CREATIVE ECONOMY STRATEGYFOR THE DISTRICT OF
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EMPOWER GRAPHIC DESIGNER PASSIONATE FASHION PHOTOGRAPHERPROMOTE TVGRAPHICSDESIGNER GIFTED SPECIALEFFECTSARTIST INGENIOUSSTYLIST VENTURE CREATIVE DIRECTOR INNOVATIVE ANIMATOR SUSTAINABLEWEB DESIGNER INVENTIVE PRODUCTION MANAGERS QUALIFIED FONTDESIGNER NURTURE ART AUCTIONEER SAVVY ART GALLERY OWNER MASTERFULSCULPTOR COLLABORATE PERFORMANCE ARTIST ARTISTIC TEXTILE PAINTERASSIST ARTISTIC FABRICATED CERAMIC ARTIST SUPPORT PRINTMAKERCONFIDENCE COSTUME DESIGNER ENLIGHTEN FILM DIRECTOR FRESH PHOTOEDITOR ORIGINAL FASHION DESIGNER GROW MAKEUP ARTIST VIGOROUS SETDESIGNER AGILE CHOREOGRAPHER DEVOTED ACTOR ABLE DANCEINSTRUCTORACCOMPLISHED BAKER EFFORTLESS CULINARY ARTISAN COOL TATTOOARTIST SIGNMAKER DEEP JEWELER CUSTOM T-SHIRT DESIGNER INSPIREDSTAINED-GLASS ARTIST AVANT-GARDE MOSAIC ARTIST TALENTED FLORISTSAGE GLASSBLOWER CONSTRUCTIVE ART CRITIC PROFOUND FILM CRITICCELEBRATE ARTHISTORIAN TRANSFORMATIVE ILLUSTRATOR HUB COMICBOOKARTIST ENERGETIC MEDICAL ILLUSTRATOR ORIGINAL NEWS PHOTOGRAPHERMAGNET REPORTER CONNECT EDITOR BOLD ARTS COLUMNIST PERCEPTIVECARTOONIST FRUITFUL GREETING CARD DESIGNER ASPIRE ADVERTISINGDESIGNER BUILD ART TEACHER POWERFUL FURNITURE DESIGNER BRIGHTLANDSCAPE DESIGNER INTELLIGENT ARCHITECT HIP ENGINEER RISKINTERIOR DESIGNER VISIONARY AUTOMOBILE DESIGNER ENDOWED PRODUCTDESIGNER CLEVER PACKAGING DESIGNER SHARP WAITER INVENTIVE CODERADROIT COMPUTER SOFTWARE DEVELOPER GUIDE INFORMATION SECURITYANALYST DYNAMIC DATABASE ADMINISTRATOR VALIDATE MARKET RESEARCHANALYST OPPORTUNITY MERCHANDISE DISPLAYERS SERVE PRODUCERS TOUGHATHLETES THRIVE COACHES ROBUST UMPIRES INGENIOUS REFEREES ALERTCHOREOGRAPHERS PREPARED DANCERS ACCESS MUSICIANS CAPTIVATESINGERS WORTHY MUSIC DIRECTORS KEEN COMPOSERS BRILLIANT RADIOAND TELEVISION ANNOUNCERS SKILLED PUBLIC RELATIONS STORIEDSPECIALISTS COOPERATE TECHNICAL WRITERS PROLIFIC INTERPRETERSDEXTEROUS TRANSLATORS FORMATIVE SOUND ENGINEERS PRACTICEDCAMERA OPERATORS RESOURCEFUL ARCHIVISTS ENTREPRENEUR CURATORSWELL-INFORMED MUSEUM TECHNICIANS CONSERVATORS BRAINY LIBRARIANSASTUTE LIBRARY TECHNICIANS CREATE URBAN AND REGIONAL PLANNERSCOMMUNITY CHEFS PRODUCTIVE HEAD COOKS APT FOOD PREPARERSENDURING BARTENDERS CAPABLE DISHWASHERS ENTERPRISING HOSTESSESPROFICIENT BUTCHERS LAUNCH FOOD ARTISANS PARTNERSHIP BOLD
LETTER FROM THE MAYORDEAR DISTRICT RESIDENT:The Five-Year Economic Development Strategy for the District of Columbia, released in December 2012, set two goals: generate 100,000 additional jobs and 1 billion in new tax revenues by 2018. By effectively implementing the initiatives contained in this strategy, I am proud to say that we are on track to meet both of these ambitious goals.By all measures, the District has successfully designed and executed a coherent, sector-driven strategy to create jobs andbuild its tax base. Still, our approach to economic growth cannot be static. In an era marked by extraordinary economic, political and technological change, creativity and innovation are critical to sustaining a competitive edge in fast-changing markets.It is in that spirit that I am pleased to present theCreative Economy Strategy for the District of Columbia.In an era marked byThe Creative Economy Strategy builds on the sec-extraordinary economictor-driven methodology of the Five-Year Strategy bylaying out a clear roadmap for sustained growth thatand technological change,leverages the District’s creative industries. My admin-creativity and innovationistration has worked collaboratively with leaders fromlocal universities, nonprofits, government and theare critical to sustainingbusiness community to craft this plan. Once imple-a competitive edge inmented, the visions, strategies and initiatives outlinedin the Creative Economy Strategy will contribute tofast-changing markets.the District’s commitment to create 100,000 jobs andgenerate 1 billion in new tax revenue.No city or enterprise can survive for long heralding the victories of the past or sustaining old economic archetypes that nolonger apply in a technology-driven society. Instead, we must look toward the future with a vision for how best to transformfor the 21st century. The Creative Economy Strategy articulates such a vision for the District, ensuring our economy remainscompetitive today and in the future.I want to thank the public, private, nonprofit and academic communities involved in the development of this plan for theirinput and efforts. As we implement the Creative Economy Strategy, my administration will work closely with many stakeholders to bring this strategy to life.VINCENT C. GRAYMAYORC R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lumbia 1
