WARD 7 TRANSPORTATION

SUMMIT & LISTENING TOUR

#RediscovertheBus
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
 Ward 7 Transportation Summit & Listening Tour

Ward 7 Transportation Summit &

Listening Tour
MEETING SUMMARY

INTRODUCTION
The 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 DOUCMENT

The 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 TONE

Opening 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 as
grocery stores and restaurants or transportation within 5 minutes. This has been achieved in some
parts of the city but not in all.
o Transportation is the 2nd highest cost to a family aside from housing. If you can give up
owning a car you can have more disposable income
o We need to think about how do we plan transportation as different neighborhoods develop
with new amenities. This increases quality of life
o The solution is mass transportation for commuters, especially with metro. The new challenge is
connectivity 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 taxi
o Express buses with limited stops have been a great addition (e.g. 39, X9)

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Ward 7 Transportation Summit & Listening Tour
o Innovation and investment in amenities come last to Ward 7 & 8 (e.g. Circulator). Circulator
bus does not cross the river

Councilmember Alexander
• Metro is accessible, however, would love to see a day when DC has a 24-hour public transportation
system similar to NYC
• More accessibility to outlying suburban areas is important. Many of the daily commuters through local
Ward 7 streets are from the Maryland Suburbs
• Since DC does not have a school bus system, it is important that WMATA is serving our young people
so they can get to school on time

PUBLIC OPINIONS (WHAT WE LIKE & WHAT WE WANT IMPROVED)

As part of the attendee introductions, each person provided one thing the like about public transportation and
one thing they would like to see improved. Responses are compiled below.

We Like it… We Dream of it…

• Metro bus is an affordable transportation
alternative
• Being able to get around the City without
owning a car
• Convenience of public transportation
• Public transportation is freedom and
liberation
• Facilitates a certain lifestyle
• Public transportation means no parking
tickets
• Accessibility to public transportation
• Opportunity for families and neighbors to
interact
• Being able to get around Ward 7 in a one-
seat ride
• Better communication between WMATA and
riders
• Schedules that are easier to understand
• Equity of public transportation investment
• Improved service and efficiency
• Better connection to Prince George’s
County, MD
• More convenient system
• Faster pace to be able to implement
transportation improvement
• Improved reliability of the system
• Safer buses – driver and passenger
• Improved accuracy of NextBus
• Increased bus service at night
• More transit police riding buses and near
bus bays at metro stations
• Increased security at night
• Shorter periods between a study and
implementation
• More public transportation options such as
waterborne transportation (ferries, etc)
• Improved driver customer service
• Better connectivity within East of the River

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 Ward 7 Transportation Summit & Listening Tour

PRESENTATION BY WMATA
Jim Hamre, Director of Bus Planning, gave a presentation of WMATA’s suggested improvements to bus service
in Ward 7. These suggested improvements are currently unfunded. The presentation is included in the
Appendix. 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, hybrid
electric
o Introduction of the X9 is the recreation of a bus route that existed previously. It is a limited
stop express bus
• 16.9 million rides a year for bus lines serving Ward 7
• WMATA’s suggested enhancements that are currently unfunded
o Extend route of 97: East Capitol – Cardozo line
o W4: Deanwood & Alabama – improve off-peak frequency, which can reduce crowding and
waiting time.
o Route 35: Pennsylvania Ave – duplicate the 32
o Route 32, 36: improve frequency of service in evening.
o Route 39: increase span of service in am, pm peaks, improve frequency
o U2: create a weekend service
o V7, V8: extend into downtown
o U8: extend to starburst area
o V5: Fairfax Village- L’Enfant extend across the mall
o X3: increase span of service (e.g. midday service)
• In order to implement the suggested enhancements WMATA would need additional $8.4 million in
funding.

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 ups

o Mayors proposed budget – April 1
o Budget hearings – April/May
o Mark up in May – 2 votes of budget support act
o 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 Council’s Committee on Public Works and Transportation about
your priorities for the FY 2012 WMATA budget. The committee’s WMATA hearing is currently
scheduled 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 the
changes you would like made in Ward 7. At this hearing, present things such as route changes
and better timing between rail and bus.

