DC 2030
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Pierre Edwards · DC 2030

01 / Vision

Government
people can feel.

A city the world cannot ignore.

A proposed partnership for translating governing priorities into public experiences residents can see, use, and join.

See the partnership A proposal by Pierre Edwards · Private presentation
Proposed creative partnership

What Pierre provides

One creative direction across the experiences that define an administration.

Experience strategyCreative directionPublic narrativePrototypingTeam assembly
01

Resident experience

Proposed D.C. 311 app
02

Cultural opportunity

Proposed DC 2030 festival

Atmospheric D.C. media placeholder · rights pending

Pierre Edwards · Proposed partnership

Turn governing priorities into public experiences people can feel.

I help shape the idea, make it tangible, assemble the right team, and steward the creative direction through delivery.

DC 2030 proposes a hands on partnership focused on selected priorities where narrative, experience, technology, culture, and public trust need to move together.
01

Shape the proposition

Translate governing priorities into a clear public idea with a strong purpose, narrative, and standard for experience.

02

Design the experience

Connect digital services, communications, environments, campaigns, culture, and public moments around one intention.

03

Prototype the ambition

Make future ideas tangible enough for residents, operators, advisers, and partners to understand and improve.

04

Assemble the team

Bring the right operators, designers, technologists, producers, artists, and community partners into the work.

05

Steward coherence

Remain personally involved so the original governing purpose survives every handoff and public touchpoint.

A portfolio of first moves

Build the connective tissue.

Practical services and public programs can begin building trust, access, relationships, and delivery capacity while the flagship concepts are scoped.

  • 01

    Cultural coordination

    DC Creative Council

    A representative working council of artists, venue leaders, educators, young creatives, neighborhood institutions, small businesses, labor, accessibility advocates, and public agencies.

    Illustrative advisory concept
  • 02

    Audience access

    DC Theatre Night

    A citywide evening where participating theaters offer discounted tickets, open rehearsals, artist conversations, backstage access, and dedicated invitations for young residents.

    Illustrative program · theater participation required
  • 03

    Resident services

    Resident Experience Lab

    A small cross agency team that improves forms, notices, service journeys, language access, and digital prototypes with residents and frontline workers.

    Illustrative service design function
  • 04

    Workforce

    Creative Apprenticeship Network

    Paid placements connecting residents to theaters, studios, museums, festivals, film sets, production teams, cultural institutions, and creative businesses.

    Illustrative workforce program
  • 05

    Small business

    Creative Business Office Hours

    Recurring guidance on CBE pathways, procurement opportunities, pricing, rights, insurance, scopes, invoicing, and doing business with major institutions.

    Illustrative business support service
  • 06

    Public space

    Cultural Space Activation Service

    A coordinated front door for temporary creative use of vacant storefronts, public space, recreation sites, and underused facilities with clearer support and approvals.

    Illustrative coordination service
  • 07

    Public information

    One DC Cultural Calendar

    A shared place to discover performances, workshops, neighborhood programs, ticket access, grants, applications, and opportunities across the city.

    Illustrative public information service
  • 08

    Local storytelling

    DC Story Commission

    Paid commissions for local filmmakers, photographers, writers, designers, and musicians to document neighborhoods, public ideas, and the people shaping the city.

    Illustrative commissioning program

Two flagship applications

The partnership becomes visible through the work.

01

Resident experience

Make government easier to feel.

The proposed D.C. 311 app shows how service ownership, progress, delays, evidence, and participation could become clearer.

Explore the 311 concept
02

Cultural opportunity

Make opportunity easier to enter.

The proposed festival shows how culture, national attention, paid work, local business, and neighborhood participation could reinforce one another.

Explore the festival

The governing proposition

Start with the difference residents should be able to see.

These proposal principles are drawn from publicly stated governing priorities. They remain proposal principles without endorsement of DC 2030.

01

People want to feel the difference.

Proposal principle

02

Transparency creates trust.

Proposal principle

03

Government should function well.

Proposal principle

04

Open doors of opportunity.

Proposal principle

What if creativity became a delivery system

for those priorities?

Immediate horizon · Proposed D.C. 311 app

From complaint box to trusted front door.

