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Back to Mayor's main pagePress release on budgetPress briefing on budget — Financial Plan

Testimony on the Mayor’s FY 2000 Budget
Mayor Anthony A. Williams
March 17, 1999




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Written Testimony of Anthony A. Williams
March 17, 1999


MARCH 17, 1999

Good Morning Chairman Cropp and Members of the Council. I am pleased to be here with you today to discuss the FY 2000 budget request transmitted to you on March 15th, 1999. This document contains a budget and financial plan in compliance with the mandate to budget for a $150 million reserve and a separate budget that reflects my vision for a more efficient and effective government with a major commitment to children, education, health care, and neighborhood revitalization.

Even though the District of Columbia faces surpluses in the short term, difficult decisions lay ahead. The recovery is the result of expenditure controls, improved tax collections, the president's revitalization plan, and national economic upturn. We must plan ahead for the inevitable return of the business cycle, which could send the national economy into a downturn. Our surpluses will be rapidly wiped out if the economy falters and we have let down our guard against inefficiency and waste. We need to retool and rethink our government to put the city on solid financial footing for both good times and bad. Unless we are able to balance our revenue and expenditures in the long- term, we will face a permanent oversight by a financial authority.

The time has come for us to make the crucial decisions that will put us in a competitive position for the next millennium — decisions about what the government can and cannot do, should and should not do. Decisions that will determine, to a large extent, whether our city ultimately succeeds or fails.

This budget takes those tough decisions head on. It will put the District on a path to a stable future, ensuring for years to come that Washington will be a source of pride for all Americans. Most importantly, it strengthens our investment in critical areas such as: supporting children, improving government services, rebuilding the human service network, and expanding the economy.

At this point, I would like to briefly discuss how my budget affects each of these priority areas, and submit my full testimony for the record.


The future of the District is vested in our children. Children are our most precious resource and the wisest investment for our city. Unfortunately, we have lacked a unified strategy or a strong enough commitment from the-government to assure that our children are safe, educated, happy and healthy. The results are ominous:

  • 2 out of 5 children in the District live in poverty
  • 1 out of 10 children in the District die before the age of 3
  • The District has the highest percentage (13.4%) of low birth weight babies in the nation
  • 40 percent of our children do not graduate from high school
  • 1 out of 4 of our young men spend time in prison
  • The 3,128 foster children in the District — more than 98 percent of whom are African American — languish in the child welfare system for an average of 3.5 to 4 years, more than twice the national average.

These statistics highlight the moral imperative we face to renew and strengthen our commitment to children. This budget reflects that imperative, and follows through on my promise to devote $33 million toward children's programs.

Children's Initiative

Under my proposal, the children and youth investment partnership will distribute $33 million for out-of-school programs. This approach allows services to be competed by community organizations and government agencies. This is part of a new paradigm of public-private partnerships that is a core principle of my administration.

In addition to the $33 million, I have included $21.3 million for new and expanded District programs. These funds support child care, foster care programs, youth employment and internship programs, resources for public libraries, and services for youth in the juvenile justice system. Investments in foster care and juvenile justice will help better serve children and meet mandated court requirements and specific performance criteria.

Public Education

If we are to build a stable and prosperous future for our city, we must have a well educated and prepared workforce. More fundamentally, education is about giving children a chance to fulfill their innate talents so that they can become all they are supposed to be in life. Simply put, we must do better for our children.

This budget will make a significant investment in capital improvements for our city's crumbling schools. We will invest $364 million in capital improvements. This will fund our program to renovate eight schools per year plus build two new schools and fund the bathroom renovation program.

Our students deserve to learn under a roof that doesn't leak. They deserve schools where bathrooms work and classrooms stay warm in the winter and cool during summer school.

