Response to Candidate Questionnaire
D.C. Chamber of Commerce
by
Anthony Williams, Candidate for Mayor
1. What is your position on the National Capital Revitalization Act
of 1998?
This act was a step forward for good government, and a step backward for self
government. On the positive side, it helped the District by directing the federal
government to accept its responsibility for unfunded pensions, felony prisoners, and
federal courts, which are some of the major cost drivers that dragged the District into
insolvency. Free from these burdens, we can better focus on fixing local services for
District residents and businesses.
But on the other hand, this act further deteriorated home rule by giving the Control
Board operational control over most city agencies. To manage this new responsibility, the
act created a Chief Management Officer position, which added yet another locus of control
within the city government.
To move this government toward effectiveness, we need a leader with the credibility and
management experience needed to unify the many interests in this city. Under my
leadership, the District will go from confusion and infighting to filling potholes and
serving businesses. We will then command the necessary respect from Congress to restore
home rule. As Mayor, I will bring about one government, good government, and self
government.
2. How to you propose to retain, expand, and attract businesses in the District of
Columbia, and stem the exodus of businesses from the city?
A host of research shows that private companies care most about the business
necessities, which primarily consist of a streamlined regulatory environment and
fair and equitable taxes. I will discuss each of these in turn.
- Regulatory reform. Right now, D.C. subjects local businesses to a brutal maze of
regulations and virtually no customer service to help navigate through. As Mayor, I will
merge duplicative rules, and eliminate unnecessary regulations. In doing so, I will waste
no time developing a panel or committee to review the Districts regulations, I will
instead rely on the credible reviews conducted to date.
In addition, I will create a one-stop customer service hot-line and center. This service
will provide businesses with a centralized, knowledgeable, and courteous representative
who will respond to all needs regarding permits, licenses, inspections, and any other
concerns a business person may raise. We will work towards a technology-friendly
environment where business licensing and many other transactions can be completed
electronically.
- Fair and equitable taxes. At present, District businesses face taxes that are 50%
to 75% higher than those paid by their suburban counterparts. In fact, D.C. has the
region's highest taxes on commercial real property, corporate income, retail sales and
utilities! As Mayor, I will work to ensure that taxes are restructured in a way that
creates a friendly business climate in the District. Specifically, I will promote the
implementation of key recommendations issued by the Tax Revision Commission.
- Improve basic services. To operate effectively, local businesses need clean and
safe streets, reliable trash collection, and a well-maintained infrastructure. As Mayor, I
will ensure continued upgrading of services to support a strong local economy.
These decisions, of course, will not be made by me alone. As Mayor, I will build a
governing coalition that includes not only the Council and Control Board, but also
business owners, not-for-profits, labor leaders, and citizens. By establishing a
partnership among these folks, I will ensure that interests are represented and that my
decisive action will be supported.
3. Please summarize your ideas and plans for comprehensive economic
development in the District of Columbia and how you would implement these plans.
To create and maintain a vibrant local economy, I will create a partnership with
businesses to accomplish the following:
- Create a business-friendly environment. Excessive regulations and outrageous tax
rates create a hostile environment for businesses in the District. As Mayor, I will
streamline necessary regulations and eliminate unnecessary ones, and strive to implement
key recommendations of the Tax Revision Commission. On both the regulatory and tax fronts,
I will create a one-stop customer service hotline to quickly and courteously respond to
the needs of businesses in the District.
- Enhance neighborhood business centers. In addition to downtown
businesses, our city has many important neighborhood sectors and commercial corridors.
These neighborhoods are not only key to our economic stability, but to our civic and
cultural identity. As Mayor, I will build on my economic development experience in Boston
and St. Louis, to ensure that active support and assistance are focused on these areas to
provide opportunities for growth and development.
- Promote tourism. Despite our wealth of cultural amenities and national landmarks,
the D.C. is now often regarded as dangerous and unclean. To reclaim our status as a
premier tourist city, we must restore basic city services like police patrols and street
maintenance. In addition, we must market our city more effectively by advertising
nationally and regionally, for both major national attractions as well as local
neighborhood sites.