This app concept begins by redesigning the D.C. 311 experience: report an issue, understand who owns it, track what happens next, and verify the result.

D.C. 311 app concept

A focused first product that can evolve into a broader Civic OS for services, neighborhood information, and participation.

01

Resident experience

Reporting, tracking, discovery, access
02

Operational integration

Ownership, status, expectations, escalation
03

Public accountability

Timelines, evidence, feedback, explanation

The resident experience connects to clear ownership, realistic expectations, operational coordination, and visible evidence.

Where Pierre enters

Pierre proposes to remain closely involved in shaping the experience, narrative, visual direction, and public expression in collaboration with agency operators, technologists, and specialists.

The complete role, proof, safeguards, and engagement structures follow both initiatives.
D.C. 311Proposed app

Service journey

Submitted. Understood. Moving forward.

A resident sees who owns the request, what happens next, and why a timeline changes.

  1. Received

    Photo and location added

  2. Verified

    Issue confirmed nearby

  3. Assigned

    Agency owner becomes visible

Proposed D.C. 311 app redesign · illustrative interface · independent concept

Focused product prototype

D.C. 311, reimagined around trust.

This proposed next generation resident experience builds on the existing D.C. 311 app, portal, call center, and text service.

Existing foundation

OUC currently describes app features including photo requests, detailed activity tracking, completed lifecycle views, duplicate detection, field updates, keyboard access, and Spanish portal access. OUC and OCTO are also gathering resident input for the District’s next 311 app.

Review official context
Existing foundationProposed redesignConceptual AIOperational dependencyPolicy decisionFuture possibility

D.C. 311 · App concept

Submitted. Understood. Moving forward.

Proposed redesign

Service request · Illustrative

Flickering streetlight

Near your saved block · Photo attached
Operational dependency

Illustrative agency owner

DDOT · Streetlight team

  1. Received

    Photo, location, and resident description added

  2. Verified

    Issue and duplicate requests checked

  3. Assigned

    Illustrative routing to DDOT streetlight team

  4. Crew scheduled

    Expected service window becomes visible

  5. Resolved

    Completion evidence and resident verification
Policy decision

Why the timeline changed

A replacement fixture is required. The proposed experience shows the reason, revised service window, accountable team, and escalation path.

Original3 business daysRevised illustrationFriday to Monday

Before

Resident photo · permission required

Completion evidence

Field update · operational dependency
Proposed redesign

Is the light working?

Resident verification updates the request and neighborhood feed.

View the complete 11-step resident journey
  1. 01Resident notices a flickering streetlight.
  2. 02Location and likely issue are identified.
  3. 03Resident adds a photograph.
  4. 04Request is submitted.
  5. 05Nearby residents confirm the existing request.
  6. 06Responsible agency becomes visible.
  7. 07Expected service timeline becomes visible.
  8. 08Any delay is explained.
  9. 09Work is completed with evidence.
  10. 10Resident verifies the result.
  11. 11Neighborhood feed reflects the resolution.

Beyond the interface

Design reveals the system and creates a shared standard for delivery.

A trustworthy experience depends on operational agreements, lawful authority, accessible service channels, and honest public expectations.

01

Service operations

OUC, 311 operators, frontline staff, and agency service teams define what can be promised.

02

Shared definitions

Agencies agree on ownership, status language, escalation rules, and evidence of completion.

03

Technical integration

OCTO and technology partners connect request, field update, identity, mapping, and notification systems.

04

Rights and safeguards

Privacy, records, security, civil rights, language access, and accessibility review shape the product.

05

Public accountability

Leaders decide what service expectations, delay reasons, dashboards, corrections, and appeals are public.

06

Lawful delivery

Budget, procurement, governance, maintenance, and vendor responsibilities remain with authorized officials.

A responsive government improves daily life.

It creates possibility.

Suggested DC 2030 festival

Three days. The whole city in view.

A proposed three day festival welcomes the new arena by presenting D.C. comedy, sport, music, creativity, and enterprise at full scale. The program draws national interest and turns that attention into paid work, local spending, business growth, and opportunity across the city.

