ward 7 transportation summit summary

8/7/2019 Ward 7 Transportation Summit Summary

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WARD 7 TRANSPORTATION

SUMMIT & LISTENING TOUR

Photo by AlbinoFlea on Flickr

3/31/11 MEETING SUMMARY

On March 12, 2011, residents met with Councilmember Tommy Wells,

Councilmember Yvette Alexander, WMATA, and DDOT to discuss how to

improve mobility in Ward 7. This summary was prepared by the Planning

Committee

#RediscovertheBus


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Ward 7 Transportation Summit & Listening Tour

Page 1

Ward 7 Transportation Summit &

Listening TourM E E T I N G S U M M A R Y

INTRODUCTIONThe purpose of the Transportation Summit & Listening Tour (Summit) was to provide residents of Ward 7 with

an opportunity to express challenges to public transportation and brainstorm solutions that improve mobility.

Forty people including residents, elected officials (Councilmembers and Advisory Neighbor Commissioners),

District of Columbia Department of Transportation (DDOT), and Washington Metropolitan Area Transit

Authority (WMATA) participated in Summit.

ORGANIZATION OF THIS DOUCMENTThe Summit Planning Committee documented as much of the meeting as possible. The report is a summary of

the meeting. It is not a transcript nor was any additional analysis conducted. While it is important to maintain

the authenticity of the conversation, this report is organized by themes and not actual chronology of the

conversation. In addition, bullet points are used for readability.

SETTING THE TONEOpening statements were given by Councilmember Yvette M. Alexander (Ward 7) and Councilmember

Tommy Wells (Ward 6), Chair of the Committee on Public Works and Transportation.

Councilmember Wells:

5-minute living should be a citywide goal. It means people are able to get to the amenities, such asgrocery stores and restaurants or transportation within 5 minutes. This has been achieved in someparts of the city but not in all.

o Transportation is the 2nd highest cost to a family aside from housing. If you can give upowning a car you can have more disposable income

o We need to think about how do we plan transportation as different neighborhoods developwith new amenities. This increases quality of life

o The solution is mass transportation for commuters, especially with metro. The new challenge isconnectivity of neighborhoods

o We are expecting addition of streetcars to improve mobility Need to rethink what we currently have, how can we organize it better, and what else do we need.

o How can we reorganize the bus system to work better for us?o Using NextBus, which provides riders with an estimated arrival time of the next bus via

phone or Internet, is a great service. Makes it easier and better than hailing a taxio Express buses with limited stops have been a great addition (e.g. 39, X9)


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PRESENTATION BY WMATAJim Hamre, Director of Bus Planning, gave a presentation of WMATAs suggested improvements to bus servicein Ward 7. These suggested improvements are currently unfunded. The presentation is included in theAppendix. More detailed information is available at Metrobusstudy.com. Key points are outlined below:

WMATA has several studies in process looking at different lines Recent Accomplishments

o Added 350 new buses into the fleet in the pass year. They are more reliable, diesel, hybridelectric

o Introduction of the X9 is the recreation of a bus route that existed previously. It is a limitedstop express bus

16.9 million rides a year for bus lines serving Ward 7 WMATAs suggested enhancements that are currently unfunded

o Extend route of 97: East Capitol Cardozo lineo W4: Deanwood & Alabama improve off-peak frequency, which can reduce crowding and

waiting time.

o Route 35: Pennsylvania Ave duplicate the 32o Route 32, 36: improve frequency of service in evening.o Route 39: increase span of service in am, pm peaks, improve frequencyo U2: create a weekend serviceo V7, V8: extend into downtowno U8: extend to starburst areao V5: Fairfax Village- LEnfant extend across the mallo X3: increase span of service (e.g. midday service)

In order to implement the suggested enhancements WMATA would need additional $8.4 million infunding.