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Ward 7 Transportation Summit & Listening Tour

SOLUTIONS
Everything 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, it
can be placed online by end of year.
• How do we look at bus service during major roadway construction? For example the three Great
Streets 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 residents
standing 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 working
to 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 answer
customer 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 regarding
disruptions 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 12th when it was advertised that
it would end at McPherson Sq?
• What would it take to move from schedule to headway (i.e. every 15 minutes)? Can we try that on
the X line?
o WMATA Response: On 90-line we move to headway instead of trying to maintain a
schedule. Basically using headway means a bus leaves the end points at set intervals. We
are currently studying the performance using headways versus a set schedule. Based on
recommendations 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 metro
stations 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 fee
increase 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) Increase
parking fees (3) Increase cost of residential on-street parking permits for 2nd and 3rd
vehicles

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 Ward 7 Transportation Summit & Listening Tour

! (2) DDOT has certain items in their budget that are a DDOT cost rather than WMATA
cost. For example, bus shelters are a DDOT cost.
• Can we explore possibility of Speciality tax? This assumes that district pays full subsidy to metro and
there is no contribution. Speciality tax needs to take into account our regular contribution, otherwise it
cuts into other services.
o Council Response: Raising revenue by increased tax is a tough sell, but perhaps there is a
way of raising taxes of commuters coming into city.
• In the presentation, WMATA suggested $8.5 million of improvements, which gets us more buses. 18
more buses in Ward 7 will not begin to scratch the service in solving the problems. Would $8.5 million
be 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 other
Wards? For example, someone in Ward 7 would pay for a Ward 3 permit. Seems like some people
would be willing to pay top dollar for that privilege.
o Council Response: Perhaps we can expand the use of multiuse meters in business area if
parking 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 of
an awning cheaper than constant repairs to the escalators? Where are we with linking metro funding
with private development?
o WMATA Response: 46 escalator canopies cost about $1million dollars. We should leverage
private investment. For example, when you are looking at development, ask them where the
bus 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-oriented
development 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 for
improving 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 security
concern 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 we
should consider a broader campaign.
• Is there a way to do a tailored message during certain times of day on certain routes? (e.g. 3pm when
young people get out of school)
• Why do bus drivers allow riders to cram onto the buses? This is a huge issue for young people riding
the 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 on
certain 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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Ward 7 Transportation Summit & Listening Tour
o Resident Solutions: Since buses get overwhelmed when school lets out, one solution may be
moving 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 metro
access service?
o WMATA Response: trying to curtail growth of metro access service and move them to regular
metro.
o Council Response: There has been talk about charging for ambulance rides or taxing 911
calls.

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 to
provide pre-pay credit cards to residents.
• The placement of some of the Capitol BikeShare stations is a barrier to usage. For example, the
station at Minnesota and Pennsylvania Ave is right in front of a carry-out that frequently has men
standing outside. Consider relocating to the opposite intersection at Twining Park. Benning Road
Metro Station really needs a BikeShare as it would create a connection between the Blue and Orange
Lines.
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 in
terms of connecting communities. How can we use the green space?

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 Ward 7 Transportation Summit & Listening Tour

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 Rider’s Advisory Council

Christopher Jerry – Fairlawn Civic Association

Latoya Grant

Michele Prout

Sylvia Brown

Sherrie Lawson

Gregori Stewart

Meeting sign-in sheets are attached.

Page 7
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 the
dc

budget process
explained
Contents:
• The DC budget process

• Acronyms

• This and that

• Where to find things

• Advocacy intervention points in the budget process

Published: January 18, 2011

•
•
•
the dc budget process
December Comprehensive Annual Financial
September - December Report (CAFR) released
July Agenciesdevelop budget The CAFR is the city’s official annual
July - September submissions, cont. audit and is released by the CFO.
Budget instructions& targets See September for informa-
OBP prepares instructions for agency tion.
budget development for the following
March
fiscal year. The executive develops Revenue estimates February - March
agency budget targets. See September for informa-
Mayor developsbudget proposal,
tion. cont.
Agency restructuring See February for information.
Agencies may reorganize the agency.
They must enter changes into the January Mayor developsrevised current year
online budget system. budget
December
Current ServicesFunding Level
See February for information.
(CSFL)
August In this document, OBP projects Past and current fiscal year agency
July - September spending for the next fiscal oversight hearings
Budget instructions& targets year based on current year
See February for information.
See July for information. programs.