I am proposing such a massive investment in schools to provide children a safe, clean and effective learning environment. Special focus will be put on technology upgrades in our schools to prepare students for the 21st century

I am also recommending a 5 percent increase in teacher salaries. The fact is, we have by far the lowest teacher salaries in the region. It is hurting our ability to compete for the best and brightest educators. A large percentage of the District's teachers are fast approaching retirement age — we need incentives to bring dedicated young teachers into our school system. We owe our children nothing less

Higher Education

A first class education depends on first class schools, from kindergarten through college. While the need to invest in primary and secondary education is critical, we must also expand access to quality higher education for high school students. As a first step, we must improve opportunities for higher learning at the University of the District of Columbia.

The University of the District of Columbia

A historically Black, Land-grant University, and our only public, four-year institution of higher learning, the University of the District of Columbia has a critical mission for our city. As with institutions of higher education across the country, we must focus the mission of UDC and rebuild it into a high-quality institution. Our children deserve the best education we can offer and these graduates of UDC will be a part of our region's well-educated labor force. Again, this requires us to take a look at the current structure and focus of UDC and to make important decisions about its future.

UDC's campus desperately needs an overhaul costing in excess of $125 million. I propose moving the campus east of the Anacostia River, where it can fulfil its education mission at a reduced cost. It will be a vital resource to the community, and can serve as a catalyst for the implementation of an enterprise zone.

My vision for UDC has five components. First, the District will invest $5 million as seed money for the UDC's endowment, to provide for the long term health and prosperity of the University. Second, the plan will allow us to capitalize the assets of UDC in order to have more resources available to further the University's educational mission. Third, I believe we must devise ways to provide dedicated revenue streams to the University to enhance its long-term stability. Fourth, moving the University east of the river will provide the community with a needed economic stimulus. Fifth, a location east of the river will position the university closer to its potential graduates in the District and Maryland.

Additionally, I believe we must refocus the energies of UDC to concentrate on technology and preparing students for the world of work. These changes are not easy, but are necessary if we are to build UDC into a first rate university that meets the needs of its students and the community in the next century.

Congressional Plan for In-State Tuition

I support a proposal under consideration in Congress to allow District students in-state tuition for schools in Maryland and Virginia. This legislation will help expand options for our students and retaining families in the District.

College Access Program

A third part of our strategy to improve access to higher education is to work with public private partnerships such as the D.C. College Access Program. DC-CAP is a creative partnership including 15 companies and foundations — a partnership that will awaken students to the opportunities available for higher education and make those opportunities possible by providing scholarships to make college affordable. DC-CAP is funded entirely by local corporate and foundation grants. It has already raised $14 million, and plans to raise a total of $20 million by the end of the year.


As part of this budget, I am proposing two major changes in the way our government serves its citizens. First, we must implement a series of reforms designed to invest in our workforce, promoting productivity, training, and more efficient service delivery. Second where appropriate, we should introduce competition into our government, allowing our workers to make more money while providing residents better service at reduced cost.

Workforce Investment Strategies

To support ongoing efforts to improve workforce compensation and productivity, I propose a workforce investment strategy that addresses the pay disparity between union and non-union employees, links pay to performance, and improves training.

Pay parity will enhance morale and improve productivity. Under my proposal, pay parity will be achieved by FY 2002, beginning with a 3.8 percent base pay increase in FY 2000. In addition, I propose a 2.2 percent performance bonus fund for non-union workers bringing the total increase to 6 percent in FY 2000. The effect of this proposal is to link part of employees' compensation to performance while, at the same time, achieving pay panty.

In addition to addressing pay parity, I propose a gainsharing initiative for certain programs that have measurable outcomes. When employees reduce costs through reengineering or other means and increase productivity, they are awarded a performance bonus for their efforts. By working with the unions, we can use gainsharing initiatives to improve services and reduce costs.

Human Resources Development

The employees of District government are our most important partners in building a government that is more responsive to the needs of citizens. Therefore, it is critical that the workforce is properly trained to do their job. Under my proposal, District employees will receive additional training to enhance their ability to provide quality services. This will include foundation skills (orientation, ethics), rehabilitative, and special skills training. This proposed workforce investment is a long-term strategic approach to improving management and compensating the workforce for a job well done.