HOW DOES THE DC BUDGET WORK?Susie Cambria gave a brief presentation on how the DC government budget works and pressure points where

citizen input in critical. All handouts are attached. Key points are outlined below:

Mayors proposed budget, budget hearings, budget mark upso Mayors proposed budget April 1o Budget hearings April/Mayo Mark up in May 2 votes of budget support acto Budget goes to President in June

The optimal strategy for transportation improvements in Ward 7 in FY 2012 is made up of two parts:o First, testify before the City Councils Committee on Public Works and Transportation about

your priorities for the FY 2012 WMATA budget. The committees WMATA hearing is currentlyscheduled for April 18 at 2:00 pm in the Council Chamber.

o Second, testify at one of the spring WMATA hearings on the FY 2012 budget about thechanges you would like made in Ward 7. At this hearing, present things such as route changesand better timing between rail and bus.


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Page 4

SOLUTIONSEverything mentioned at the Summit is organized by theme and presented below.

WMATA Bus Service/Reliability

Increased efficiency and reliability of X9. Current bus system needs to work the way it is supposed to work. What are our problems right now

that prevent that and how can we overcome those challenges? Is performance data by route available to the general public online?

o WMATA Response: The data on performance by route is not available on line. Hopefully, itcan be placed online by end of year.

How do we look at bus service during major roadway construction? For example the three GreatStreets projects that are underway in Ward 7 have caused major disruptions to public transportation

During bad weather WMATA does not announce route changes advance, which leaves residentsstanding at a bus stop waiting for a bus that is never coming. Even Trip Planner does not work when

there is a route change or a detour. How can WMATA more effectively communicate routes changes

or detours? Can these systems work when there is a traffic accident?

o WMATA Response: Learned a lot a year ago during blizzards. WMATA has been workingto put in place announcement strategies. Put up detour maps online and snow emergency plan.Customer service agents will have laptops, which they can use at home to be able to answercustomer service questions. Will work through summer to get things ready for the fall.We will over the course of the next year be able to be very proactive with the messages.

We would like to have a system where you can sign up for e-alert to get message regardingdisruptions to lines by Ward at first, then eventually by route.

Why does the X9 bus line was to end at ends at New York Ave and 12 th when it was advertised thatit would end at McPherson Sq?

What would it take to move from schedule to headway (i.e. every 15 minutes)? Can we try that onthe X line?

o WMATA Response: On 90-line we move to headway instead of trying to maintain aschedule. Basically using headway means a bus leaves the end points at set intervals. Weare currently studying the performance using headways versus a set schedule. Based onrecommendations from the study, this may be possible for other lines.

There are bus delays because the driver waits for people to load their SmartTrip cards on the bus.o WMATA Response: Need more ways for people to load their SmartTrip card. For example,

in NYC there is a far box in the rear of the bus for people to load their metro cards.

o Resident Response: Consider putting more fare boxes in grocery stores, CVS, and at metrostations near the bus stops.

Budget/Spending Priorities

What is the hindrance to implementing suggested improvements? Is it money or not knowing priorities?How does the dc gas tax fit in? Do we have a gas tax?

o WMATA Response: WMATA has funding constraints. There was a very large passenger feeincrease last year to deal with some of budget issues.

o Council Response: There are 2 budgets to consider:! (1) WMATA has a $72 million budget gap that DC shares about $25 million. What

are revenue sources? (1) Tax free parking and private parking garages (2) Increaseparking fees (3) Increase cost of residential on-street parking permits for 2nd and 3rdvehicles


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! (2) DDOT has certain items in their budget that are a DDOT cost rather than WMATAcost. For example, bus shelters are a DDOT cost.

Can we explore possibility of Speciality tax? This assumes that district pays full subsidy to metro andthere is no contribution. Speciality tax needs to take into account our regular contribution, otherwise itcuts into other services.

o Council Response: Raising revenue by increased tax is a tough sell, but perhaps there is away of raising taxes of commuters coming into city.

In the presentation, WMATA suggested $8.5 million of improvements, which gets us more buses. 18more buses in Ward 7 will not begin to scratch the service in solving the problems. Would $8.5 millionbe enough to put real time systems on every bus stop?

Can we sell Out-of-Zone parking permit for use during business hours for people living in otherWards? For example, someone in Ward 7 would pay for a Ward 3 permit. Seems like some peoplewould be willing to pay top dollar for that privilege.

o Council Response: Perhaps we can expand the use of multiuse meters in business area ifparking is available. This captures funds that can possibility be reinvested into bus service.