Agency restructuring, cont. Budget scrubbing April

See July for information. OBP scrubs budget submissions
Mayor releasesnext fiscal year’s
to ensure they comply with the
instructions. OBP eliminates budget
September redundancies and verifies The mayor submits proposed budget
costs. to the City Council.
Budget kickoff
Agencies receive instructions from BRT (Budget Review Teams) April - May
OBP and targets from EOM. OBP, EOM and agencies meet Budget hearings
to review the submission and The City Council holds public hear-
September - December
discuss policy initiatives and ings; the public may testify.
Agenciesdevelop budget submissions cost saving proposals.
Agencies prepare budget submissions
for following fiscal year. Council developsbudget priori- May
ties April - May
Fiscal year ends The Council prioritizes its Budget hearings, cont.
Current year ends September 30. policy and thus budget goals See April for information.
for the year. The list is used
Revenue estimates during budget deliberations. Budget markups
OCFO releases quarterly estimates
Council committees mark-up the
for a five-year period including the
February proposed budget.
current fiscal year.
February - March City Council voteson BRA & BSA
October Mayor developsbudget pro- The Council votes on the BRA. This
September - December posal, cont. is the first and only vote on this
Agenciesdevelop budget submissions, The mayor considers the CSFL legislation. The Council also takes
and BRT results and makes the first of two votes on the BSA.
cont. modifications based on his
See September for information. policy goals and the city’s
October - December financial situation. June
Mayor and City Council revise current Mayor developsrevised current City Council voteson BSA
fiscal year budget if required The Council holds second of two
year budget votes on the BSA.
Fiscal year begins Depending on revenue and
New year begins October 1. spending patterns, the mayor Mayor signsbudget legislation
may develop a revised current The mayor signs the Budget Support
year budget to be presented Act and sends to the President who
November with the next year’s budget. forwards to Congress.
September - December Agency oversight hearingsfor
Agenciesdevelop budget submissions,
cont. past and current fiscal years
See September for information. The Council holds hearings to
assess past and current per-
October - December formance of government
Mayor and City Council revise current agencies; the public may
fiscal year budget if required, cont. testify.

Revenue estimates
The quarterly estimate is
released. The February esti-
mates are the “official binding Prepared: 1/18/11
revenue estimate that is used
to develop the budget for the
next fiscal year.”1
 Some finer points of the DC budget process

Acronyms
• BRA: Budget Request Act. The Home Rule Act2
prescribes a process for the District to pass an
annual budget. The District uses the BRA as the
vehicle to comply with the Charter and transmit the
city’s 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 Review
Team (BRT) is a collective of representatives from
the Executive Office of the Mayor (EOM) and/or
Office of the City Administrator (OCA), the Office of
the Chief Financial Officer (OCFO), and District
agencies under the Mayor’s authority. . . The pur-
pose of the BRT meeting is to review agency budget
submissions in a given fiscal year and consider all
information needed to recommend to the Mayor a
proposed budget for each agency. . . Each BRT
meeting is a piece of the puzzle that brings together
the entire District budget. The results of the BRTs
directly affect the Mayor’s budget submission.”4
• In the budget books, the District's budget is
presented in tables that track appropriations and
expenditures by division, control center, and
object class. Strictly speaking, the only “line
items” in the District's budget are the figures that
appear in the Budget Request Act. The mayor
holds a line-item veto authority with respect to
these figures, and the Council may override the
mayor's line-item veto.
• The city has moved to a Division-Based Structure
that better reflects the way agencies operate. It
is illustrated here:
Agency
Division

The public is not allowed to participate in the BRTs.

And materials generated specifically for BRTs are Sub-Division/Activity
considered “work product” and thus not released to
the public.

• BSA: Budget Support Act. This legislation incorpo-
rates any policy modifications requiring a change in
law.
• CFO/OCFO: Chief Financial Officer/Office of the
Chief Financial Officer. The CFO is responsible for
the “oversight and direct supervision of the financial
and budgetary functions of the District government”
including maintaining a financial management system,
and managing the city’s borrowing and debt.5
• OBP: Office of Budget and Planning. OBP is one
division of the Office of the Chief Financial Officer
(OCFO). OBP “prepares, monitors, analyzes, and
executes 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 DC
government agency staffing--namely salaries and
benefits.
Where to find things
• The mayor’s budget proposal is posted online in
the hours following the transmittal to the Council.
It can be found here: http://dc.gov and/or
budget.dc.gov.
• Revenue estimates: These are found in the
“Tax Rates and Revenues” section of cfo.dc.gov.
• Approved and prior year budgets:
budget.dc.gov and in the “Annual Operating
Budget and Capital Plan” section of cfo.dc.gov.
• Which Council committee is responsible for
overseeing which executive branch agencies:
This information is in the Council rules. The rules
are online in the City Council’s Legislative Infor-
mation Management System (LIMS) as PR(CP
number)-0001. The organizational rules are
always the first resolution of the CP.
• Current Services Funding Level: This is posted
on the CFO web site (cfo.dc.gov).