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TABLE OF CONTENTSDC CREATIVE ECONOMY FAST FACTS4SECTION A: EXECUTIVE SUMMARY7Washington, DC: A Creative Capital8SECTION B: ANALYSIS OF THE CREATIVE ECONOMY19A Vibrant Economy: Sector Analyses20Arts & Heritage25Culinary Arts30Information & Technology34Professional Services39SECTION C: VISIONS, STRATEGIES AND INITIATIVES45Vision 1: Become a National Hub for Creative Startupsand EntrepreneursVision 2: Become a Magnet for Creative Corporations4656Vision 3: Foster a resilient, Entrepreneurial Local Arts Community 68SECTION D: IMPLEMENTATION77SECTION E: APPENDIX81Project Methodology83Acknowledgments88List of Interviewees89District Resources92C R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lumbia 3
DC CREATIVE ECOTOTAL PRIVATESECTOR EMPLOYMENT: 714,930C REAT IVEEC ONOMYEMPLOYME NT112,424TOTAL EMPLOYMENT( R E S I D E N T & N O N RE S I DE NT )112,4244,970602,506OTHERE M P LO Y M E N TALL JOBS12%40,754CREATIVE ECONOMY16%DC PRIVATE SECTOR JOBGROWTH BETWEEN 2001–201237%INCREASE IN AVERAGE WAGESBETWEEN 2001–20124 CREAT IV E ECONOM Y STRATEGY F o r t h e D i st r ict o f Co lu m bia16,70949,991
NOMY FAST FACTSARTS &HERITAGE 455 MILLIONEXPENDITURES2012PR O F ESS I O N A LSERVICESCUL INARYARTS 10.3 BILLION 2.5 BILLIONEXPENDITURES2012EXPENDITURES2012INFORMATION &TECHNOL OGY 5.8 BILLIONEXPENDITURES2012C R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lumbia 5
EMPOWER GRAPHIC DESIGNER PASSIONATE FASHION PHOTOGRAPHERPROMOTE TVGRAPHICSDESIGNER GIFTED SPECIALEFFECTSARTIST INGENIOUSSTYLIST VENTURE CREATIVE DIRECTOR INNOVATIVE ANIMATOR SUSTAINABLEWEB DESIGNER INVENTIVE PRODUCTION MANAGERS QUALIFIED FONTDESIGNER NURTURE ART AUCTIONEER SAVVY ART GALLERY OWNER MASTERFULSCULPTOR COLLABORATE PERFORMANCE ARTIST ARTISTIC TEXTILE PAINTERASSIST ARTISTIC FABRICATED CERAMIC ARTIST SUPPORT PRINTMAKERCONFIDENCE COSTUME DESIGNER ENLIGHTEN FILM DIRECTOR FRESH PHOTOEDITOR ORIGINAL FASHION DESIGNER GROW MAKEUP ARTIST VIGOROUS SETDESIGNER AGILE CHOREOGRAPHER DEVOTED ACTOR ABLE DANCEINSTRUCTORACCOMPLISHED BAKER EFFORTLESS CULINARY ARTISAN COOL TATTOOARTIST SIGNMAKER DEEP JEWELER CUSTOM T-SHIRT DESIGNER INSPIREDSTAINED-GLASS ARTIST AVANT-GARDE MOSAIC ARTIST TALENTED FLORISTSAGE GLASSBLOWER CONSTRUCTIVE ART CRITIC PROFOUND FILM CRITICCELEBRATE ARTHISTORIAN TRANSFORMATIVE ILLUSTRATOR HUB COMICBOOKARTIST ENERGETIC MEDICAL ILLUSTRATOR ORIGINAL NEWS PHOTOGRAPHERMAGNET REPORTER CONNECT EDITOR BOLD ARTS COLUMNIST PERCEPTIVECARTOONIST FRUITFUL GREETING CARD DESIGNER ASPIRE ADVERTISINGDESIGNER BUILD ART TEACHER POWERFUL FURNITURE DESIGNER BRIGHTLANDSCAPE DESIGNER INTELLIGENT ARCHITECT HIP ENGINEER RISKINTERIOR DESIGNER VISIONARY AUTOMOBILE DESIGNER ENDOWED PRODUCTDESIGNER CLEVER PACKAGING DESIGNER SHARP WAITER INVENTIVE CODERADROIT COMPUTER SOFTWARE DEVELOPER GUIDE INFORMATION SECURITYANALYST DYNAMIC DATABASE ADMINISTRATOR VALIDATE MARKET RESEARCHANALYST OPPORTUNITY MERCHANDISE DISPLAYERS SERVE PRODUCERS TOUGHATHLETES THRIVE COACHES ROBUST UMPIRES INGENIOUS REFEREES ALERTCHOREOGRAPHERS PREPARED DANCERS ACCESS MUSICIANS CAPTIVATESINGERS WORTHY MUSIC DIRECTORS KEEN COMPOSERS BRILLIANT RADIOAND TELEVISION ANNOUNCERS SKILLED PUBLIC RELATIONS STORIEDSPECIALISTS COOPERATE TECHNICAL WRITERS PROLIFIC INTERPRETERSDEXTEROUS TRANSLATORS FORMATIVE SOUND ENGINEERS PRACTICEDCAMERA OPERATORS RESOURCEFUL ARCHIVISTS ENTREPRENEUR CURATORSWELL-INFORMED MUSEUM TECHNICIANS CONSERVATORS BRAINY LIBRARIANSASTUTE LIBRARY TECHNICIANS CREATE URBAN AND REGIONAL PLANNERSCOMMUNITY CHEFS PRODUCTIVE HEAD COOKS APT FOOD PREPARERSENDURING BARTENDERS CAPABLE DISHWASHERS ENTERPRISING HOSTESSESPROFICIENT BUTCHERS LAUNCH FOOD ARTISANS PARTNERSHIP BOLD
EXECUTIVESUMMARYC R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lumbia 7
WASHINGTON, DC:8 CREAT IV E ECONOM Y STRATEGY F o r t h e D i st r ict o f Co lu m bia