- Provide small business assistance. Small businesses are often the engine that
drives economic growth. They provide new economic opportunities to both people and places.
As such, I will focus resources on supporting small businesses, ensuring they have access
to capital, access to local business networks, and full cooperation from key government
agencies.
- Support Business Improvement Districts (BIDs). BIDs have provided a much- needed
response to the District's failure to provide basic services. But unfortunately, this
solution is an ambulance in the valley, when what we need is a fence on the cliff. In
other words, local businesses should not have to tax themselves for basic city services
while being taxed by the city for the same purpose. As such, I support BIDs (1) as an
interim measure until we restore effective street maintenance and police protection, and
(2) as a way for neighborhood businesses to provide visitors with attention that goes
beyond reasonable city services. In general, though, these initiatives mirror the type of
neighborhood partnerships that I, as Mayor, will bring to the entire District.
- Promote Regional Cooperation. Washington is the hub of the second largest
technology region of the country. We should make every effort to take advantage of this
opportunity by working with other regional governments and with business coalitions to
train technology workers and support emerging new businesses.
- International Business Opportunities: The availability of new communications
technology creates new opportunities for businesses and organizations in Washington to
participate in the expanding global trade more than ever before. I will support the
efforts of the citys culturally diverse businesses and organizations to create and
expand new international business opportunities..
4. What plans do you have to stimulate small business development in the District?
Small businesses play a key role in our economy by providing a constant source of new
products, services, and revenues. They also mold and shape neighborhoods by creating a
unique character, offering choices to customers, and opening opportunities for workers. As
such, I plan to invest in small businesses by ensuring they have access to capital, access
to local business networks, and full cooperation from key government agencies.
In addition, we should provide tax incentives to nurture small business growth. We
should especially encourage small businesses to capitalize on their connection with the
major industries that cluster in the Washington region.
5. How do you envision the role of the DC Chamber of Commerce and other business
organizations in the rebuilding of the citys economic base?
In all aspects of my administration, I will build a governing coalition that allows for
all voices to be heard and all interests to be represented. Now, this doesnt mean
that well have management by committee, or that everyone will be pleased with every
decision I make. It means that all interests can voice their concerns, hear others
concerns, and find solutions that do the greatest good for the greatest number.
One such solution is creating a strong local economy from which everyone can benefit.
To bring this about, I will work closely with the Chamber, with private and not-for-
profit groups, with labor leaders and with civic organizations to support businesses
without ignoring workers; to create opportunities for former welfare recipients, while
still keeping businesses competitive; and to develop new commercial areas while protecting
our neighborhoods and our environment. The Chambers assistance will be critical in
developing this coalition and creating the cooperation necessary to rebuild the District's
economic base.
6. Do you support the construction of the new D.C. Convention Center at the Mount
Vernon site?
Yes. As a member of the Convention Center Board, I voted to approve this project. But
although I believe this decision was right, the decision-making process could have been
better. More opportunity should have been provided for the community voice its interests
and concerns.
Nevertheless, this center will bring new opportunities and positive activity to the
Mount Vernon neighborhood. The larger center will bring more visitors to enjoy new shops
and restaurants that will grow up around the area.
7. Do you support the construction of the new baseball stadium in the downtown
section of D.C.?
I would like to see the nations sport played in the nations capital, but we
must learn from the examples of the convention center and other stadium projects around
the country. Community input and careful cost-benefit analysis are the key to approving
major projects like this.
8. Do you support a regional bid for the Olympics in 2012?
Absolutely. The experience of other American cities proves that hosting the Olympics
not only builds great regional pride, it also brings tremendous economic benefits. To
execute a viable Olympic bid, we will need to build a strong regional partnership,
consistent with the governing coalition that is part of my platform.