Can we get an awning to cover escalator over Minnesota Ave? How much does it cost? Is the cost ofan awning cheaper than constant repairs to the escalators? Where are we with linking metro fundingwith private development?

o WMATA Response: 46 escalator canopies cost about $1million dollars. We should leverageprivate investment. For example, when you are looking at development, ask them where thebus stop is and have the developer improve the bus stop.

o Resident Response: Can we set a standard that if you are going to build transit-orienteddevelopment you have a % of funding you need to contribute to public transportation?

o Council Response: If you can get a private match you can move to top of the list forimproving metro site.

Bus Shelters

NextBus screens at bus stops similar to the screens in the Metrorail stations. Improved bus shelters. How much does it cost for the top of the line bus shelter with all the bells and whistles? I.e. NextBus

displays, lighting, audio/PA system, call box, etc.

Safety/Security

More communication (e.g. print) that explains what consumers should do/how to react to a securityconcern on the bus. Also what is the responsibility of bus driver? Is there a campaign for consumers

regarding what to do?

o WMATA Response:Some buses have messages that tell consumers what to do. Perhaps weshould consider a broader campaign.

Is there a way to do a tailored message during certain times of day on certain routes? (e.g. 3pm whenyoung people get out of school)

Why do bus drivers allow riders to cram onto the buses? This is a huge issue for young people ridingthe bus home from school. Concerned that riders safety is compromised when people are crammed

into an overcrowded bus.

o WMATA Response: Bus drivers do the best they can. We do accept more crowding oncertain heavily trafficked bus lines. There are rules regarding where passengers can and

cannot stand. Opportunity for more communication regarding what passengers should be

doing for there safety.


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Page 6

o Resident Solutions: Since buses get overwhelmed when school lets out, one solution may bemoving up rush hour and increase service during this time to support school travel. Is there a

way to use bus messages to communicate to passengers what regulations (e.g. maximum

capacity) are on the bus?

Some residents use EMS as their form of transportation to the doctor. Is there a way to expand metroaccess service?

o WMATA Response: trying to curtail growth of metro access service and move them to regularmetro.

o Council Response: There has been talk about charging for ambulance rides or taxing 911calls.

Bike Paths/Capital BikeShare

BikeShare usage is low East of the River because the $75 fee is prohibitive, there is a digital divide,and many residents do not have a credit card.

o DDOT Response: We are looking at program to lower fee and working with banks toprovide pre-pay credit cards to residents.

The placement of some of the Capitol BikeShare stations is a barrier to usage. For example, thestation at Minnesota and Pennsylvania Ave is right in front of a carry-out that frequently has menstanding outside. Consider relocating to the opposite intersection at Twining Park. Benning RoadMetro Station really needs a BikeShare as it would create a connection between the Blue and OrangeLines.

o DDOT Response: Stations are not permanent. We have the capability of moving. We need dedicated lanes to use a bike EOTR so more people will use capitol bike share so that

biking is safes.

Real bike paths through National Park Service owned land in Ward 7. Huge missed opportunity interms of connecting communities. How can we use the green space?


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Page 7

MEETING ATTENDEES

Elected Officials and Staff

Councilmember Yvette M. Alexander (Ward 7)

Councilmember Tommy Wells (Ward 6)

Commissioner Phillip Hammond (ANC 7B)

Commissioner Robin Marling (ANC 7B)

Commissioner Sylvia Brown (ANC 7C)

Jonathan Kass (Committee for Public Works & Transportation)

Daniel Conner (Committee for Public Works & Transportation)

Celeste Duffie (Councilmember Mendelson)

Lionel Humphrey (Councilmember Alexander)

Benton Heimsath (Councilmember Graham)

Summit Planning Committee

Chair, Veronica O. Davis Hillcrest Community Civic Association

Kelsi Bracmort WMATA Riders Advisory Council

Christopher Jerry Fairlawn Civic Association

Latoya Grant

Michele Prout

Sylvia Brown

Sherrie Lawson

Gregori Stewart

Meeting sign-in sheets are attached.


