After decades of abuse under the old regime, how can the civilian government of President Mohamed Morsi turn Egypt’s security apparatus into one befitting a new democracy? What are the necessary steps in overcoming institutional barriers to reform and creating an Egyptian police force in the service of its citizens?

In a new "Project on Arab Transitions" paper from the Brookings Doha Center and Stanford University’s Center on Democracy, Development, and the Rule of Law (CDDRL), From Good Cop to Bad Cop: The Challenge of Security Sector Reform in Egypt, nonresident fellow Omar Ashour discusses the political dynamics of transforming Egypt’s security establishment.

Based on months of interviews with current and former officers and generals in the police, army, and intelligence services, Ashour lays out the workings of the Mubarak regime’s repressive security apparatus and assesses current reform initiatives, drawing on lessons from other transitions in the Arab world and beyond. He offers a set of policy proposals for establishing an accountable, civilian-led security sector, ranging from a presidential commission on reform to new oversight mechanisms. Ashour cites the brutality and abuse of Egypt’s police as a key catalyst of the January 25 Revolution; the success of that revolution, he says, will hinge on effective security sector reform.

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The U.S. military will carry out a major modernization of its strategic nuclear forces in the 2020s.

It will cover all three legs of the strategic triad.

Much of the planned program makes sense. The long-range standoff (LRSO) — a new nuclear-armed cruise missile to outfit strategic bombers — does not.

The primary reason for the modernization program is that many US strategic weapons systems are aging out, and American policy is that, as long as there are nuclear weapons, the United States will maintain a safe, secure and robust nuclear deterrent.

The Ohio-class ballistic missile submarines will begin to hit the end of their service life in the late 2020s, and the Navy will need new submarines. Submarines and submarine-launched ballistic missiles (SLBMs) make up the most survivable leg of the triad, and they carry the bulk of deployed US strategic warheads.

The service life of the Minuteman III intercontinental ballistic missile (ICBM) runs out in 2030. The Air Force seeks a replacement ICBM. At a minimum, keeping an ICBM leg of the triad would require another life extension program for existing Minuteman III missiles.

As for the air-breathing leg of the triad, the Air Force wants to procure 80 to 100 B-21 bombers. Plans are shrouded in secrecy but reportedly will incorporate stealth features and advanced electronic warfare capabilities to allow the aircraft to penetrate contested air space. The Air Force is also modernizing the B61 nuclear gravity bomb for use on strategic bombers.

It is not clear why the United States will need to replace 400 deployed ICBMs on a one-for-one basis, particularly as the Air Force several years ago was prepared to go down to 300. A force of 200-300 ICBMs would suffice and result in significant cost savings. Likewise, one can challenge the requirement for 12 new ballistic missile submarines, as opposed to nine or 10.

The biggest question, however, arises over the LRSO, with a projected cost of $20 billion to $30 billion. The Air Force originally developed nuclear-armed air-launched cruise missiles (ALCMs) in the 1970s because the B-52 — then the mainstay of the strategic bomber fleet — presented a big target for adversary radars. That would make it hard for the aircraft to penetrate air defenses. A B-52 armed with ALCMs could remain outside of radar range and release its cruise missiles.

The B-2, with its stealth features, was designed to restore a penetrating capability. The Air Force plans to use stealth and electronic warfare capabilities to give the B-21 a penetrating capability as well. If these bombers can defeat and penetrate air defenses, that makes the LRSO redundant. (Moreover, unlike in the 1970s, the Air Force today has very capable long-range conventionally armed cruise missiles that provide a standoff capability for bombers.)

If, on the other hand, the stealth of the B-21 will be compromised in the not-too-distant future, then one has to question the wisdom of spending $60 billion to $80 billion — and perhaps more — to procure the B-21. If we believe the B-21 would soon encounter problems penetrating air defenses, scrap that program. Buy instead modified Boeing 767s, a variant of which will serve as the Air Force’s new aerial tanker, and arm them with the LRSO.

The Air Force’s evident attachment to the B-21 suggests, however, that it believes that the aircraft will be able to defeat adversary air defenses for some time to come. That means that the LRSO would add little capability to the US strategic force mix.

If one were to argue for the redundant capability provided by the LRSO, the number of new ALCMs that the Pentagon proposes to purchase — 1,000 to 1,100 — is difficult to understand. Even allowing for extra cruise missiles for test purposes, the number seems excessively high.

In its 2010 annual report to Congress on implementation of the Strategic Offensive Arms Reduction Treaty (SORT), the State Department advised that, as of Dec. 31, 2009, the United States had 1,968 operationally deployed strategic nuclear warheads. That figure captured the actual number of nuclear warheads atop SLBMs and ICBMs plus the number of nuclear bombs and ALCMs at air bases for use by bombers.

On June 1, 2011, a State Department fact sheet showed the number of deployed US strategic warheads as 1,800 as of Feb. 5, 2011, when the New Strategic Arms Reduction Treaty (New START) went into force. A Dec. 1, 2011, fact sheet provided a more detailed breakdown of US strategic forces. It stated that, as of Sept. 1, 2011, the United States had 1,790 deployed strategic warheads and 125 deployed strategic bombers. Like SORT, New START counts each warhead on a deployed ballistic missile as a deployed warhead. But New START counts bomber weapons differently from SORT. New START attributes each deployed bomber as one warhead, regardless of the number that it can carry or the number of weapons that may be at bomber bases.

The 125 deployed bombers on Sept. 1, 2011, would have counted as 125 under New START’s deployed strategic warhead total. Reducing 1,790 by 125 yields 1,665 — the number of deployed warheads then on US SLBMs and ICBMs.