Through this partnership, and through the service reforms I will produce as Mayor, we
can demonstrate that the D.C. metropolitan area provides the safe environment, well-
managed services, and the excellent transportation system needed to successfully host the
2012 Olympic games.
9. What do you think the Mayor, D.C. Council and Control Board can do to promote
tourism?
Unfortunately, the incumbent leaders of the District have proven ineffective in
many areas, including the promotion of tourism. As Mayor, I would build a partnership
through which many components of our city could work cooperatively to promote an
attractive environment for tourists. Specifically, this effort would require the following
measures.
- Provide clean, safe streets. To get to, from, and around the District, visitors
must encounter a pleasant environment. As Mayor, I will ensure that police officers are
redeployed from desk jobs to street patrols, and that public works equipment and workers
are used to maximizes the beauty and safety of public areas.
- Market the District more strategically and aggressively. As in other well run
cities, I will work closely with the Chamber of Commerce to produce an aggressive national
advertising campaign as well as local campaigns. This marketing would not only sell the
national monuments, but also the tremendous landmarks, shops, and restaurants in our
distinctive neighborhoods. For example, regional ads would draw visitors to the F Street
area in Northwest to visit the Building Museum, Police Memorial. and Chinatown.
- Create a regional partnership. Many key promotions will require cooperation with
our neighbors in Virginia and Maryland. To enhance transportation systems and adjoining
public lands, for example, this partnership will provide critical contacts and
cooperation.
As Mayor, I will build the support and cooperation among the Council, Authority, and
all other stakeholders to promote tourism in these ways
10. Given that one of the critical elements in business retention and attraction is
the quality of the educational system, what would you do to develop the relationship
between the education and business communities?
My top priority in creating good government is to invest in people. This
investment reaches further than the labor force of the government. This commitment begins
with the future citizens of the Nations capital, our children. As a mayor my first
priority will be to create an environment conducive to learning. This will be a holistic
approach to providing the necessary ingredients for better schools. For example, clean
schools, clean neighborhood, and a safe environment creates the context where learning can
take place.
A successful educational system will not only produce better academic results, but
will:
- prepare our children to compete in a global economy,
- give residents hope in the future of our city, and
- bring families back to the District of Columbia.
The success of the public schools is dependent on far more than internal organizational
change. Its a partnership involving parents, non-profits, and businesses that must
all contribute and work in collaboration in order for our children to succeed.
Many school districts around the country have already embarked in this type of
relationship. For example, in the Virginia Beach school district, businesses are providing
Novell network training to students, resulting in students obtaining necessary technical
skills to compete in the work force. The fact is, collaboration between education and
businesses benefits the business community as well as the children.
11. Comprehensive Regulatory Reform
a. Workers Compensation
The District must strive to provide a competitive business environment compared to
neighboring jurisdictions while protecting the interests of labor and the environment .
Workers compensation costs are an area where the District is out of line with the
Maryland and Virginia suburbs. The Control Board recently passed a Resolution and Order
that requires the District to bring its Workers Compensation law in the line with
Maryland and Virginia. This change, along with all labor-related regulations, should be
viewed in the context of a collaborative process with business and labor working as a
partnership to ensure the local-term economic viability of the District.
b. Environmental Regulation
The Districts administration of its environmental regulations institute an
additional layer of inefficient bureaucracy on an already cumbersome process. The entire
regulatory process must be streamlined to ensure a balances between the interests of
protecting the health and safety of District residents and encouraging new development. I
will utilize all available resources including the BRRC report and management reform
studies to develop and implement a regulatory system that strikes this balance.
The Control Board recently enacted a Resolution and Order which raises the threshold
for projects which trigger the requirement of Environmental Impact Statement. This is an
appropriate regulatory change which will free many small businesses from an inappropriate
regulatory burden.
c. Fire Code Marshall
A streamlined regulatory process will include a one-stop shopping model of permitting and
inspections. This model will provide businesses with a single point of contact for all
permitting and inspection requirements. Each business will be assigned a Business
Service Representative to ensure all regulatory processes are conducted in adherence
to the highest standards of customer service.
d. Rent Control
Rent control exists to address the paucity of affordable housing in the District.