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Recent Accomplishments

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Accomplishments

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Current Ward 7 Metrobus Routes

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Metrobus Lines Serving Ward 7

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Proposed Service Enhancements

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Summary of Financial and Fleet Impacts

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Budget Schedule and Approval Steps

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thethethethethe

budget processbudget processbudget processbudget processbudget processexplainedexplainedexplainedexplainedexplained

dc

Contents:Contents:Contents:Contents:Contents:

The DC budget process

Acronyms

This and that

Where to find things

Advocacy intervention points in the budget process

Published: January 18, 2011


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dc

DecemberDecemberDecemberDecemberDecember

Comprehensive Annual Financial

Report (CAFR) releasedThe CAFR is the citys official annuaudit and is released by the CFO.

MarchFebruary - MarchMayor develops budget proposal,cont.See February for information.

Mayor develops revised current year

budgetSee February for information.

Past and current fiscal year agency

oversight hearings

See February for information.

AprilMayor releases next fiscal years

budgetThe mayor submits proposed budgeto the City Council.

April - May

Budget hearingsThe City Council holds public hear-

ings; the public may testify.

MayApril - MayBudget hearings, cont.

See April for information.

Budget markupsCouncil committees mark-up theproposed budget.

City Council votes on BRA & BSAThe Council votes on the BRA. This the first and only vote on thislegislation. The Council also takesthe first of two votes on the BSA.

JuneCity Council votes on BSAThe Council holds second of twovotes on the BSA.

Mayor signs budget legislation

The mayor signs the Budget SuppoAct and sends to the President whforwards to Congress.

JulyJuly - SeptemberBudget instructions & targets

OBP prepares instructions for agencybudget development for the followingfiscal year. The executive developsagency budget targets.

Agency restructuringAgencies may reorganize the agency.They must enter changes into theonline budget system.

AugustJuly - September

Budget instructions & targetsSee July for information.

Agency restructuring, cont.See July for information.

SeptemberBudget kickoffAgencies receive instructions fromOBP and targets from EOM.

September - DecemberAgencies develop budget submissionsAgencies prepare budget submissionsfor following fiscal year.

Fiscal year endsCurrent year ends September 30.

Revenue estimatesOCFO releases quarterly estimatesfor a five-year period including thecurrent fiscal year.

OctoberSeptember - DecemberAgencies develop budget submissions,cont.See September for information.

October - DecemberMayor and City Council revise currentfiscal year budget if required

Fiscal year beginsNew year begins October 1.

NovemberS t b D b

DecemberSeptember - DecemberAgencies develop budgetsubmissions, cont.See September for informa-

tion.

Revenue estimatesSee September for informa-tion.

JanuaryCurrent Services Funding Level

(CSFL)In this document, OBP projectsspending for the next fiscal

year based on current yearprograms.

Budget scrubbingOBP scrubs budget submissionsto ensure they comply with theinstructions. OBP eliminatesredundancies and verifiescosts.

BRT (Budget Review Teams)OBP, EOM and agencies meetto review the submission and

discuss policy initiatives andcost saving proposals.

Council develops budget priori-tiesThe Council prioritizes itspolicy and thus budget goalsfor the year. The list is usedduring budget deliberations.

FebruaryFebruary - March

Mayor develops budget pro-posal, cont.The mayor considers the CSFLand BRT results and makesmodifications based on hispolicy goals and the citysfinancial situation.

Mayor develops revised current

year budgetDepending on revenue andspending patterns, the mayor

may develop a revised currentyear budget to be presentedwith the next years budget.

the budget processthe budget processthe budget processthe budget processthe budget process


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Acronyms BRA: Budget Request Act. The Home Rule Act2

prescribes a process for the District to pass anannual budget. The District uses the BRA as the

vehicle to comply with the Charter and transmit thecitys plan to the President of the United States.The legislation must specify the agencies and pur-poses for which funds are being requested.3

BRT: Budget Review Team. The Budget ReviewTeam (BRT) is a collective of representatives fromthe Executive Office of the Mayor (EOM) and/orOffice of the City Administrator (OCA), the Office ofthe Chief Financial Officer (OCFO), and Districtagencies under the Mayors authority. . . The pur-pose of the BRT meeting is to review agency budgetsubmissions in a given fiscal year and consider all

information needed to recommend to the Mayor aproposed budget for each agency. . . Each BRTmeeting is a piece of the puzzle that brings togetherthe entire District budget. The results of the BRTsdirectly affect the Mayors budget submission.4

The public is not allowed to participate in theBRTs.And materials generated specifically for BRTs areconsidered work product and thus not released tothe public.