Managed Competition

Managed competition is a process whereby public and private entities compete for the provision of services. Cities across the country have used managed competition to improve service quality, efficiency, as well as reduce costs. I propose to work together with our labor unions to inject competition into certain government services. We will give our workers new opportunities for increased training, performance incentives, and the ability to rethink their work.

The assumption behind managed competition is that in most cases our workers are the best prepared, most experienced people for the job. Given the monopolistic nature of government, however, they lack incentives to go the extra mile required to provide the highest quality service at the lowest cost. Under this plan, workers will be allowed to organize themselves and bid for a contract to deliver certain government services. They will receive training and technical support to help them get organized and to prepare them for a competitive bidding process. Contracts will be structured with incentives for efficiency and quality.

Productivity Savings and Productivity Bank

The Fiscal Year 2000 budget also includes line items for productivity savings of $20 million. Savings are expected because of investments the District made in FY 1998. productivity bank is intended to be a revolving fund that will enable the District to finance projects that decrease the cost of delivering services or increase revenues. Funding for the bank totals $30 million in FY 2000.


The District currently spends about one-third of its budget on health care related services. Despite this spending, the health care system in the District fails to meet the needs of many residents. On a series of health status indicators, the District ranks poorly compared to other large cities. The District has higher than national average rates of infant mortality, homicide, and communicable diseases including HIV/AIDS. An alarming 17 percent of our citizens — 80,000 residents - lack health insurance coverage. This budget reflects my belief that we must fundamentally restructure the health care delivery system to provide access to quality health care to every District resident regardless of income level and geographic location.

Health Care Restructuring

The centerpiece of my health care initiative for the city is to build on recent health care expansions to children and families and guarantee the availability of comprehensive health insurance coverage to every District resident with income at or below twice the federal poverty level. These expansions will cut the uninsured rate by more than half, from 17 percent to 8 percent, putting us in the top ten percent of states, and first among benchmark cities. Washington can and should become a leader in health care coverage.

The second component of my health care plan is a new emphasis on primary care services, including substance abuse treatment. Although our city has enough overall primary care capacity, some areas of the city are dramatically underserved. My proposal will work to solve this inequity, building two replacement primary care facilities in wards 7 and 8. Through insurance coverage and capital investments, this budget will greatly increase access and resources available for primary care service to District residents.

The third priority in this area is to strengthen the health care delivery system and the "safety net." This proposal begins to achieve this goal by reducing the number of uninsured in the District, thereby reducing the burden of uncompensated care on health care providers. In addition, this proposal maintains funding for the uninsured. The proposal contains two accounts to fund contractual arrangements with the Public Benefits Corporation (PBC). These contracts will reimburse the PBC for services provided at D.C. General Hospital and the clinics to individuals who remain uninsured.

A fourth component of my health care plan is the establishment of a health care commission to make recommendations for the improvement of health care service delivery to District residents. The commission will devise ways of delivering equitable services to all of our communities.

Substance abuse treatment and prevention is also an important part of this initiative. The health care restructuring proposal includes the addition of substance abuse services as part of the standard managed care benefits package. Thus, all those newly insured and current Medicaid enrollees would have access to substance abuse services.

Welfare, Child Care, and Homeless Service

The FY 2000 proposed budget contains an increase of $13.5 million over FY 1999 for child care subsidies and facilities improvement. This increased funding supports subsidized child care for approximately 2,000 more children and increased child care subsidy rates. The FY 2000 budget includes $12 million for homeless services, which includes $200,000 for homeless shelter maintenance. In addition, the FY 2000 proposed budget includes $140.3 million for the Temporary Aid to Needy Families (TANF) Program. This budget supports the placement of 8,000 TANF recipients into work activities. Of the budgeted amount, $1 million in federal TANF funds are set aside separately within the budget for DHS to serve as a rainy day fund. These funds will remain deliberately unspent during FY 2000, ensuring that at least a carryover of $1 million will be available in FY 2001 and to begin to build a reserve to protect against future fiscal pressures.