However, rent control is not the most efficient means to achieving affordable housing. A
long-term policy is needed that supports the construction of affordable housing in the
District . In the short term, rent control continues to bridge the gap
between housing costs and income levels.
e. Building Permits and Certifications
The building permit process is one of dozens of services that has suffered from
incompetent management where customer service is an afterthought and not a priority. This
process requires a top-down review in which every unnecessary step will be eliminated and
managers who do not adhere to strict standard of customer service will be removed. An
efficient building permit process will reduce time dedicated to red tape and paperwork and
focus efforts on the number one priority: ensuring the health and safety of District
residents and visitors.
f. General Business License Procedure The consolidation of
business licenses and use of single ID number are reforms which are long overdue. The
entire business license process is currently designed to serve the bureaucracy instead in
of serving the business community. Streamlining and consolidating these functions are
essential steps which will improve efficiency without sacrificing the government's role in
ensuring businesses are properly licensed to operate. The key to improvement in this area
is updating the information technology dedicated to this process.
g. Vendor licensing
Street vendors are an excellent example of micro-enterprises which have flourished in
the District. However, these businesses present a unique regulatory challenge due to the
sidewalk location of vendors and the intense competition for prime vending locations.
Stifling these entrepreneurs with special regulations and requirements will send a message
that the District is unfair and capricious in its treatment of small business. Thus, the
regulatory treatment of vendors in other large cities will be reviewed in order to develop
a fair and equitable policy.
h. Boards and Commissions
The proliferation of boards and commissions in the District are a clear signal of
bureaucratic inefficiency. Many of these boards and commissions no longer fulfill a useful
regulatory function and only to serve to clutter the regulatory landscape.Each board and
commission should be systematically reviewed and must pass a common sense test of
usefulness. Those that fail will be eliminated. Any new boards and commissions will only
be established to achieve a specific function with a clearly delineated start and end
date.
i..Professional License Tax
This issue must be viewed in the context of overall tax reform. The District imposes
unduly high tax burdens on both residents and businesses compared to surrounding
jurisdictions. I will work with the Congress to secure an ongoing Federal contribution
tied directly to reducing taxes. The professional license tax will be on the top of the
endangered tax list. Both the Tax Revision Commission and the
Brookings Institution have proposed the elimination of this nuisance tax. I
support this position and will work vigorously to eliminate the professional license tax
as part of an overall tax restructuring plan.
j. Parking Regulation The District must provide a more customer
friendly parking environment to attract both resident and non-residents to the variety of
shops, restaurants, and entertainment outlets in the city. Parking regulations must be
viewed as part of a comprehensive economic development strategy to attract people to
retail areas of the city. This strategy must balance the interests of residents, retail
businesses, visitors without adding to rush traffic congestion.
k. Unemployment Insurance Compensation
As with worker's compensation, unemployment compensation should be viewed in the
context of a collaborative process with business and labor working as a partnership to
ensure the local-term economic viability of the District. In terms of competitiveness the
District does not have the luxury of greater benefits at greater costs then surrounding
jurisdictions. In fact, cost comparability with surrounding jurisdictions will a key
component in improving the Districts economic competitiveness with the Maryland and
Virginia suburbs.
l. Department of Consumer and Regulatory Affairs (DCRA) DCRA is the
Districts day-to-day contact with the business community. As such the mission of
DCRA must be to both support business development while ensuring that vital health and
safety regulations are followed. The mindset of DCRA must change from that of a sustaining
the existing bureaucracy to providing an efficient and effective services to the business
community. This change in organizational culture can be achieved when professional
employees work in an environment that utilizing streamlined processes and cutting edge
technology to deliver the highest level of customer service.
12. Please discuss your review on comprehensive tax reform in the District of
Columbia? a. Do you support a value added tax? Why? b. Do you support a gross
receipts tax? Why? c. Of the existing tax proposals under
consideration from the Office of Tax Revenue and the Tax Review Commission, which proposal
would be best for the District of Columbia?
a. Do you support a value added tax? Why?
b. Do you support a gross receipts tax? Why?