A CREATIVECAPITALOver the past decade, the District of Columbia’s economyhas transformed. Struggling neighborhoods have becomecenters of economic opportunity. The unemployed arefinding purposeful work, and families are drawn here fornew jobs and brighter prospects. A local community ofteneclipsed by the federal government has come out from the112,424 16%PRIVATE SECTORJOBSOF DISTRICTEMPLOYMENT 14.1 BILLIONTO DISTRICT GROSS STATE PRODUCTshadows to boldly claim its place as a world class city.Traditional anchors, such as the federal government, shrank insize while the technology and culinary sectors expanded rapidly — and are continuing to do so. The District has become aemployment positions, which is some 16 percent of allplace where creative capital carries as much value as physicalDistrict employment. By comparison, the Creative Economycapital. As a result, today Washington, DC, is a crossroads formakes up 13 percent of employment nationally. In dollarglobal business, technology and culture — an innovation hubterms, creative businesses contribute 14.1 billion to thefor startups, corporations and nonprofit organizations.District Gross State Product (GSP) and an estimated 200million to the District’s tax base annually.The District’s economy is strong. It is gaining, on average,1,000 new residents — and 1,000 new jobs — every month.In a world where economic competitiveness is increasinglyIts unemployment rate has fallen from 11.3 percent indriven by knowledge and innovation, the District’s placeSeptember 2011 to 7.5 percent in April 2014. Its populationas a leader in the creative industries provides an incrediblestands at a robust 646,449, and a record-breaking 18.2 mil-opportunity. To maintain its positive trajectory for economiclion tourists visited the District in 2013.expansion, the District must nurture and enlarge its significant Creative Economy and leverage its notable creativeAt the heart of this renaissance is a powerful local commit-assets, including its:ment to creativity — in the way policymakers have re-envi- Knowledge and information-generating institutions andsioned the District, in how local companies have developedtheir business models and expanded their operations, in howemployers have redesigned jobs for a new age and in howthe city defines itself. The federal capital, yes, but much more.companies; Reputation as a magnet for young talent; Unparalleled array of national and local cultural institutions; Educational heft, including more than 100,000 college andThe Creative Economy — the segment of the economydriven by human innovation and creativity — is critical tothe District’s success. Collectively, the Creative Economy inthe District accounts for more than 112,400 private sectoruniversity students, 23 universities and several hundredgovernment and private sector research institutions; and Technology sector and digital media infrastructure.C R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lumbia 9
By taking advantage of Washington’s numerous creativea risky economic situation similar to so many industrializedassets, the District of Columbia government can solidifycities. The District’s economy is based heavily on a singleadvances already in place while taking a path toward futureeconomic driver, the federal government, making the city re-economic growth.liant on the budgeting of an increasingly divided Congress.Actively expanding the District’s Creative Economy andDEFINING THE CREATIVE ECONOMYreducing dependence on the federal government will helpThe first step in devising the Creative Economy Strategyprotect the city’s residents and workers from shifts in federalfunding priorities.for the District of Columbia is defining the term “CreativeEconomy.” The Creative Economy is generally described asIn defining the Creative Economy, the report has lookedeconomic activity that leverages creativity, innovation andbroadly at the spectrum of creative organizations and en-knowledge to drive growth. In a Creative Economy, organi-terprises and their diverse products and services. Despitezations are agile, continually offering new value to customersthrough innovations in products and delivery methods.their differences, Creative Economy organizations are unitedWorldwide, many cities are experiencing the effects of dein-market trends to fuel growth. These include:dustrialization and economic decline. To counter the trends, Human capital;in their reliance on a common set of resources, assets andcommunities have looked to grow their Creative Economies, Digital infrastructure, especially new digital technologies;focusing