BSA: Budget Support Act. This legislation incorpo-rates any policy modifications requiring a change in

law.

CFO/OCFO: Chief Financial Officer/Office of theChief Financial Officer. The CFO is responsible forthe oversight and direct supervision of the financialand budgetary functions of the District governmentincluding maintaining a financial management system,and managing the citys borrowing and debt.5

OBP: Office of Budget and Planning. OBP is onedivision of the Office of the Chief Financial Officer(OCFO). OBP prepares, monitors, analyzes, andexecutes the District's budget, including operating,capital and enterprise funds, in a manner that en-sures fiscal integrity and maximizes service to tax-payers.6

PS, NPS: Personal Services, Nonpersonal Ser-vices. Personal Services are those related to DCgovernment agency staffing--namely salaries andbenefits.

Nonpersonal Services is a budget category thatincludes expenditures not related to personnel. NPSincludes supplies, utilities, technology, rent, and

equipment. NPS also includes contracts and grantswhich do contain salaries and benefits. But thesesalaries and benefits are not associated with DC

Some finer points of the DC budget process

In the budget books, the District's budget ispresented in tables that track appropriations andexpenditures by division, control center, and

object class. Strictly speaking, the only lineitems in the District's budget are the figures thaappear in the Budget Request Act. The mayorholds a line-item veto authority with respect tothese figures, and the Council may override the

mayor's line-item veto.

The city has moved to a Division-Based Structuthat better reflects the way agencies operate. is illustrated here:

Agency

Division

Sub-Division/Activity

Where to find things The mayors budget proposal is posted online

the hours following the transmittal to the CouncIt can be found here: http://dc.gov and/orbudget.dc.gov.

Revenue estimates: These are found in theTax Rates and Revenues section ofcfo.dc.gov

Approved and prior year budgets:budget.dc.gov and in the Annual OperatingBudget and Capital Plan section ofcfo.dc.gov.

Which Council committee is responsible for

overseeing which executive branch agencieThis information is in the Council rules. The ruleare online in the City Councils Legislative Infor-mation Management System (LIMS) as PR(CPnumber)-0001. The organizational rules arealways the first resolution of the CP.

Current Services Funding Level: This is poston the CFO web site (cfo.dc.gov).


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EndnotesEndnotesEndnotesEndnotesEndnotes1 Office of the Chief Financial Officer, Tax Rates and Revenues, Revenue Estimates, http://cfo.dc.gov/cfo/

cwp/view,a,1324,q,612671.asp2 http://dccouncil.us/homeruleact3 District of Columbia Home Rule Act (amended through July 15, 2008), Public Law 93-198; 87 Stat. 774,

D.C. Official Code 1-201.01 et seq., Approved December 24, 1973, Revised November 1, 2008, onlinehttp://dccouncil.us/homeruleact, p. 28

4 Office of the Chief Financial Officer, Draft FY 2012 Operating Budget Manual, November 5, 2010, p. 375 Office of the Chief Financial Officer, About the CFO,

http://cfo.dc.gov/cfo/cwp/view,a,1327,q,591020,cfoNav,|33299|,.asp6 Office of the Chief Financial Officer, About the OCFO, Central Financial Operations,

http://cfo.dc.gov/cfo/cwp/view,a,1327,q,591013.asp

Advocacy intervention points in the budget process

Point inPoint inPoint inPoint inPoint in

ProcessProcessProcessProcessProcess

Beginning

Middle

End

Budget Advocacy InterventionBudget Advocacy InterventionBudget Advocacy InterventionBudget Advocacy InterventionBudget Advocacy Intervention

