice of PlanningPolicom Corp Economic Research GroupWall Street Journal

Diversifying and Growing OurDistrict Economy

Center for American Progress: Energy EfficiencyJobs 2011

Small Business and Entrepreneurship CouncilWashington D.C. Comprehensive Economic

Development Strategy 2010

Early Success: Thriving in theFirst Years

Childrens Defense Fund 2010D.C. Kids Count CollaborativeKaiser State Health FactsNeighborhood Info D.C.Washington State Early Learning Plan 2010

Educating Our Youth for the Economyof Tomorrow:

21st Century Workforce CommissionDistrict of Columbia Department of Employment

Services

Institute for the FuturePartnership for 21st Century SkillsWhat Work Requires of Schools: A SCANS Report

for America 2000

Aligning Residents Job Skills with aGrowing Economy

D.C. Fiscal Policy InstituteD.C. Workforce Investment CouncilEMSI Complete Employment - 2011.4Economic Modeling Specialists, Inc., 2010-2015

Economy, Occupation

Strengthening Educational and Career Pathwaysfor D.C. Youth, Brookings Institution, October2011

U.S. Census, American Community Survey, 5-YearEstimates, 2006-2010

SOURCES FOR ONE CITY GUIDE

One City Summit Program Guide

Documents

Transcript of One City Summit Program Guide