Comprehensive tax reform is vital to the long-term economic viability of the District.
Both businesses and residents face tax burdens that are much higher the surrounding
suburbs. D.C.s business tax burden exceeds the suburbs in the metro Washington area
by 50 to 70 percent. D.C. tax burdens are highest in the region on commercial real
property, corporate incomes, and public utilities and toll communications.
However, reducing tax burdens in the District should not be accomplished by replacing
the current taxes with new form of taxation. At this time, the District does not have the
capacity to administer a value added tax or a gross receipts tax. Only recently has the
administration of the current business taxes been reformed to ensure the current taxes are
administered fairly and efficiently. Replacing the current business taxes with a new tax
is not the right approach to comprehensive tax reform.
Comprehensive tax reform must be linked to an ongoing federal contribution which
addresses the unfair tax burden imposed on the District due to Congressional legislation
restricting the ability of the District to fully tax income earned in this city. The
legislation that authorized the Federal contribution explicitly stated that one of the
rationales for such a contribution was to compensate the District for revenue lost due to
Congressional legislation impacting the Districts revenue raising ability. Such
restrictions, such as the inability to tax non-resident income, have resulted in higher
tax burdens on District residents and businesses. A federal contribution for the purpose
of tax reduction would address this issue.
c. Of the existing tax proposals under consideration from the Office of Tax Revenue and
the Tax Review Commission, which proposal would be best for the District of Columbia?
The proposals from the Office of Tax and Revenue and the Tax Review Commission are both
based on the sound fundamental principles of restructuring the tax system so that it is
fair, competitive with surrounding jurisdictions and simple to understand and administer.
I would apply this principles to restructured tax system that lowers both business and
residential taxes while maintaining fiscal integrity.
13. Would you support proposals to lower the districts
corporate franchise tax to a rate comparable to surrounding jurisdictions? How would you
finance this reduction?
Proposals for the elimination or reduction of the Districts corporate franchise
taxes have been put forth by the Tax Revision Commission, the Office of Tax and Revenue
and the Brookings Institution. I support a reasonable reduction in the corporate franchise
tax rate that fits into fiscally sound financial plan for the District As CFO, I
constantly stressed that both revenue and expenditure decisions must be made the context
of structurally balanced multi-year financial plan. As discussed above, in order to reduce
the corporate franchise tax without increasing the tax burdens on others or harming
service delivery, I would link such reductions to an ongoing federal contribution.
14. How do you evaluate the performance of the Mayor, D.C. Council
and the Control Board over the last three years in addressing the fiscal crises? In
hindsight, what could have been done differently?
In evaluating the performance of the Mayor, the D.C. Council, and the Control Board, I
defer to the citizens of the District. They are dissatisfied with the current government
as it exists. They have concluded that it is time for new leadership. This is why the
citizens of the District have drafted me to run for Mayor. They have asked me to provide
new leadership to guide the District into the 21 Century. I have accepted this challenge.
During the past three years, the Mayor, the Council and the Control Board made only
limited investment in our people and the businesses that make our neighborhoods thrive.
Yet, during this same period, I made significant strides in improving performance in the
financial area. I responded to this crisis by providing firm and focused leadership in the
areas under my control. In my three years as CFO, the District achieved the following
goals:
a. Received a clean financial audit
b. Fixed a broken tax collection system
c. Repaired our reputation on Wall Street
d. Generated a $185 million budget surplus
As Mayor, I intend to use the same principles to fix service delivery in the District.
This is why the citizens of the District have asked me to run for Mayor. I accepted the
challenge of running for Mayor so that together, we can make the City of Washington a
vibrant and secure place to live and work.
15. What is your vision for the District of Columbia going into the
next century regarding (a) fiscal accountability, (b) management, and (c) restoration of
home rule?
My vision for the future of the District of Columbia can be summed up by the phrase:
One Government. Good Government. Self Government.