PointsPointsPointsPointsPoints

Summer, before instructions areout

While agencies are preparingtheir budget submissions for OBP

While the mayor is thinking about

priority areas

During agency performance andoversight hearings

Post-release of mayors proposedbudget

Council mark-ups

Council votes

Budget Advocacy ActionsBudget Advocacy ActionsBudget Advocacy ActionsBudget Advocacy ActionsBudget Advocacy Actions

Advocate to the agency and EOM to have the agencystructure modified

Develop budget, policy and program priorities: include need, cost, funding sources share with agencies, EOM and the Council in a

variety of ways (emails, visits, etc.) work with others who have the same priorities

Share ideas with others -- journalists, bloggers, onyour web site or blog, etc.

Meet with EOM staffer to identify mayors priorities,

areas of interest, etc. provide information on needs, examples of similarinitiatives in other jurisdictions, etc.

work with others who have the same priorities

Provide Council committee staff with questions priorto hearings

Submit questions to Council committee staff for advance questions to agencies for member to ask from the dais

Participate in hearings--testify, submit statements,

provide follow-up to hearings

Engage clients

Issue calls to action

Work with others

Communicate with Council and EOM

Communicate with Council and EOM


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The budget is the most important of all legislation considered by the City Council and mayor eachyear. It presents, in detail, the financial resources required to implement policies and strategies,identifies challenges and opportunities, and submits a multi-year financial plan.

The Districts budget is influenced by public demand, economic conditions, interests of special interestgroups, priorities of elected officials, changes at the federal level of government, and best practices onew practices in place in other jurisdictions. As such, the budget is an amalgam of competing andsometimes common interests.

dcbud

get

the most important legislation craftedby the mayor and City Council eachyear

a demonstration of the citys priorities

fair* an equitable distribution of resources

The District of Columbia budget funds a range of common and not-so-common programs and ser-vices. Common ones are building and operating recreation facilities and schools, snow plowing,health services for low-income residents, law enforcement and other emergency services, environ-mental protection, child protection, mental health, and early learning. Uncommon programs andsupports include boating safety, traumatic brain injury, and the migratory bird survey.

For budget purposes, agencies in the District are assigned to one of eight appropriation titles. Thetitles are: Governmental Direction and Support, Public Education System, Public Works, HumanSupport Services, Financing and Other, Economic Development and Regulation, Public Safety, andEnterprise Fund.


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In practice, groupings of agencies are called clusters. Analysts in the Office of the City Administra-tor (OCA), Office of Budget and Planning (OBP) and Office of Policy and Legislative Affairs are as-signed to one or more agencies in a cluster and in OCA and OBP, each cluster has a manager.Knowing which approproation title an agency is in makes finding it in the budget book (in print or

online) easier. Knowing also enables you to communicate the the correct staff person.

Governmental Direction and Support Council of the District of Columbia Office of the Mayor Office of the Chief Technology Officer Office of the Chief Financial Officer

Economic Development and Regulation Office of Planning Department of Employment Services

Department of Consumer and Regulatory Affairs Office of the Tentant Advocate

Public Safety andf Justice Metropolitan Police Department Fire and Emergency Medical Services Department Criminal Justice Coordinating Council

Public Education System DC Public Schools Office of the State Superintendant of Educa-

tion University of the District of Columbia DC Public Library

Human Support Services Department of Human Services

Child and Family Services Agency Department of Health Department on Disability Services

Public Works Department of Transportation Department of the Environment School Transit Subsidy

The mayor is charged with developing the budget; the City Council with reviewing and amending it.The public tells both branches what they want. The extent to which public concerns are addressedvaries. Elected officials use the budget, in part, to support their prioritieschildren, health,strengthening core services and infrastructure, helping the economy grow, and redistributing in-come.

As illustrated in the figure on page 3, FY 2011 Gross Funds Expenditures by Appropriation Title, half(50.1%) of the gross funds FY 2011 amended budget are allocated to human services and educa-tion expenditures. If you only consider Local funds, the percentage increases slightly to 54%.