Comparing the SORT and New START numbers is a bit of an apples-and-oranges comparison, but it gives some idea of the number of bomber weapons at US strategic bomber bases. Unless there was a dramatic increase in the number of warheads on ICBMs and SLBMs between the end of 2009 and September 2011 — and there is no reason to think that there was — comparing SORT’s 1,968 figure (end of 2009) to the 1,665 deployed warheads on ICBMs and SLBMs (under New START counting rules in September 2011) suggests some 300 nuclear bombs and ALCMs were at bomber bases. The B-2s would have been armed with bombs, which indicates a maximum of 200-250 ALCMs. The Federation of American Scientists (FAS) also estimates that there are about 300 nuclear weapons at strategic bomber bases, of which 200 are nuclear-armed ALCMs. FAS believes an additional 375 ALCM airframes are held in reserve.

This comparison raises the question: Why would 1,000-1,100 ALCM airframes be needed to support a couple of hundred deployed ALCMs?

The United States should sensibly modernize its strategic deterrent, particularly in a time of tight defense budgets. The case for the LRSO is demonstrably weak, especially for the planned size of the program. The LRSO should be shelved.

This piece was originally published in Defense News.

At a news conference in Seoul today, the United States and the Republic of Korea jointly announced the decision to deploy a Terminal High Altitude Area Defense (THAAD) missile defense system on the Korean Peninsula, with operational deployment planned by the end of 2017. Though many details are still pending, the decision is not a surprise, and the purposes of the deployment are wholly transparent.

As elaborated in the official announcement, the THAAD deployments are intended to defend the infrastructure and citizens of South Korea, and to protect core military capabilities underpinning the U.S.-Korea alliance. It is not a panacea for South Korea’s potential vulnerabilities to North Korean missile attack, but it will appreciably buttress Seoul’s still-limited air and missile defense capabilities, and explicitly link them to the far greater assets of the United States. 

Seoul did not undertake this commitment lightly. In recent years, South Korean strategic analysts have hotly debated the missile defense issue, but the political-military leadership has proceeded very deliberately. It was only in the aftermath of North Korea’s fourth nuclear test in early January and a long-range rocket test that soon followed that President Park Geun-hye’s administration agreed to initiate consultations on the “earliest possible” deployment of a THAAD missile battery. The North’s accelerated missile testing program, evident since April, reinforced the need for a meaningful response to Pyongyang’s actions.

Neither China nor Russia seems mollified by today’s announcement. Beijing and Moscow both perceive a malign U.S. strategic design, purportedly intended to detect and intercept Chinese and Russian strategic missiles, thereby invalidating their respective deterrence capabilities. But these worst-case estimates attribute technical reach and refinement to the Raytheon radar system likely to accompany the THAAD deployment that substantially exceeds even the manufacturer’s claims. 

China and Russia also contend that the THAAD deployment will further complicate the larger goal of denuclearization and threat reduction on the Korean Peninsula. But this places the cart before the horse. Pyongyang’s determination to expand and diversify its nuclear and missile programs has triggered the THAAD decision. Without the North’s accelerated military efforts, it is very doubtful that sentiment in Seoul would favor deployment of THAAD. Beijing and Moscow assuredly know how to connect the dots, but they seem unwilling to do so. 

At a time of increased Chinese wariness about U.S. military strategy along China’s periphery, it is not a surprise that Beijing has paid little heed to American and South Korean assurances.

Beijing also calculates that warning South Korea of unspecified consequences will convince Seoul to forego the THAAD decision. But this underestimates the South’s determination to proceed with missile defense, which will tie Seoul even more integrally to longer-term cooperation with the United States. This decision is unwelcome in China, but it is wholly within Seoul’s sovereign right to defend its vital interests by all appropriate means; China routinely does the same.

In meetings with Chinese counterparts, senior Korean officials have repeatedly stated that the THAAD deployment serves one irreducible purpose: the protection of South Korean vital national security interests. Seoul is keenly aware of Chinese strategic equities, and will remain very mindful of Beijing’s concerns as it moves ahead with this program. 

At the same time, Seoul and Washington have repeatedly conveyed their willingness to impart to officials in Beijing the limited purpose of the THAAD deployment. It will be directed entirely towards the North’s threats against the South; it will be exclusively bilateral in design; and it will not be targeted against the capabilities of any other party. 

At a time of increased Chinese wariness about U.S. military strategy along China’s periphery, it is not a surprise that Beijing has paid little heed to American and South Korean assurances, at least publicly. But officials and analysts in China must quietly grasp the reasons for the THAAD decision. The North’s nuclear and missile programs worry China deeply, as well. 

The need for a quiet, private conversation about the risks to stability on the peninsula has never been greater. The United States and South Korea are surely ready for this conversation. Whether China is ready remains to be seen.

The Pentagon is embarking on a modernization of U.S. strategic nuclear forces that will cost hundreds of billions of dollars. Much of it makes sense, as key elements of the strategic triad age out and require replacement. As long as nuclear weapons exist, the United States should maintain a robust triad. However, the long-range stand-off weapon (LRSO), a new nuclear-armed air-launched cruise missile, does not make sense.

The U.S. strategic triad consists of intercontinental ballistic missiles (ICBMs), submarine-launched ballistic missiles (SLBMs), and strategic bombers. This mix gives the Pentagon the ability to hold at risk things that a potential adversary values. The inherent ability to destroy those things provides the basis for deterrence.

ICBMs can hold at risk targets 6,000 miles away. As they are based on mobile ballistic missile submarines, SLBMs can reach targets anywhere on earth. The same is true for weapons carried by the B-2 and B-52 and, in the future, the B-21. With aerial refueling, U.S. strategic bombers have global reach.

So the question arises: What unique target set could the LRSO hold at risk that cannot be threatened by ICBMs, SLBMs, or gravity bombs delivered by stealthy strategic bombers? At a recent panel discussion on the LRSO, the best answer to this question was “certain things”—but the proponent could not articulate what those “things” were. That explains much of the questioning about the LRSO. No one seems able to offer a plausible explanation for what the LRSO could do that other strategic nuclear systems cannot.