local efforts on cultural, design and digital econom- Research and the application of R&D to support sectoric regeneration. This fundamental shift from an Industrialgrowth;Economy to a Creative Economy affects the production and The convergence of technology and non-technologydistribution of products and services and presents numer-sectors;ous opportunities for policymakers looking to counter theill effects of the recession and of deindustrialization through Intellectual property rights;targeted initiatives (Exhibit A-1). Flexible and disruptive business models, including newways to fund and operate businesses; andThese culture-infused initiatives are assimilated into local Collaborative networks and spaces that allow for partner-economic development planning in distinct ways, andlargely under the radar, in many communities. By exploringships with other industries to improve productivity andthe juncture between a sustainable Creative Economy andtransform methods or behavior.existing economic drivers, many cities are looking for — andThere was once a great debate around how to choose thefinding — strategies on how best to approach urban regener-industries that shape the Creative Economy. Most of thoseation and urban asset development.disputes have been resolved. Today the sectors most commonly described as creative industries are the arts, broadcastThe District of Columbia is not suffering from deindustrializa-media, culture, digital technology, design, social media andtion as it has a limited industrial tradition, but the District is inculinary arts. These industries are market-oriented, but theyA-1:THE SHIFT FROM THE INDUSTRIAL ECONOMY TO THE CREATIVE ECONOMYI N D U ST RIAL E CON OMYCRE AT IVE E CON OMYCORE IDEAS Tangible goods Best practices Standardization Intangible services Emergent practices TransparencyTECHNOLOGYFactories and mass productionInternet and mass customizationORGANIZATIONAL MODECentralized and fixedDecentralized and dynamicKNOWLEDGE DISTRIBUTIONTraditional schools and paths to learningNetworked professional communitiesBUSINESS IDEOLOGYScientific managementManaging in complexitySource(s): Harold Jarche, jarche.com10 CREAT IV E ECONOM Y STRATEGY F o r t h e Dist r ict o f Co lu m bia
also include nonprofit organizations that have as their goalThe Creative Economy Strategy encompasses four core sec-the creation, production and distribution of creative goodstors that disproportionately drive innovation in the District:and services.Arts & Heritage, Culinary Arts, Information & Technologyand Professional Services. Beneath every overarching sec-Although most scholars have aligned on creative markettor, there is a detailed outline of the subsectors and profes-segments, these segments may still adapt as changes insions that shape it. Data and trends within each sector andtechnologies, culture and the economy spark new economicsubsector are analyzed at length in Section B of this reportactivities. For example, a few short years ago, the Creative(Exhibit A–2).Economy might not have included the now vibrant fields ofdigital media and video gaming. Today, they are essentialcomponents.A-2:CREATIVE ECONOMY PROFESSIONS BASED ON THENORTH AMERICAN INDUSTRY CLASSIFICATION SYSTEM (NAICS)SECTORSA RT S & H E RI TAGESubsectorsIN FORMAT ION & T E CH N OLO GY Agents & managers Broadcasting industries Independent artists, writers and performers Data & telecommunications services Museums Internet publishing, broadcasting & portals Performing arts companies Libraries & archives Promoters News syndicates Spectator Sports Physical media publishing Zoos and Gardens Recording industries Software publishingOccupationsAthletes, Marketers, Events/Sponsors, Directors,Designers, Producers, Technicians, Travel Agents, TourDirectors, Dancers, Singers, Actors, Painters, Sculptors,Writers, Poets, Fine Artists, Editors, Historians, Guides,Curators, Researchers, Zoologists, BotanistsArt Directors, Broadcast Technicians, Camera Operators,Creative Services Directors, Directors, Sound Engineers,Bloggers, Producers, Directors of Photography, MediaBuyers, Film Editors, Motion Picture Projectionists,Audiovisual Equipment Operators, Photographers,Production Assistants, Gaffers, Foley Artists, Animators,Editors, Reporters, Videographers, Website ProducersSECTORSC U L I N A RY A RT SSubsectorsPROFE S S ION AL S E RVICE S Caterers