Nonpersonal Services is a budget category that

includes expenditures not related to personnel. NPS
includes supplies, utilities, technology, rent, and
equipment. NPS also includes contracts and grants
which do contain salaries and benefits. But these
salaries and benefits are not associated with DC
government staff.

This and that

• Hard copies of the budget are generally not given to
the public. The budget is posted on the DC govern-
ment web site (http://dc.gov) and (budget.dc.gov)
and the Mayor’s Office of Budget and Finance/OCA/
OBP may make CD-ROMs available.

• The comment period for committee budget hearings

is compressed. It is only a few days. (The comment
period for regular hearings is usually a week or 10 Prepared: 1/18/11
days.)
 Advocacy intervention points in the budget process
Point in Budget Advocacy Intervention
Process Points Budget Advocacy Actions

Beginning Summer, before instructions are Advocate to the agency and EOM to have the agency
out structure modified

While agencies are preparing
their budget submissions for OBP
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, on

your web site or blog, etc.

While the mayor is thinking about
priority areas
Meet with EOM staffer to identify mayor’s priorities,
areas of interest, etc.
• provide information on needs, examples of similar
initiatives in other jurisdictions, etc.
• work with others who have the same priorities

During agency performance and Provide Council committee staff with questions prior
oversight hearings to hearings

Middle Post-release of mayor’s proposed Submit questions to Council committee staff

budget • 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

End Council mark-ups Communicate with Council and EOM

Council votes Communicate with Council and EOM

Endnotes
1 Office of the Chief Financial Officer, Tax Rates and Revenues, Revenue Estimates, http://cfo.dc.gov/cfo/
cwp/view,a,1324,q,612671.asp
2 http://dccouncil.us/homeruleact
3 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, online
http://dccouncil.us/homeruleact, p. 28
4 Office of the Chief Financial Officer, Draft FY 2012 Operating Budget Manual, November 5, 2010, p. 37
5 Office of the Chief Financial Officer, About the CFO,
http://cfo.dc.gov/cfo/cwp/view,a,1327,q,591020,cfoNav,|33299|,.asp
6 Office of the Chief Financial Officer, About the OCFO, Central Financial Operations,
http://cfo.dc.gov/cfo/cwp/view,a,1327,q,591013.asp

Prepared: 1/18/11
 dc
bu • the most important legislation crafted
by the mayor and City Council each
dg year
et • a demonstration of the city’s priorities

• fair*
• an equitable distribution of resources

The budget is the most important of all legislation considered by the City Council and mayor each
year. 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 District’s budget is influenced by public demand, economic conditions, interests of special interest
groups, priorities of elected officials, changes at the federal level of government, and best practices or
new practices in place in other jurisdictions. As such, the budget is an amalgam of competing and
sometimes common interests.

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 and
supports 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. The
titles are: Governmental Direction and Support, Public Education System, Public Works, Human
Support Services, Financing and Other, Economic Development and Regulation, Public Safety, and
Enterprise Fund.

•
•
•
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 Public Education System

• 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
• 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 addressed
varies. Elected officials use the budget, in part, to support their priorities–children, 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 Public
Education.
3. Agencies in the Human Support Services title are disproportionately affected by class action law
suits. This can drive allocation decisions.
This said, there is also more federal funding
available for human services and education
than for public works and economic devel-
opment. In this way, the District’s expen-
ditures in these two areas mirror spending
across the country in the states.
Public W orks, $0.6

Financing and
Other, $0.9
Human Support
Services, $3.4

Enterprise Fund,
$0.5

The District’s budget is like other budgets, Governmental

including those of families: It lists sources Direction and
Support, $0.5
of income and expenses. Unlike the more
basic family budget, though, the District’s Economic

budget estimates revenue (income). The Development and

Regulation, $0.4
estimates are done by the Office of the
Chief Financial Officer. Estimates take into
consideration a number of local, national
Public Safety and
and international indicators such as na- Justice, $1.2
Public Education
tional employment and unemplyment, the System, $1.8

stock market, national and local wages and

salaries, commercial space leasing in DC,
local sales taxes, and property valuation
and taxes.