The weapon’s justification often seems to boil down to: The Pentagon is replacing other strategic systems because they are old, so it should replace the old nuclear-armed air-launched cruise missile (ALCM) as well. Does that logic hold?

The Air Force developed nuclear-armed ALCMs in the 1970s because the B-52 presented a big target on radar screens. Concern grew that the B-52 could not penetrate Soviet air defenses. A B-52 armed with ALCMs could launch its missiles from well beyond the reach of those air defenses.

Today, however, the Air Force has the stealthy B-2 bomber. It is in the process of procuring 80 to 100 B-21 bombers, which reportedly will incorporate stealth and advanced electronic warfare capabilities. The Department of Energy is already well along in the program to modernize the B61 nuclear gravity bomb. The modernized bomb will be highly accurate and have a variable yield. B-2 and B-21 bombers that can penetrate advanced air defenses and deliver B61 bombs against targets make the LRSO redundant.

Some suggest the LRSO hedges against a compromise of the B-21’s stealth. If that argument has merit, Congress ought to reexamine the wisdom of spending $60 to $80 billion—or perhaps $100 billion—on the bomber. Converted KC-46s (military refueling variants of the Boeing 767) with LRSOs would offer a far cheaper option. The Pentagon, however, seems to believe the B-21 will be capable of defeating advanced air defenses.

That being so, the case for the LRSO is weak. It will cost taxpayers $20 to $30 billion. True, that is a relatively small cost compared to what the Pentagon will pay to replace the Ohio-class ballistic missile submarines or build the B-21. But it is not chump change.

Some LRSO proponents cite the relatively “small” cost to argue that the defense budget can afford it. Current Pentagon officials, however, say they have no idea how to pay for everything they want for strategic modernization. Given the rising cost of mandatory spending such as social security and Medicare, and the pressure to hold down the deficit, the budget problem will not become easier in the 2020s, when the “bow-wave” of strategic modernization spending arrives. The Air Force will likely find itself having to choose between B-21s, KC-46 tankers, F-35 fighters, and the LRSO. It also wants to buy a new ICBM then. It is hard to see how all of that will be affordable.

Funding the LRSO now contributes to a budget time-bomb that the current administration and Congress will leave to their successors. The LRSO seems a redundant weapon without a mission. Shelving the program would defuse part of that time-bomb.

At the time that the Joint Comprehensive Plan of Action (JCPOA) with Iran was being debated here in Washington, I felt that the terms of the deal were far less consequential than how the United States responded to Iranian regional behavior after a deal was signed. I see the events of the past 12 months as largely having borne out that analysis. While both sides have accused the other of "cheating" on the deal in both letter and spirit, it has so far largely held and neither Tehran nor Washington (nor any of the other signatories) have shown a determination to abrogate the deal or flagrantly circumvent its terms. However, as many of my colleagues have noted, the real frictions have arisen from the U.S. geostrategic response to the deal.

I continue to believe that the Obama administration was ultimately correct that signing the JCPOA was better than any of the realistic alternatives—even if I also continue to believe that a better deal was possible, had the administration handled the negotiations differently. However, its regional approach since then has left a fair amount to be desired:

• The president gratuitously insulted the Saudis and other U.S. allies in his various interviews with Jeff Goldberg of The Atlantic. 
• After several alarming Iranian-Saudi dust-ups, administration officials have none-too-privately condemned Riyadh and excused Tehran in circumstances where both were culpable. 
• Washington has continued to just about ignore all manner of Iranian transgressions from human rights abuses to missile tests, and senior administration officials have turned themselves into metaphorical pretzels to insist that the United States is doing everything it can to assist the Iranian economy. 
• And the overt component of the administration's Syria policy remains stubbornly focused on ISIS, not the Bashar Assad regime or its Iranian allies, while the covert side focused on the regime remains very limited—far smaller than America's traditional Middle Eastern allies have sought. 

To be fair, the administration has been quite supportive of the Gulf Cooperation Council war effort in Yemen—far more so than most Americans realize—but even there, still much less than the Saudis, Emiratis, and other Sunni states would like. 

To be blunt, the perspective of America's traditional Sunni Arab allies (and to some extent, Turkey and Israel) is that they are waging an all-out war against Iran and its (Shiite) allies across the region. They have wanted the United States, their traditional protector, to lead that fight. And they feared that the JCPOA would result in one of two different opposite approaches: either that the United States would use the JCPOA as an excuse to further disengage from the geopolitical competition in the region, or even worse, that Washington would use it to switch sides and join the Iranian coalition. Unfortunately, their reading of events has been that this is precisely what has happened, although they continue to debate whether the United States is merely withdrawing or actively changing sides. And as both Bruce Reidel and I have both stressed, this perception is causing the GCC states to act more aggressively, provoking more crises and worsening proxy warfare with Iran that will inevitably aggravate an already dangerously-unstable Middle East and raises the risk of escalation to something even worse.

U.S. President Barack Obama walks with Saudi King Salman at Erga Palace upon his arrival for a summit meeting in Riyadh, Saudi Arabia April 20, 2016. Photo credit: Reuters/Kevin Lamarque.

Looking to year two

All that said, I wanted to use the first anniversary of the JCPOA to think about where we may be on its second anniversary. By then, we will have a new president. Donald Trump has not laid out anything close to a coherent approach to the Middle East, nor does he have any prior experience with the region, so I do not believe we can say anything reasonable about how he might handle the region if he somehow became president. Hillary Clinton, on the other hand, has had considerable experience with the region—as first lady, senator, and secretary of state—and she and her senior aides have discussed the region to a much greater extent, making it possible to speculate on at least the broad contours of her initial Middle East policy. 