Illustrative program. Invitations unconfirmedTalent, partner, venue, funding, and production conversations would follow an approved scoping process.
Concept visualization of a citywide D.C. festival with local culture, businesses, production crews, and a completed arena in the distant background.
Generated festival concept. Participation, venue use, partnerships, and economic impact remain to be confirmed.

Illustrative three day program

Comedy. Sport. Music. D.C.

Each day creates a major public moment and a wider system of neighborhood programs, paid production, youth access, local business, and cultural participation.

Day 01Proposed invitation

Comedy

D.C. tells the truth and makes the country laugh.

Proposed headline invitation: Dave Chappelle

A citywide comedy program with an arena headline, club showcases, emerging D.C. voices, writing rooms, youth workshops, and neighborhood stages.

Paid roles for writers, producers, stage teams, filmmakers, venue staff, hospitality workers, and local comedy businesses.
Day 02Proposed invitation

Sport

Basketball becomes culture, media, and enterprise.

Proposed invitations: Boardroom, Kevin Durant, and Nike EYBL

An EYBL tournament, athlete conversations, live Boardroom programming, youth clinics, fashion, gaming, sports media, and community court activations.

Paid roles across coaching, officiating, production, sports media, event operations, design, apparel, food, and local recreation partners.
SundayProposed invitation

Music

The sound of D.C. closes the weekend.

Proposed headline invitation: Wale

A citywide music program rooted in go go, hip hop, R and B, jazz, gospel, electronic music, and the artists shaping the next D.C. sound.

Paid roles for artists, musicians, engineers, lighting teams, filmmakers, stage crews, designers, vendors, and neighborhood venues.

How attention becomes opportunity

Festival interest becomes shared economic value through paid roles, local contracts, neighborhood spending, and year round pathways.
  1. 01

    Attention arrives

    The proposed festival gives residents and visitors a reason to see D.C.’s culture together at city scale.

  2. 02

    Demand is distributed

    Programming directs interest toward local venues, cultural corridors, restaurants, shops, hotels, and neighborhood events.

  3. 03

    Residents are paid

    Artists, producers, apprentices, crews, vendors, fabricators, and hospitality workers participate through paid roles and contracts.

  4. 04

    Businesses retain value

    Local and CBE firms gain customers, professional credit, repeat opportunities, and stronger routes into institutional work.

  5. 05

    Opportunity lasts

    Year round training, commissions, mentorship, and neighborhood programming continue after the festival ends.

A cultural platform for the mandate

Governing priorities become experiences people can enter.

The festival gives Janeese’s mandates a visible cultural expression while the year round platform creates practical routes into work, ownership, coordination, and public value.

01

Open doors of opportunity

Paid apprenticeships, first professional credits, local commissions, and visible routes into stable creative careers.

02

Government should function well

Clear ownership, coordinated delivery, transparent partnership roles, accessible programming, and measurable public value.

03

People closest to the work shape the solution

Artists, young people, venue operators, neighborhood institutions, and small businesses help design each program.

04

A city residents can afford to build a life in

Local procurement, paid work, business growth, cultural space activation, and year round demand across the city.

Pierre as cultural and creative partner

From governing mandate to a citywide cultural experience.

Pierre brings the creative leadership, cultural fluency, program thinking, narrative direction, and team building required to turn an ambitious public idea into a coherent platform.

01

Shape the cultural proposition

Turn governing mandates into a clear idea that artists, residents, institutions, and national partners can understand and join.

02

Design the program architecture

Connect comedy, sport, music, film, fashion, food, technology, youth, and business into one coherent public experience.

03

Build the invitation strategy

Develop the creative case, partnership materials, talent approach, and relationship map for proposed collaborators.

04

Lead the public experience

Direct narrative, identity, digital experience, campaigns, environments, media, and the standards that hold every touchpoint together.

05

Assemble the delivery team

Bring together producers, cultural leaders, agencies, technologists, designers, operators, and local businesses around shared outcomes.

The complete role structure, proof, safeguards, and engagement options appear in the practice chapter.

Year round cultural platform

The festival makes the strategy visible.

Culture becomes a pathway into opportunity.

A proposed year round system for training, production, ownership, local business, neighborhood programming, and a citywide cultural gathering.Illustrative platform structure
01Workforce pathway

Learn

Paid apprenticeships, youth studios, intellectual property education, and first professional credits.