Architects, engineers and related Drinking places Computer systems design and related Food service contractors Fashion Mobile food services Graphic design services Restaurants Interior design Marketing, advertising, PR & related Market research & polling Scientific research & development servicesOccupationsRestauranteurs, Chefs, Cooks, Servers, Bartenders,Dishwashers, Hosts, CaterersArchitects, Engineers, Interior Designers, GraphicDesigners, Art Directors, Writers, Editors, Models, FashionDesigners, Jewelry Makers, Photographers, Ad Buyers,Strategists, Bloggers, Researchers, Website Producers,Game Designers, Software Developers, SoftwareDesignersC R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lu mbia 11
A SCALED CREATIVE WORKFORCELike most cities, Washington’s Creative Economy workforceranges broadly from the self-employed to multinationalcorporations with hundreds of employees. There were nearly7,500 creative enterprises in the District in 2011, accordingto the U.S. Census Bureau’s County Business Pattern 2011survey, the latest data available. The largest number ofestablishments was in the Culinary Arts sector, followed byProfessional Services, Information & Technology and Arts &Heritage sectors.The trend in business formation has always been to go big,and the District is no different. Large corporations find theDistrict an attractive prospect with its proximity to power,its world-class amenities and its sophisticated workforce.Companies such as CBS Radio and Microsoft establishedoffices recently in the District, bringing with them substantialfinancial and workforce commitments.Despite this trend, most creative industries are heavilypopulated with freelance workers, micro-enterprises andsmall businesses, and for good reason. Smaller businessesand organizations are more nimble and flexible; they canrespond swiftly to opportunities and pivot with innovativetactics and processes. Nearly half of Creative Economy businesses in the District have between one and four employees,according to the Census Bureau, and two-thirds of creativeDC businesses have fewer than 10 employees. In fact, only 3percent of Creative Economy companies in the District have100 or more employees.In recent years, the District has made inroads into the digitalmedia ecosystem through a coordinated campaign totransform the nation’s capital into a hub for new technologycompanies. The campaign, coupled with financial incentivesfor tech companies based in the District, was a branding effort aimed at increasing national recognition of the District’sgrowing tech sector. The District’s efforts have proven remarkably successful and, in 2013, Forbes named the Districtthe number one new tech hot spot. Today, 989 technologycompanies call the District home.STARTUP CULTUREStartup culture, both in the United States and internationally,has exploded, signaling a new era in business development. Startups are in fashion because they create a path tobusiness opportunity and economic independence. Once arefuge for a few individuals seeking opportunity during challenging economic periods, the ranks of entrepreneurs arenow leaving steady jobs to start businesses. No longer areindividual entrepreneurs operating on the edge of society.Their achievements are now integral to the success of entiremarkets and cities.The District has put out a welcome mat for the startup community, from micro-enterprises with a single entrepreneur atthe helm to up-and-coming companies on the verge of anIPO. By building a culture of entrepreneurship, the Districtclears the path for startups from concept to company. TheDistrict’s efforts in this space have already been recognized. The District was ranked as the top spot for attractingentrepreneurial founders of companies in 2012 by the EwingRIDING THE TRENDSMarion Kauffman Foundation.The Creative Economy is a vital force in Washington’sEntrepreneurship does not begin and end in the privateeconomic progress today and in the future. It has alreadycontributed to prosperity by drawing skilled workers andcutting-edge companies to the District. Global, nationaland local trends have further catalyzed the District’s creativecompetitive edge.DIGITAL MEDIADigital media are rapidly transforming how creative products reach the marketplace and how consumers access andconsume those products. Today technology and knowledgecome together in dynamic ways, opening