In particular, Clinton has been at pains to emphasize a willingness to commit more resources to deal with the problems of the Middle East and a fervent desire to rebuild the strained ties with America's traditional Middle Eastern allies. From my perspective, that is all to the good because an important (but hardly the only) factor in the chaos consuming the Middle East has been the Obama administration's determination to disengage from the geopolitical events of the region and distance itself from America's traditional allies. The problem here is not that the United States always does the right thing or that our allies are saints. Hardly. It is that the region desperately needs the United States to help it solve the massive problems of state failure and civil war that are simply beyond the capacity of regional actors to handle on their own. The only way to stop our allies from acting aggressively and provocatively is for the United States to lead them in a different, more constructive direction. In the Middle East in particular, you can't beat something with nothing, and while the United States cannot be the only answer to the region's problems, there is no answer to the region's problems without the United States.

My best guess is that our traditional allies will enthusiastically welcome a Hillary Clinton presidency, and the new president will do all that she can to reassure them that she plans to be more engaged, more of a leader, more willing to commit American resources to Middle Eastern problems, more willing to help the region address its problems (and not just the problems that affect the United States directly, like ISIS). I think all of that rhetorical good will and a sense (on both sides) of putting the bad days of Obama behind them will produce a honeymoon period. 

[T]he second anniversary of the JCPOA could prove even more fraught for America and the Middle East than the first.

But I suspect that that honeymoon will come to an end after 6 to 18 months, perhaps beginning with the second anniversary of the JCPOA and occasioned by it. I suspect that at that point, America's traditional allies—the Sunni Arab States, Israel, and Turkey—will begin to look for President Clinton to turn her words into action, and from their perspective, that is probably going to mean doing much more than President Obama. I suspect that they will still want the United States to join and/or lead them in a region-wide war against Iran and its allies. And while I think that a President Clinton will want to do more than President Obama, I see no sign that she is interested in doing that much more. 

Syria is one example. The GCC wants the United States to commit to a strategy that will destroy the Assad regime (and secondarily, eliminate ISIS and the Nusra Front). Clinton has said she was in favor of a beefed-up covert campaign against the Assad regime and that she is in favor of imposing a no-fly zone over the country. If, as president, she enacts both, this would be a much more aggressive policy than Obama's, but as I have written elsewhere, neither is likely to eliminate the Assad regime, let alone stabilize Syria and end the civil war—the two real threats to both the United States and our regional allies (and our European allies). 

Even more to the point, I cannot imagine a Hillary Clinton administration abrogating the JCPOA, imposing significant new economic sanctions on Iran, or otherwise acting in ways that it would fear could provoke Tehran to break the deal, overtly or covertly. That may look to our traditional allies like Washington is trying to remain on the fence, which will infuriate them. After Obama, and after Clinton's rhetoric, they expect the United States to stand openly and resolutely with them. At the very least, such American restraint will place further limits on the willingness of a Clinton administration to adopt the kind of confrontational policy toward Tehran that our regional allies want, and that her rhetoric has led them to expect. 

U.S. Secretary of State Hillary Rodham Clinton (C) speaks with Jordan's Foreign Minister Nasser Judeh (L) and United Arab Emirates Minister of State for Foreign Affairs Anwar Gargash as they participate in the Libya Contact Group family photo at the Emirates Palace Hotel in Abu Dhabi June 9, 2011. Photo credit: Reuters/Susan Walsh.

Reconcile, or agree to disagree?

Let me be clear, I am not suggesting that the United States should adopt the GCC analysis of what is going on in the region wholeheartedly. I think that it overstates Iran's role as the source of the region's problems and so distracts from what I see as the region's real problems—state failure and civil wars—even if the Iranians have played a role in exacerbating both. 

Instead, my intent is simply to highlight that there are some important strategic differences between the United States and its regional allies, differences that are not all Barack Obama's fault but reflect important differences that have emerged between the two sides. If this analysis is correct, then the second anniversary of the JCPOA could prove even more fraught for America and the Middle East than the first. The honeymoon will be over, and both sides may recognize that goodwill and rousing words alone cannot cover fundamental divergences in both our diagnosis of what ails the region and our proposed treatment of those maladies. If that is the case, then both may need to make much bigger adjustments than they currently contemplate. Otherwise, the United States may find that its traditional allies are no longer as willing to follow our lead, and our allies may discover that the United States is no longer interested in leading them on the path they want to follow.

Few issues are closer to President Obama’s vision of the global future than his convictions about reducing the role of nuclear weapons in U.S. national security strategy. Less than three months after entering office, in a major speech in Prague, he put forward an ambitious nuclear agenda, declaring that the United States (as the only state ever to employ nuclear weapons in warfare) had a “moral responsibility…to seek the peace and security of a world without nuclear weapons.”

Seven years later, despite the administration’s having advanced other goals in non-proliferation policy, the larger vision of a nuclear-free world remains very much unfulfilled. But President Obama apparently hasn’t given up. In late May, he became the first American president to visit Hiroshima, where the United States first employed a nuclear weapon in warfare. In his speech, the president declared that “nations like my own that hold nuclear stockpiles…must have the courage to escape the logic of fear and pursue a world without them.” Moreover, as President Obama approaches his final six months in office, senior officials are purportedly deliberating additional policy changes that they believe could be undertaken without congressional approval. As Deputy National Security Adviser Ben Rhodes said in a June 6 speech at the Arms Control Association, the president remains intent on advancing his “Prague agenda” before leaving office.

According to recent press reports, the policy options under consideration include U.S. enunciation of a nuclear “no first use” doctrine. Such a step would represent a profound shift in U.S. policy. Non-nuclear states living in the shadow of nuclear-armed adversaries have long relied on U.S. security guarantees, specifically the declared commitment to employ nuclear weapons should our allies be subject to aggression with conventional forces. They have based their own national security strategies on that pledge, including their willingness to forego indigenous development of nuclear weapons.