02Production pathway

Make

Local production experience across film, stage, lighting, audio, design, sports media, and creative technology.

03Business pathway

Own

Creator business development, rights literacy, business formation, and routes from freelance work to durable enterprises.

04Procurement pathway

Sell

Transparent local and CBE procurement opportunities with scopes small businesses can realistically enter.

05Neighborhood pathway

Gather

Paid neighborhood programming through existing venues, cultural corridors, recreation sites, and public space.

06Legacy pathway

Return

Professionals return as mentors, commissioners, employers, and owners who widen the next resident’s path.

Workforce pathway

Opportunity should have a visible path.

The gathering becomes a year round engine for training, production, ownership, employment, and local business growth.

  1. 01Youth program
  2. 02Paid creative apprenticeship
  3. 03First production
  4. 04Professional credit
  5. 05Full time role or business
  6. 06Returns as a mentor
FilmStage productionLightingAudioDesignSports mediaHospitalityCreative technologyFashionPublic programming

Creator business pathway

From first credit to durable ownership.

01

Build the practice

Mentorship, equipment access, rights education, pricing, budgeting, and production standards.

02

Enter the market

Visible commissions, vendor readiness support, smaller scopes, prompt payment, and transparent selection.

03

Retain the value

Ownership, repeat work, professional credit, business growth, and pathways into institutional supply chains.

Proposed procurement logic

Make the door visible and possible to enter.

  • Publish opportunities early and in plain language.
  • Break suitable work into scopes local firms can enter.
  • Use lawful, transparent selection and contracting.
  • Pay apprentices and vendors for their work.
  • Track participation without promising unverified impact.
  • Protect creative credit, rights, and neighborhood ownership.

All contracting remains subject to lawful authority, procurement, ethics, budget, labor, and agency review.

Distributed neighborhood model

The whole city becomes the festival.

These locations show potential roles across the city. Each ward brings local authorship, paid participation, and its own program logic.

01

Capital One Arena

A proposed host for the opening weekend and a nationally visible gathering point for the citywide program.

Proposed festival host. Venue use unconfirmed
02

Gallery Place / Chinatown

Public space, local retail, hospitality, galleries, smaller venues, and a creative business marketplace.

Illustrative downtown district
03

Howard University + U Street

Institutional partnership, music and media history, student pathways, and existing cultural venues.

Potential node · partnership required
04

Anacostia cultural corridors

Paid neighborhood led programming, youth production, local business, and distinct east of the river identity.

Illustrative neighborhood node
05

The Wharf + Southwest

Waterfront public space, performance, hospitality, food, film, and visitor connection.

Potential node · partnership required
06

Union Market + neighborhood venues

Creative business showcases connected to existing institutions and locally shaped ward programming.

Potential distributed network

Suggested DC 2030 festival

D.C. culture, at full scale.

Generated concept visualizations

A welcoming event for the completed arena and a citywide platform for the music, movement, ideas, businesses, neighborhoods, and people that make D.C. matter.

Concept visualization of a citywide D.C. cultural festival with local artists, production crews, businesses, families, and the completed arena in the distant background.01Illustrative festival concept

Scale 01 · Festival welcome

D.C. welcomes the new arena.

The opening program brings music, film, comedy, sport, fashion, food, public ideas, and creative business together in one nationally visible D.C. moment.Illustrative festival concept. Talent participation, partnerships, venue use, and production plans remain unconfirmed.
Concept visualization of a downtown D.C. street active with local vendors, public programming, families, and a major arena in the distance.02Illustrative festival concept

Scale 02 · Downtown

The arena opens into the city.

Gallery Place and surrounding streets become a connected field for local retail, hospitality, public space, galleries, smaller stages, and creative business exchange.
Concept visualization of neighborhood led cultural programming with youth running cameras, sound, and lighting alongside local performers and vendors.03Illustrative festival concept

Scale 03 · Neighborhood

Each place keeps its own identity.

Paid programming begins with existing venues, local ownership, youth production roles, cultural corridors, and the distinct priorities of each ward.

Program architecture

Many disciplines. One economic system.