One government because we need to end the fragmentation that currently exists. In order
for government to effectively serve the people of the District, it must act together as
one government, not as centers of power competing against each other. This means more than
just the Mayor and the Council working together. Only as partners working together can we
make the District a vibrant community to live and work. One government embodies the idea
that everyone must participate in order for government to serve the people. Businesses,
labor, Advisory Neighborhood Councils, not-for- profits, and most importantly the citizens
must all be willing to participate as members of the governing coalition. Only as partners
working toward a common goal can the wheels of government start turning as smoothly as it
should.
One government leads to good government. The vision of good government requires more
than just ensuring that the government maintains its course down the road of sound
financial management and fiscal accountability. It also requires sound operational
management. The government must not only balance the books, but also deliver high quality
services to the citizens and businesses that demand them. Good government means that the
District must be able to:
- Create an environment for learning
- Foster economic development
- Improve public safety
- Provide basic services
Good government leads to self government. By proving to Congress, other governmental
entities, business, Wall Street, and the general public that the District is a well
managed city, we generate professional credibility and can command the respect of others
through our ability to manage well as one government. This provides the framework in which
Representative Eleanor Holmes Norton can make the case for home rule in the Congress.
The District like all other jurisdictions is entitled to home rule. The citizens
deserve it, but regardless of whether right or wrong, this government must earn the right
to serve its citizens without congressional interference.
16. What unique policies would you implement as Mayor of the
District of Columbia?
The policies that must be implemented must foster the idea of good government that
government can work for the people and the businesses that it serves. In this regard,
there are four key areas that public policy must address:
a. Public Education
b. Public Safety
c. Economic Development
d. Basic Services
In each of these four critical service areas, as a government, we must rethink our
approach to provide services.
We must end the dysfunctional approach to public education. Education does not occur
just in the classroom. It also occurs at home, after school, and on the weekends. Our
approach must be comprehensive and expand beyond the classroom. We need to foster a
climate in which learning can take place. This means that we must find ways to make our
neighborhoods safer, provide role models in the home, improve the resources available to
the family and the student in which learning can take place.
Improving public safety will be critical to making our neighborhoods safer and
improving the quality of life in the District. Police of ficers that are sitting behind
desks must get on the streets. Officers in the squad cars must get on the sidewalk.
Neighborhood policing involves knowing the people, the homes, and the businesses that live
and work in our communities. Most importantly, our policies must be preventive rather than
reactive. We must stop crime before it happens rather than trying to find the criminal
after it takes place. This will require our police officers, citizens, and businesses to
work together as neighborhood teams to take back our city.
Economic development will be essential revitalizing our neighborhoods and our city.
This does not mean simply eliminating bureaucratic red tape or reducing the tax burden on
businesses. These actions are important and all steps should be taken to foster a friendly
business climate. This will require a partnership between the government, businesses,
not-for-profits, and other organizations in the District. We must all work together to
achieve the common good. The Chamber of Commerce will play a large role in ensuring that
this partnership takes place. Specific actions we can take to improve economic development
include:
- Eliminating red tape
- Reducing the tax burden on businesses
- Ensuring that our taxes are fair and equitable compared to the surrounding jurisdictions
- Developing commercial corridors that can be used to attract visitors to our city
While these actions are important, economic development does not mean developing
downtown. It means taking back our neighborhoods and revitalizing the communities in which
we live and work.
All of these actions are dependent on good government services. Currently, citizens and
businesses with requests for services must overcome a seemingly endless series of
obstacles to reach the appropriate agency or department to receive the service it needs.
Frustration and futility often are the only result that citizens receive. My goal is to
institute a one-stop hotline that anyone - citizens, businesses, and tourists can
call to receive an answer to his or her request. Customer service representatives will be
trained to assist callers with all issues from garbage service to where to file tax forms
or renew a license. This will provide a coordinated approach to improving service delivery
to the people that matter most: citizens and businesses living and working in the
District. |