Northeast Asia presents a clear contradiction between President Obama’s non-nuclear aspirations and existing circumstances.

These issues bear directly on the credibility of U.S. guarantees to allies in Europe and Asia, with particular relevance in Northeast Asia. Since the end of the Cold War, the content of the U.S. extended nuclear deterrence pledge has already narrowed. Washington has long deemed any use of nuclear weapons a matter of absolute last resort. Since the early 1990s, Washington has also enunciated an unambiguous distinction between employment of conventional and nuclear weapons, including the unilateral withdrawal of all tactical nuclear weapons deployed on the Korean peninsula. 

The Obama administration itself has also moved closer to limiting nuclear weapons use exclusively to deter another state’s first use of such a weapon against the United States, its allies, and partners—in fact, the 2010 Nuclear Posture Review declared that this was a “fundamental role” of the American nuclear arsenal. At that time, it also pledged to “work to establish conditions” under which it was safe to adopt universally a policy where the “sole purpose” of U.S. nuclear weapons was to deter a nuclear attack by an adversary. The implication of such a “sole purpose” policy would be that North Korea need not fear American nuclear retaliation if it mounted only a conventional attack against South Korea. 

Whether it is “no first use” or “sole purpose use,” Northeast Asia presents a clear contradiction between President Obama’s non-nuclear aspirations and existing circumstances. The Republic of Korea and Japan (the only state ever subject to nuclear attack) confront the reality of a nuclear-armed North Korea. Pyongyang continues to enhance its weapons inventory and the means to deliver them. It also regularly threatens Seoul and Tokyo with missile attack, potentially armed with nuclear weapons. 

[A]ny indications that the United States might be wavering from its nuclear guarantees would trigger worst-case fears that the United States, above all, would not want to stimulate.

Both U.S. allies are therefore strongly opposed to a U.S. "no first use" pledge, and would likely have deep concerns about a sole purpose commitment. Though the United States possesses a wide array of non-nuclear strike options in the event of a North Korean attack directed against South Korea or Japan, any indications that the United States might be wavering from its nuclear guarantees would trigger worst-case fears that the United States, above all, would not want to stimulate. At the same time, choosing not to issue a "no first use" pledge should not in any way suggest that the United States favors nuclear use, which would play directly into North Korean propaganda strategy. Rather, the United States should not preemptively remove the nuclear option, especially when North Korea is in overt defiance of its non-proliferation obligations and is single-mindedly intent on a building a nuclear weapons capability.

The Obama administration must therefore balance its clear desire to advance a non-nuclear legacy with Northeast Asia’s inescapable realities. Enunciating a "no first use" doctrine or a sole purpose commitment in the administration’s waning months in office is a bridge too far. Though the United States can and should engage South Korea and Japan in much deeper consultations about extended deterrence, it cannot put at risk the security of allies directly threatened by attack from a nuclear-armed adversary. 

The next U.S. president will have to square this circle. In the meantime, the Obama administration should do all that it can to plan for the road ahead, even if it means policy pledges that might not be as visionary as it would prefer. 

Editors’ Note: Presumptive Republican presidential nominee Donald Trump has proposed, in various forms and iterations, banning Muslims from entering the United States “until we figure out what’s going on,” in his words. Shadi Hamid responds to this proposal below, in an excerpt from a longer piece in The Atlantic in which Uri Friedman surveys various experts on the issue.

If Donald Trump is really interested in understanding the roots of anti-Americanism, there’s a solution: to read the hundreds of books and articles written on why, exactly, “Muslims” might not be particularly enthused about American policy in the Middle East (there’s little evidence to suggest that large numbers of Muslims have any particular antipathy toward Americans as people).

But it’s possible that Trump is just being imprecise. Perhaps what he really wants to say is not that Muslims “hate” Americans, but rather that they may be ambivalent about or even opposed to certain liberal values that are associated with being American. Obviously, it is impossible to generalize about an entire religious group, but polling does suggest that majorities in Arab countries like Egypt and Jordan, as well as non-Arab countries like Indonesia and Malaysia, aren’t quite classical liberals when it comes to issues like apostasy, religiously derived criminal punishments, gender equality, or the relevance of religious law in public life more generally.

If this happens to be Trump’s argument, it would be ironic, since Trump himself cannot be considered a liberal in the classical sense. In fact, he fits the definition of an “illiberal democrat” quite well, as I argued in a recent essay here in The Atlantic. That said, I have to admit that I’m concerned about anti-Muslim bigots misconstruing my own arguments around “Islamic exceptionalism”—that Islam has been and will continue to be resistant to secularization—after the attacks in Orlando. It’s undoubtedly true that large numbers of Muslims in both the West and the Middle East consider homosexual activity to be religiously unlawful, or haram, but let us be careful in drawing a link between such illiberalism (which many Christian evangelicals and Republican politicians share) and the desire to kill. That’s not the way radicalization works. We would never argue, for instance, that Senators Ted Cruz or Marco Rubio are “at risk” individuals who may, if we don’t keep a close eye on them, commit mass murder against gay Americans.

In any case, conservative Muslims, orthodox Jews, Christian evangelicals (or for that matter Trump supporters residing in Poland who want to emigrate to the U.S. if Trump wins) have the right to be “illiberal” as long as they express their illiberalism through legal, democratic means. These are rights that are protected by the American constitution, enshrined in the Bill of Rights.

Perhaps Trump is thinking specifically about violence perpetrated by Muslims, as he suggested in comments after the Orlando attacks. The interesting thing though—and something that is rarely acknowledged by U.S. politicians—is that the preponderance of Middle Eastern violence in recent decades has been perpetrated not by Islamists but by secular autocrats against Islamists, in the name of national security. These, as it happens, are the very strongmen that Trump seems to have such a soft spot for.