01Music02Film03Comedy04Sport05Fashion06Food07Technology08Public ideas09Youth010Creative business

Crowd composition

Residents before spectacle.

Families, youth, elders, working creatives, visitors, and people with disabilities across price points and access needs.

Local business presence

Vendors become part of the institution.

Paid commissions, food and retail, hospitality, production, fabrication, technology, design, and repeat procurement paths.

Youth presence

Young people make the work.

Youth appear as paid apprentices, operators, designers, filmmakers, stagehands, founders, and future mentors.

The practice behind the proposal

Different forms. One practice.

Building worlds that help people understand, enter, and feel an idea.

Lead proof · 01

City scale convening and brand systems

Bloomberg CityLab

Amsterdam and Washington, D.C. · 2022 and 2023 event years
Media rights pending
Role wording approved · supporting record pending

Pierre provided creative direction for the branding and visual experience of Bloomberg CityLab gatherings in Washington, D.C. and Amsterdam.

Precise role

Creative direction for branding and visual experience

Approved deliverables

Creative direction, Branding, Visual experience

DC 2030 relevance

CityLab demonstrates how government, design, policy, technology, and global urban leadership can be held inside one coherent experience.

Washington 2023 verified by Bloomberg CityLab Amsterdam 2022 verified by Bloomberg CityLab
02

Institutional storytelling and accessible futures

Media rights pending
Portfolio verifiedLocation to confirm · Year to confirm

Smithsonian FUTURES

As part of the core creative team behind Smithsonian FUTURES, Pierre helped shape the project’s visual language through moving image and visual identity across digital and exhibition environments.

Role

Core creative team and visual direction

  • Creative direction
  • Videography
  • Motion graphics
DC 2030 relevance

The work shows an ability to translate complex future facing ideas into emotionally accessible public storytelling.

Pierre Edwards portfolio
03

Participatory technology and public space

Media rights pending
Portfolio verifiedFranklin Square Park, D.C. · Year to confirm

Visions of Humanity

Presented in Franklin Square Park, Visions of Humanity used a live camera system, interactive media, projection, and sculpture to blend participants’ portraits into an evolving public artwork.

Role

Creative direction and installation design

  • Creative direction
  • Installation design
  • Interactive media
  • Projection design
DC 2030 relevance

The installation demonstrates human centered technology, real time participation, and an inclusive public experience.

Pierre Edwards portfolio
04

Regional identity and culturally grounded campaigns

Media rights pending
Portfolio verifiedWashington, D.C. · Year to confirm

Nike Foamposite DMV

Pierre led creative direction for a campaign rooted in the relationship between the DMV, cultural memory, and the Foamposite. The work extended across narrative, visual identity, film, digital strategy, and a Washington pop up.

Role

Campaign and creative direction

  • Campaign direction
  • Campaign strategy
  • Film
  • Digital strategy
  • Pop up experience
DC 2030 relevance

The campaign demonstrates how D.C. identity can shape a nationally visible story with cultural specificity.

Pierre Edwards portfolio
05

Humanizing technology and institutional narrative

Media rights pending
Portfolio verifiedLocation to confirm · Year to confirm

Google Black Summit

Pierre led creative development, narrative writing, film direction, and post production supervision for the Google Black Summit opening film.

Role

Creative development and film direction

  • Creative direction
  • Narrative development
  • Film direction
  • Post production supervision
DC 2030 relevance

The work demonstrates how technology and institutional purpose can become emotionally credible cultural storytelling.

Pierre Edwards portfolio
06

Stage, spatial design, and Washington storytelling

Media rights pending
Portfolio verifiedThe Kennedy Center, Washington, D.C. · Year to confirm

Wale at the Kennedy Center

For Wale’s Kennedy Center homecoming, Pierre’s work included creative direction, stage design, motion graphics, and fabrication.

Role

Creative direction and stage design

  • Creative direction
  • Stage design
  • Motion graphics
  • Fabrication
DC 2030 relevance

The performance demonstrates live production, spatial storytelling, and spectacle rooted in a distinctly Washington narrative.