To support service delivery and to ensure financial prosperity, the District must invest resources wisely and continue to build on our recent financial progress. To this end, this budget includes proposals in the following areas:

Small Tax Relief

This initiative will provide substantial tax relief for small businesses, in the amount of $66.7 million the first year. Specifically, it will reduce filing thresholds; accelerate depreciation of electronic equipment; change the net operating loss deduction and eliminate carry-back of losses; eliminate the office of tax and revenue's professional license fee; restrict the arena fee to entities with District gross receipts over $3 million; reduce the commercial real property tax in the District's economic development zones; and eliminate the sales tax on internet access.

Neighborhood Revitalization

To be prosperous, a city must have a strong and vital core, and we are moving forward with plans to ensure that our downtown remains an engine of economic growth. But economic development downtown cannot come at the expense of our city's greatest treasure — the many diverse and unique neighborhoods from which is woven the fabric of our social and cultural life.

The District has many great neighborhoods, each with a rich history, traditions, and identity. Good people raise their families here. They worship, educate their children, and relax with friends — all in our neighborhoods. If our city is to prosper, we must have healthy, vital neighborhoods.

This budget seeks to vastly upgrade the District's ability to address key neighborhood issues including jobs, affordable housing and clean streets. To do this, we will first upgrade our internal capacity to address neighborhood issues by putting more resources into the understaffed offices of planning and zoning. Second, we will dramatically step up street cleaning efforts and begin to coordinate cleaning efforts with community and private sector groups. Third, we will work through the National Capital Revitalization Corporation to leverage new investments in business and housing — investments that will renew our neighborhoods, one block at a time.

Capital Financing Strategies

Financial management targets are policy parameters that are important in the budget and financial planning process and are designed to both guide policy decisions and help meet financial and operating goals. The specified targets should allow the District to retain resources necessary to meet all critical operating and capital needs during the planning period. Furthermore, these targets should allow for the retention of resources necessary to reverse economic decline and facilitate economic development that improves the life of District of Columbia citizens. The financial management targets for the District are: maintaining structural balance, maintaining a positive fund balance, reducing the debt burden, restructuring of long- term debt obligations, and improving the District's credit ratings.

A debt restructuring plan is also in this budget. I am proposing to restructure our front loaded debt to provide flexibility to fund tax relief. In addition, tobacco settlement securitization is a financial initiative that will also serve education. The FY 2000 budget includes $16 million in additional revenues due to the securitization of tobacco settlement funds. This amount is fully committed to fund debt service for the rehabilitation of public schools and the construction of two new schools.


The real question at hand is: can Washington, with the eyes of the world focused on us, make democracy work? What are the implications if democracy cannot function in the heart of the world's leading democracy?

Our citizens can wait no longer for a government that works. Their patience has been worn out by years of overpromising and underdelivering They don't want studies, they don't want delays. They want action. We can fix this government if we make bold decisions. It is possible, it is necessary, and it is time.

We must start now. We must start with this budget. We have proven our ability to make progress with short term action plans, but now it is time to be more bold.


This budget sets out aggressive policy goals for our children, our schools, our health care system, and our neighborhoods. It provides new investments our citizens want and deserve. To meet these goals without exposing the District to the danger of another financial collapse, we need a smaller, more efficient government. We need to fundamentally rethink how the government is delivering services to our citizens We need to change minds, attitudes, and old habits.

The District has come farther and faster toward economic and financial recovery than perhaps any city in the nation. Unlike New York or Philadelphia, we have engineered this recovery without resort to borrowing. Not long ago, it seemed inconceivable that we would now face surpluses instead of deficits.

This remarkable recovery has come about because of a number of factors, including a strong economy, better tax collection, and tough fiscal discipline from the Council of District of Columbia and the financial authority.

As I have said many times, however, the best time to fix the roof is when the sun is shining. We stand at the brink of an unprecedented era of hope and promise for our city. We need only have the courage to seize that future for our children. The time has come for bold leadership and difficult choices. We must not let our children down.

I look forward to working with members of the Council to enact this budget. I believe it will give us a leaner, more efficient government, while rebuilding and renewing our commitment to children, education, health care, and neighborhoods.

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