Ultimately, Trump cannot, through the force of arms or his genuinely frightening anti-Muslim rhetoric, compel the many conservative Muslims in the Middle East to be something they’re not, or would rather not be. To suggest that Muslims need to be secular or irreligious (by Trump’s own arbitrary standards) is dangerous. The message there is one that ISIS would find appealing for its own divisive purposes: that an increasingly populist and bigoted West has no interest in respecting or accommodating Islam’s role in public life, even when expressed legally and peacefully. The sad fact of the matter, though, is simple enough: Trump has less respect for the American constitution than the vast majority of American Muslims, many of whom, like me, are the children of immigrants. In Trump’s America, it so happens, my parents would have been banned from ever entering in the first place.

Editors’ Note: Turkey’s failed coup may lead to the worsening of Europe’s migration crisis, writes Jessica Brandt. That’s because it could lead to the dissolution of a recent pact between Brussels and Ankara over the plight of refugees arriving on the European Union’s shores. This post originally appeared on Vox.

Turkey’s recent failed coup may lead to the worsening of Europe’s migration crisis. That’s because it could lead to the dissolution of a recent pact between Brussels and Ankara over the plight of refugees arriving on the European Union’s shores. Even before the events of last weekend, the fate of the agreement was uncertain amid quarrels between the parties. Now its future is even more in doubt.

Last year, more than a million migrants and refugees crossed into Europe, roiling politics across the continent. It’s a crisis EU chief Donald Tusk has described as an “existential challenge.”

Under the terms of the deal, Turkey agreed to accept the “rapid return of all migrants not in need of international protection crossing from Turkey into Greece and to take back all irregular migrants intercepted in Turkish waters.” In other words, almost all refugees who cross into Greece are slated to be returned to Turkish soil.

In return, the EU pledged to speed up the allocation of €3 billion in aid to Turkey to help it house and care for refugees, “reenergize” Turkey's bid for membership in the EU, and lift visa restrictions on Turkish tourists and businessmen.

But the European Commission has conditioned changes to the visa restrictions on better governance in Turkey. In particular, it requires a change in President Recep Tayyip Erdoğan’s controversial anti-terror law, which he has used to crack down on journalists and critics. Erdoğan was already adamantly against narrowing the law to protect free speech. Having now overcome a determined coup attempt, he is even less likely to do so.

Instead, it appears probable that he will further clamp down on civil liberties, acting on his authoritarian instincts and retaliating against his detractors. On Sunday, he suggested that he might reintroduce the death penalty, a practice Turkey abolished in 2004 as part of its bid for EU membership. Doing so would widen the gap in political culture between Turkey and Europe and, as German Foreign Minister Frank-Walter Steinmeier asserted forcefully on Monday in Brussels, derail the already limited possibility of reigniting accession talks.

The pact has already been strongly opposed by the European left, and particularly by humanitarian and human rights groups. Rising authoritarianism in Turkey would only increase resistance to the deal, making implementation even harder, especially if those groups were to scale back their activities on the ground.

That would not be without precedent. The United Nations High Commissioner for Refugees, Doctors Without Borders, and the International Rescue Committee, among others, have suspended some of their activities in refugee centers because they do not want to be involved in implementing a deal that they describe as constituting the blanket expulsion of refugees from Turkey back to Greece.

[A] crackdown could also undermine the legal basis of the agreement.

Crucially, a crackdown could also undermine the legal basis of the agreement. One of the agreement’s key provisions is that individuals who cross from Turkey into Greece will be sent back across the Aegean to Turkey. That hinges on the notion that Turkey is a “safe third country” for migrants. A crackdown could prompt refugees to argue that it isn’t.

If that were the case, deporting them to Turkey could be seen as constituting “refoulement”—the forcible return of asylum seekers to a country where they are prone to be subjected to persecution—which is forbidden under both international and EU law.

That’s a problem, since some analysts believe worsening conditions in Turkey could lead even more people seeking refuge to journey onward to Europe. In the past, Erdoğan has threatened to “open the gates” and send refugees streaming into Europe when displeased with the level of financial assistance from Brussels earmarked for managing the crisis. Preoccupied by troubles at home, he may see stability as in his interest and resist taking aggressive steps that would cause an open breach.

For both parties, finding a stable, though imperfect, accommodation—as they were poised to do prior to the events of last weekend—is still the most promising path forward. Let’s hope the parties take it. Managing Europe’s migration crisis depends on it.

"World class." The term has been bandied about the Puget Sound region for years now. But during the grinding tech and aerospace busts of recent years and the recession that followed, the term became a mocking one.

Despite those setbacks, Seattle nonetheless remains on the cusp of becoming a world-class city and region.

It just doesn't seem to know it sometimes.

Seattle is among the most educated places in the country. From this brainpower spring high median wages paid by good jobs. Despite the price pressure exerted by those wages, Seattle has low rates of childhood poverty and overall poverty, leading to a balanced income distribution, as documented by a recent Brookings study.

Moreover, Seattle has come a long way from the days when gas-station owners would raise prices on Boeing paydays. The University of Washington and a strong network of other research institutions like the Fred Hutchinson Cancer Research Center are continually setting the stage for more diversification of the economy by fostering new ideas and technologies.

Immigrants both foreign and domestic also contribute to the innovative ferment of the region.

In short, Seattle has Boston's high educational attainment without the persistent ghosts of racial animosity and deep poverty. Seattle has the Research Triangle of North Carolina's talent for innovation, but in a still mostly urban-centered environment surrounded by some of the greatest natural amenities and vistas in the world.

With the region slowly emerging from the recession, the technology bust and aerospace industry trouble, more growth is surely on the horizon. What form will that growth take?