the door for individuals and enterprises to launch new industries and enternew markets. This convergence also enables cities that arenot traditionally associated with creative or technologicaldominance to compete globally.sector, however. The District has worked to improve andmodernize government services and, in doing so, hasopened new opportunities for technical assistance andorganizational guidance directed at the nonprofit sector,including the District’s vibrant arts and cultural organizations,which remain leaders in innovation globally.CHANGING DEMOGRAPHICSThe research of social scientist Richard Florida has served asthe trigger for much of the thinking nationally and internationally around the Creative Economy. Best known as anauthority on the concept of the creative class and its implications for urban regeneration, Florida argues that cities garnerlonger-term prosperity if they attract and retain high-qualitytalent within creative industries, the so-called creative class.12 CREAT IV E ECONOM Y STRATEGY F o r t h e Dist r ict o f Co lu m bia
The District’s growth over the last decade has transformedits demographics and the composition of its talent pool.Much of the District’s population expansion has been fueledby an influx of Millennials — individuals 18 to 34 — who nowmake up 35 percent of the District’s population (comparedto 23 percent nationally), according to the Urban Institute.Millennials are the most highly educated and ethnicallydiverse generation in U.S. history. As Millennials move tothe District, they bring disposable income to support avibrant arts scene, openness to diversity and support for thecreation of social and professional networks. These qualities,among others, make this demographic the basis for therobust creative class Florida describes, one that supports thelabor demands of the District’s growing Creative Economy.PROJECT METHODOLOGYA SECTOR-LED APPROACHUnder the direction of the Office of the Deputy Mayorfor Planning and Economic Development, the CreativeEconomy Strategy for the District of Columbia launched infall 2013 with a focus on increasing revenue and employment in the District’s Creative Economy.An executive committee led by Deputy Mayor VictorHoskins guided the effort. The executive committeedesigned the strategic planning process, identified criticalstakeholders and created an overall project timeline.This included mapping the major phases of the project(planning, training, quantitative analysis, interviews, datasynthesis, economic modeling and report preparation)and a deadline for delivery of a final report to the Mayor.The increasing importance of digital media, the startupThroughout the project, the executive committee heldethos and shifting demographics serve as catalysts for anweekly meetings to track progress and plan next steps.expanding Creative Economy in the District, providing localMuch of the work was carried out in the fall and winter bypolicymakers and stakeholders with a platform to leveragean elite team of graduate business students who conduct-innovation and growth.ed primary research and interviews with stakeholders. Theseven MBA candidates on the team came from AmericanA CREATIVE STRATEGY FOR THEDISTRICT’S ECONOMYUniversity, Georgetown University, The George WashingtonUniversity and Howard University. Quantitative analysis ofAware of the importance of the Creative Economy for economic development, the District government formed a teamof internal and external stakeholders to analyze the District’sCreative Economy and identify the best path forward.the Creative Economy sectors was followed by in-depthinterviews and focus groups with private, nonprofit andpublic sector leaders. A critical component of the processwas the Economic Impact Model (EIM), a business analysistool that allows the District to evaluate and prioritize competing initiatives. The model incorporates a cost-benefitOver the course of eight months, this team studied how bestanalysis that compares projected public revenues to theto stimulate the Creative Economy, with a focus on privateanticipated public service costs resulting from a project.sector economic development, startup innovation and toolsIn addition, a Strategy Advisory Group (SAG) of private,for fostering entrepreneurial thinking in the arts community.nonprofit and public sector leaders was convened to assistThe result of this