Private Grants
Special Purpose and Private
Revenue, Donations,
4.90% 0.10%
Federal Grants
and Medicaid,
24.70%

Dedicated
Taxes, 3.20%

Federal
Payments,
Local, 51.00% 1.30%

Enterprise
Funds, 14.90%
A budget expert once told me that there is a constituency for everything. That is why the budget
represents 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 and
Housing Organizations,
and community groups
and residents from
across the District
launched the Human
Needs 1st Campaign, a
call for the District’s
elected leaders, starting
with then-Mayor
Anthony Williams, to
put human needs first
in budget and policy
deicisons. The Cam-
paign used a range of
tactics to call attention
to “desperate circum-
stances for vulnerable
and low-income resi-
dents.” T.J. Sutcliffe,
then at So Others
Might Eat (SOME),
created what we fondly
call the “puzzle person”,
a visual depiction of
how people require all
basic needs to be met
to be whole.

1 Government of the
District of Columbia, FY
2011 Proposed Budget
and Financial Plan, Vol-
ume 1, Executive Sum-
mary (July 1, 2010),
p. 1-5.
2 Ibid., p. 1-1.
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1. Are there court orders connected to the agency? (e.g., LaShawn,
Salazar, Dixon, Jerry M., Blackman/Jones, Evans)
2. Are there requirements related to federal funding? (i.e., Maintenance of
Effort (MOE), Match) (Note about matches from All Money is not Green: "One final
comment on MOE and matches. The budget book shows all MOE and matches in
the agency receiving the federal funding. However, sister agencies often
contribute Local funds to matches and MOEs. This being the case, cutting budgets
in this current exercise may jeopardize federal grants if committee staff and
Councilmembers are not aware of such contributions.")
3. Does this address/solve a structural problem?
4. Is this a one-time expenditure or revenue source? If so, is it truly a
one-time?
5. Is the work or program redundant? Is the redundancy necessary?
• Example of yes: Intake across the government. There is a difference
between intake in human services agencies and for other services, such
as eligibility to receive a discounted rain barrel.
• Example of no: Directory of services produced (typically in hard copy)
by agencies, divisions and subdivisions
6. Does the budget and policy goals impact ongoing goals and
initiatives?
• How does this support goals and initiatives?
• How does this fail to support goals and initiatives
• Does this abandon goals and initiatives – if so, why the change?
7. Will spending reductions in one program increase expenses in
another program?
8. How did/will the change impact program constituents? Where will
people go for help?
9. Will spending reductions in the current fiscal year create or increase
expenses in future years?
10. Will spending reductions open the District to litigation?

Thanks to T.J. Sutcliffe and Marina Streznewski for reviewing this and making valuable contributions. 1/18/11

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Ward 7 Transportation Summit & Listening Tour
March 12, 2011

Last Name First Name Email

1 Alexander Yvette yalexander@dccouncil.us
2 Bhatt Neha bhatt_neha@yahoo.com
3 Bracmort Kelsi
4 Bright Erica joybright2003@yahoo.com
5 Brown Tom tomnbrown1@yahoo.com
6 Brown Sylvia brown.sylvia2@gmail.com
7 Cambria Susie susie.cambria@gmail.com
8 Carson-Carr Sheila my3bg@aol.com
9 Caster Sandy S. Sandys.castor@dc.gov
10 Conner Daniel dconner@dccouncil.us
11 Copeland Kevin copelands77@aol.com
12 Davis Veronica vdavis@nspiregreen.com
13 Debarros Liz
14 Duffie Celeste cduffies@dccouncil.us
15 Grant LaToya latoya.g.grant@gmail.com
16 Hammond Mary mph@msn.com
17 Hammond Phillip
18 Hamre James jhamre@wmata.com
19 Hasty Adrian adrian.hasty@ferc.gov
20 Heimsath Benton bheimsath@dccouncil.us
21 Holmes Antawan antawan@gmail.com
22 Humphrey Lynnell dhumphrey@dccouncil.us
23 Jeffrey L. lamonijf@aol.com
24 Kass Jonathan jkass@dccouncil.us
25 Lawson Sherri tamar08@yahoo.com
26 Lewis Alicia aliciajlewis@hotmail.com
27 Marlin Robin
28 Moskowitz Josh josh.moskowitz@dc.gov
29 Moulton Martin moultonm@aol.com
30 Onmrose Jennifer
31 Overman Aaron aaron.overman@dc.gov
32 Pasek John jpasek@wmata.com
33 Pierce Charlene
34 Potillo Ed epotillo1@gmail.com
35 Rhodes Eddie
36 Ross Mary F. dcmfross@cs.com
37 Scott Jamie
38 Stewart Gregori gregori@lnf.com
39 Streff Ronnie streff_ronnie@hotmail.com
40 Wells Tommy twells@dccouncil.us
41 Williams Darlene mstredbass@yahoo.com