Seattle and the Puget Sound like to talk about the sustainability of growth. To its credit, under the Greg Nickels administration, the city of Seattle has been moving toward allowing more density downtown to increase housing choices and, presumably, reduce growth pressures on the urban fringe. And suburban cities throughout the region—such as Bellevue, Renton and Auburn—are working to boost their downtowns in conjunction with transit investments.

Sustainability is also the rationale for myriad shoreline-reclamation and creek-restoration projects.

But regardless of all the respect for the environment evidenced in hundreds of decisions, Seattle, as constituted, is an unsustainable region.

For all of Seattle's and the region's current greatness, failure to address three key issues—transportation, housing and schools—will unravel achievements to date and degrade the quality of growth to come.

Despite employment density and concentration, mobility—partly because of geography and partly because of a lack of a unified transportation strategy—is getting worse. Left unaddressed, the pressure of excessive decentralization will be severe and the impact on quality of life will be brutal.

The innovative nature of the region's economy and its high wages are bidding up real-estate prices, raising three big threats: stunting of middle-class growth as burdens on low-income families become severe and dampen their ascent; acceleration of population decentralization by the search for affordable housing (again impacting quality of life and the environment); and stagnating economic growth.

The other limiting factor to future economic growth is education. Seattle's public schools continue to wrestle with severe budget problems and quality is sadly far too correlated with race and income, disadvantaging the students who need good schools the most.

Additionally, the University of Washington is turning away qualified students for lack of capacity. This especially hurts graduates of the region's successful community colleges such as Seattle Central, a key ladder into the middle class for many low-income and immigrant students. To shunt such potential elsewhere is nonsensical and will eventually hurt the region competitively and economically.

These three challenges threaten the region's current prosperity and undermine its potential to do what few U.S. cities have done—grow sustainably, spread the wealth and preserve natural and environmental assets—becoming truly world class in the process.

As Seattle contemplates its future, it needs to think along these lines:

• On transportation, the region has simply grown too much to have mobility run by a farrago of agencies.

Despite progress by Sound Transit on light rail, the days of multiple competing systems and their redundancies, wasting infrastructure dollars (read taxes), need to end. A coordinated regional transportation strategy is necessary.

Also, the one bidder, price yet-to-be-determined monorail seems a solution in search of a problem. Public dissatisfaction with transportation is understandable. Spending over a billion dollars out of pique on a system with no park-and-rides serving only one of the region's job centers, albeit downtown, is not.

The region, and not just the political leadership, also needs to unite behind a solution, whatever it may be, to replacing the creaky Alaskan Way Viaduct, a highway of not just state but national significance (read federal funding) due to trade and the Port of Seattle.

Though the state and city seem to be united on a tunnel solution, funding remains problematic, and many are still arguing for a new elevated viaduct because of views for drivers, a risible proposition at best. Form needs to follow function both for transportation and land use.

• On housing, the city and region need to embrace density in appropriate locations. But dense housing cannot be the province only of the well-to-do.

Dense, new housing needs to incorporate favorable regulatory treatment for affordable housing and local support not just for the very poor but work-force housing to allow people to live closer to their jobs if they choose.

• On education, Seattle schools and the city have made a start by targeting the latest levy at performance in the most struggling schools. But more needs to be done to spend existing revenues more wisely.

A re-examination of Olympia's long-unchanged local-funding formulas is also overdue.

More broadly, the economic integration fostered by housing redevelopment in the Rainier Valley and White Center can only benefit surrounding schools and their students. High-quality public schools keep middle-class residents close to their jobs, fostering many of the region's goals.

Complicating action on all three of these challenges is the region's sclerotic political culture in which process is valued more than results and Weyerhaeuser is kept in business by the printing of report after report after task force after advisory committee.

Seattle, from the outside, seems blessed with talent, but an overabundance of process compounded by a reflexive populism and anti-elitism leads people to dismiss valuable ideas and proposals. In South Lake Union, for example, many oppose a revamp of the neighborhood solely due to Paul Allen's involvement, despite the huge potential the area has as a new locus of jobs and housing.

Admittedly, in a state where so many people are from somewhere else, it's tough to achieve consensus. And certainly the region's leaders should not make decisions willy-nilly—especially in immigrant-heavy neighborhoods that most need investment—without public input.

But if the city's and region's political culture does not mature enough to leverage its economic strengths, the magnets bringing people to the Puget Sound and keeping them there—be it jobs, outdoor recreation or the sheer diversity of the metropolis—will decline.

Lost will be not just Seattle's opportunity to become the Vancouver, B.C., of the American West Coast, but the chance to become the leading city of the Pacific Rim, with jobs, culture and architecture like the San Francisco Bay Area and Tokyo, but with an ease of living too often only ascribed to the Sun Belt in this country.

And then in the struggle to become truly world class, local civic and political leaders won't have to worry about people being from somewhere else.

They will live there, having either left Seattle or never arrived.

Borders and fences, amnesty and enforcement, earned legalization and guest workers—such is the shorthand in debating immigration today.

Yet, we talk little about refugees.

It may be because refugees comprise only about 10 percent of annual immigration to America. It may also be because their entry to the United States is rarely debated. Accommodating refugees represents the best ideals of this nation.

Fleeing war, famine, religious or ethnic persecution, and, in some cases, former American foreign-policy engagement, refugees are the epitome of Emma Lazarus' words, engraved on the Statue of Liberty, of the "tired, poor, and huddled masses yearning to be free."

A replica of said statue is set to be returned to its place on the beach at Alki this spring. And it's appropriate, as the Puget Sound region increasingly accommodates many fleeing the worst life has to offer.

From 1983 to 2004, the Seattle region ranked No. 5 nationally in the resettlement of refugees, behind the big immigrant gateways of New York, Los Angeles and Orange County in California, and Chicago. However, Seattle's total foreign-born ranking is only 23rd, as refugees there comprise much more of the immigrant population than most other places around the country.