effort is the Creative Economy Strategy forthe executive committee and project staff. SAG membersthe District of Columbia. Its ultimate goal is practical: to devel-met to provide input at pivotal milestones, were inter-op a concrete set of initiatives for building and sustaining aviewed by the project team and provided expertise andpowerful Creative Economy that will increase jobs, boost taxadditional industry contacts.revenues and advance the quality of life for District citizens.The teams’ findings and initiatives were compiled andforwarded to the Deputy Mayor for consideration. A finalAfter collecting recommendations from a broad group ofdraft plan was then reviewed by the Mayor and officiallystakeholders across the creative industries, the team used aannounced as the Creative Economy Strategy. The projectrigorous process to fashion three bold visions and the strate-methodology and governance is further explained in thegies that make those visions possible:Appendix.1. Become a national hub for creative startups andentrepreneurs By improving access to affordable space and resources By making District bureaucracy friendlier for smallenterprises and organizationsC R E A T I V E E C O N O M Y S T R A T E G Y Fo r t h e Dist r ict o f Co lu mbia 13
By increasing funding to bring innovative ideas to life2. Become a magnet for creative corporations By cultivating a workforce that is attractive to corporations By incentivizing creative corporations to locate in theBy implementing this Creative Economy Strategy, we willgrow the District’s Creative Economy by 10,000 jobs overthe next three years, with the expansion of existing businesses, the appearance of new startups and the strengthening of our critical arts organizations.District By promoting the District’s Creative Economy to attractnew businesses3. Foster a resilient, entrepreneurial local artscommunity By assisting local arts institutions in developingsustainable business models By mobilizing District resources to support arts andcultural organizations By building connections across creative organizations,businesses and universitiesThese visions and strategies helped set priorities for theCreative Economy initiatives and identified guiding objec-The District is and will continue to be a premier destinationfor creative talent and entrepreneurial enterprises, a magnetfor major creative corporations and a home for innovativeand successful cultural institutions.By expanding the Creative Economy, the District will continue to reduce its dependence on the federal governmentand focus growth on the creative clusters. Chief among itsgoals is building a more resilient District economy, creating greater fiscal stability and lowering barriers to entry forcompanies looking to locate in the District. The increasedrevenues that come from expanding the Creative Economywill add to the District’s tax base and its ability to invest inneighborhoods and revitalization.tives for implementation of the strategy by District leaders.INTEGRATED STRATEGYBUILDING ON A STRONG FOUNDATIONThe Creative Economy Strategy for the District of Columbiasector-driven economic development. This plan containsstands on its own, but it also builds on earlier strategic and inno-visions, goals and initiatives designed to create 100,000 jobsvative government reports that have guided the District’s work.and generate
CREATIVE ECONOMY STRATEGY For the District of Columbia 1 LETTER FROM THE MAYOR DEAR DISTRICT RESIDENT: The Five-Year Economic Development Strategy for the District of Columbia, released in December 2012, set two goals: gen- erate 100,000 ad
May 02, 2018 · D. Program Evaluation ͟The organization has provided a description of the framework for how each program will be evaluated. The framework should include all the elements below: ͟The evaluation methods are cost-effective for the organization ͟Quantitative and qualitative data is being collected (at Basics tier, data collection must have begun)
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Dr. Sunita Bharatwal** Dr. Pawan Garga*** Abstract Customer satisfaction is derived from thè functionalities and values, a product or Service can provide. The current study aims to segregate thè dimensions of ordine Service quality and gather insights on its impact on web shopping. The trends of purchases have
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