Analysis of this information typically plays out in these ways:1.Because the Human Support Services and Public Education titles make up half of the city budget,

real savings can only be achieved by cutting more in these areas.2.The programs, services and supports for children, youth, families, low-income, and vulterable

residents in the District budget are found in two areas: Human Support Services and PublicEducation.

3.Agencies in the Human Support Services title are disproportionately affected by class action lawsuits. This can drive allocation decisions.


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This said, there is also more federal fundingavailable for human services and educationthan for public works and economic devel-opment. In this way, the Districts expen-ditures in these two areas mirror spendingacross the country in the states.

The Districts budget is like other budgets,including those of families: It lists sourcesof income and expenses. Unlike the morebasic family budget, though, the Districtsbudget estimates revenue (income). Theestimates are done by the Office of the

Chief Financial Officer. Estimates take intoconsideration a number of local, nationaland international indicators such as na-tional employment and unemplyment, thestock market, national and local wages andsalaries, commercial space leasing in DC,local sales taxes, and property valuationand taxes.

Economic

Development and

Regulation, $0.4

Governmental

Direction a nd

Support, $0.5

Public Works, $0.6

Public Education

System, $1.8

Human Support

Services, $3.4

Financing and

Other, $0.9

Enterprise Fund,

$0.5

Public Safety and

Justice, $1.2

Enterprise

Funds, 14.90%

Local, 51.00%

Federal

Payments,

1.30%

Special Purpose

Revenue,

4.90%

Private Grants

and Private

Donations,

0.10%Federal Grants

and Medicaid,

24.70%

Dedicated

Taxes, 3.20%


37/40

A budget expert once told me that there is a constituency for everything. That is why the budgetrepresents a range of revenue and expenditures. None of us agree with all the decisions but they

are made because a party to the budget supported it.

Similarly, fair is in the eye of the beholder. In the early 2000s, the Fair Budget Coalition, the Coali-tion of Homeless andHousing Organizations,and community groupsand residents fromacross the Districtlaunched the HumanNeeds 1st Campaign, acall for the Districtselected leaders, startingwith then-MayorAnthony Williams, toput human needs firstin budget and policydeicisons. The Cam-paign used a range oftactics to call attentionto desperate circum-stances for vulnerableand low-income resi-dents. T.J. Sutcliffe,then at So OthersMight Eat (SOME),created what we fondlycall the puzzle person,a visual depiction ofhow people require allbasic needs to be metto be whole.

1 Government of theDistrict of Columbia, FY2011 Proposed Budgetand Financial Plan, Vol-ume 1, Executive Sum-mary (July 1, 2010),p. 1-5.2 Ibid., p. 1-1.


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40/40


Last Name First Name Email

1 Alexander Yvette [email protected]

2 Bhatt Neha [email protected]

3 Bracmort Kelsi

4 Bright Erica [email protected]

5 Brown Tom [email protected]

6 Brown Sylvia [email protected]

7 Cambria Susie [email protected]

8 Carson-Carr Sheila [email protected]

9 Caster Sandy S. [email protected]

10 Conner Daniel [email protected]

11 Copeland Kevin [email protected]

12 Davis Veronica [email protected] Debarros Liz

14 Duffie Celeste [email protected]

15 Grant LaToya [email protected]

16 Hammond Mary [email protected]

17 Hammond Phillip

18 Hamre James [email protected]

19 Hasty Adrian [email protected]

20 Heimsath Benton [email protected]

21 Holmes Antawan [email protected]

22 Humphrey Lynnell [email protected]

23 Jeffrey L. [email protected]

24 Kass Jonathan [email protected] Lawson Sherri [email protected]

26 Lewis Alicia [email protected]

27 Marlin Robin

28 Moskowitz Josh [email protected]

29 Moulton Martin [email protected]

30 Onmrose Jennifer

31 Overman Aaron [email protected]

32 Pasek John [email protected]

33 Pierce Charlene

34 Potillo Ed [email protected]

35 Rhodes Eddie

36 Ross Mary F. [email protected] Scott Jamie

38 Stewart Gregori [email protected]

39 Streff Ronnie [email protected]

40 Wells Tommy [email protected]

41 Williams Darlene [email protected]

March 12, 2011

ward 7 transportation summit summary

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