Pierre Edwards portfolio
07

Immersive gathering and emotional architecture

Media rights pending
Portfolio verifiedHi Lawn at Union Market, Washington, D.C. · Year to confirm

Where the Light Falls

Created with DJ Money and presented inside the projection dome at Hi Lawn, Where the Light Falls combined projected visuals, sound, poetry, archives, and atmosphere.

Role

Creative direction and installation design

  • Creative direction
  • Installation design
  • Projection mapping
  • Sound curation
DC 2030 relevance

The work demonstrates how image, sound, memory, and environment can create an intimate shared experience at public scale.

Pierre Edwards portfolio

Hands on creative leadership

Keep the governing intention alive through delivery.

Pierre would work with the Mayor’s team, agency leaders, community partners, designers, producers, and technologists to create one coherent public experience across selected priorities.

01

Governing priority

02

Shared creative direction

03

Coordinated teams and partners

04

Coherent resident experience

Clear roles create trust

Creative leadership works alongside public authority.

01

Policy and operations

Agency leaders and policy officials retain authority for services, implementation, performance, and resident outcomes.

02

Public communications

Communications leadership retains responsibility for official messaging, press, routine approvals, and crisis response.

03

Legal and public authority

Counsel, ethics, budget, labor, accessibility, privacy, and procurement officials define lawful authority and safeguards.

04

Creative stewardship

Pierre leads the shared narrative, experience principles, prototypes, creative standards, and coherence across selected priorities.

Every structure requires legal, ethics, conflict, intellectual property, employment, budget, and procurement review.

Three horizons

Build trust. Open the door. Earn the institution.

01

First 100 days

Government people can feel.

  • Civic OS prototype
  • Focused 311 experience pilot
  • Transparent service timeline
  • Adoption campaign
  • Neighborhood participation test
02

First year

Opportunity people can enter.

  • Creative workforce placements
  • Vacant space activations
  • Creative economy action agenda
  • Institutional partnerships
  • Early cultural programming
03

2028 to 2030

A platform the country recognizes.

  • Citywide cultural gathering
  • All eight ward participation
  • Arena programming
  • Local business pipeline
  • Workforce pipeline

Illustrative sequencing. Funding, venue use, partner commitments, talent participation, the festival name, and impact targets require confirmation.

Proposed next step

Explore a 90 day scoping process.

A focused process can define the work, test fit, identify dependencies, establish safeguards, and determine the most useful partnership structure.

  1. 01

    Which resident experience should become the first focused pilot?

  2. 02

    Which cultural opportunity programs can begin during the first year?

  3. 03

    Where would Pierre’s leadership create the greatest coherence?

  4. 04

    Which legal, ethical, operational, and procurement boundaries apply?

  5. 05

    Which engagement structure best fits the defined work?

The scoping process would shape a future decision. It carries no commitment to a role, contract, product build, festival, funding, or venue.

One connected public story

Trust becomes a path into possibility.

  1. 01

    A resident reports a broken streetlight.

  2. 02

    The problem is resolved and verified.

  3. 03

    A young resident enters a creative apprenticeship.

  4. 04

    They help produce neighborhood cultural programming.

  5. 05

    They contribute to the citywide festival.

  6. 06

    Years later, they return as a mentor.

This is what it feels like when government puts people first.

DC 2030

A partnership proposal by Pierre Edwards.

Creative direction for governing priorities residents can see, understand, use, and feel.

Review the three horizons
Proposed next step

DC 2030 · Private discussion

Scope the work before choosing the structure.

The proposed process creates enough clarity to decide what should move forward, who should participate, and where Pierre’s leadership can create the most value.

01

Immediate focus

Define one resident experience and one early cultural program for focused testing.

02

Proposed participants

Mayor’s Office leaders, operating agencies, residents, frontline staff, community partners, technologists, accessibility specialists, and cultural producers.

03

90 day process

Align the mandate, select the first work, map dependencies, prototype the experience, test it with the people closest to delivery, and define a credible implementation path.

04

Possible structures

Embedded creative leadership, executive creative adviser, or an external multidisciplinary partner selected through an appropriate process.

Any future structure requires legal, ethics, conflict, intellectual property, employment, budget, and procurement review.

Discussion owner: Pierre Edwards. Contact details to confirm before presentation.