The region's refugee population is probably more important to the growth of the region than in other places. And it has been growing over the past 20 years.

Of the some 50,000 refugees resettled in Seattle over that period, fully one-third are from Southeast Asia—including Vietnam, Cambodia and Laos—and 42 percent come from the remnants of the USSR.

Other sizable populations come from the former Yugoslavia, Somalia and Ethiopia.

Metropolitan Seattle—along with Minneapolis-St. Paul, Atlanta, Sacramento and Portland—has progressively resettled more refugees over time.

Now, one in five U.S. refugees is initially placed in one of these metropolitan areas, up from only 9 percent in the 1980s and 13 percent in the 1990s.

And these refugees are different than in the past.

Because of changes in the conflicts beleaguering our planet, refugees admitted to the United States in recent years increasingly hail from African countries confronting civil conflict.

Like earlier waves, these newest refugees are determined to pursue, but unprepared for, life and work in the United States and need assistance as they settle into new communities and become active members of local schools, workplaces and neighborhoods.

Like other foreign-born migrants, Seattle's refugees have been quickly plugging into the economic life of the region, from the bustling International District downtown to the polyglot scene that is the Crossroads Mall in Bellevue.

Seattle's healthy local labor market has helped foster their adjustment as many refugees have found foothold jobs in hotels, restaurants, shops, health services, food production and preparation. Perhaps not long term, but these jobs are key steps on the road to economic independence and upward mobility. In any event, they are a far cry from the situations refugees left behind.

Local service agencies and assistance organizations, religious and ethnically based, play a strong role in the resettlement process.

These groups do the local work of connecting refugees to employers, housing, health care and language training and otherwise aid their progress toward self-sufficiency. And they are careful to do it in a linguistically and culturally appropriate way.

And other partners exist.

The Seattle Police Department reaches out to refugee and immigrant communities to deal with the potential downfalls of being a stranger in a strange land, specifically addressing gang and drug problems and launching efforts to prevent violence against refugees and immigrants.

The state Office of the Superintendent of Public Instruction has a multiyear program to target schools with large numbers of immigrant and refugee families that aims to improve schooling outcomes for high-school students and increase graduation rates. Involving parents is key to that success, as is the specialized training that tutors receive.

Programs like these—involving few tax dollars but reaping considerable economic rewards for all the region—are in the best interest of Seattle's residents, whether they are refugee newcomers or families that have lived in the region for generations.

Though Seattle fights about highways and stadiums, transit and buses, the entire Puget Sound should proclaim itself in the vanguard on this issue, a beacon, like the statue, of what is right.

Seattle likes to compare itself to its neighbors. On issues from light rail to cycling-friendly streetscapes to the business climate and innovation, Puget Sound residents look to places like Portland and San Francisco and wonder whether the region needs improvement or is doing it better than others.

Generally, those are matters of political and public will, leavened of course with the realities of public finance.

But in the coming decade, the demographic changes that metropolitan Seattle will face should prompt a look at another set of places more like the region than its West Coast neighbors.

Over the 2000s, the Puget Sound region ranked above the national average on measures of growth, educational attainment and racial and ethnic diversity. The Seattle region faces challenges and opportunities distinct from those in the less-diverse Portland area, or the much slower-growing San Francisco Bay area.

New Brookings research instead counts Seattle among a series of growing, highly educated, diverse "Next Frontier" regions like Austin, Denver, and Washington, D.C.

Despite being bookended by two recessions, the past decade surely counts Seattle, like its demographic peers, as one of the success stories of the 2000s.

The region grew by nearly 10 percent from 2000 to 2008. People are moving and immigrating to Seattle and the number of married couples with children is growing — important factors as the baby boomers begin to retire next year.

As in other Next Frontier regions, however, the Seattle area's overall demographic success masks deeper challenges.

On growth, the Puget Sound region has long grappled with issues of sprawl and density. Yet despite these efforts — and increasing public-transit use — the fastest-growing places in the region are on the suburban fringe, increasing commuting costs for the families that settle there and offsetting efforts to reduce greenhouse-gas emissions.

On education, although 36 percent of all Puget Sound-area adults hold four-year college degrees — the 11th-highest rate among the nation's 100 largest metro areas — the rate for whites in the region is now twice as high as for blacks and Hispanics. The region continues to import college graduates from elsewhere while its younger, more racially diverse residents are not attaining at anything close to the levels of their elders.

These challenges are not entirely new but they are intensifying as the nation goes through its biggest demographic transformation since the massive immigration of the early 20th century. Over the next 15 years, the United States is predicted to add a staggering 43 million residents, most of them minorities. All signs point to the Puget Sound region remaining on the front lines of that transformation.

To make the most of its demographic potential, Seattle's first order of business should be increasing regional cohesion to address what are increasingly regionwide challenges.

For instance, nearly twice as many immigrants and poor people now live in the metro area's suburbs as in its big cities. Older, larger jurisdictions like the city of Seattle and its nonprofits have valuable experience and institutional capacity to build upon in helping the region's low-income families, and meeting the human-services needs of the children of immigrants.

The Seattle region can also look to its demographic peers for innovative strategies to address its challenges. One model is Denver's regional council of governments, which successfully and with regional agreement built a major light-rail system very quickly. Likewise, despite the long tenure of growth management in the state, there are lessons in the Sacramento region's Blueprint, which provides a comprehensive road map for addressing future growth in a fiscally and environmentally sustainable manner.

Seattle can also lead its peers in confronting its large educational disparities by race and geography common in Next Frontier metros as the Community Center for Education Results is attempting.

Similarly, Seattle already has a head start on many other places around the country thanks to the efforts of groups like OneAmerica (on immigrant and refugee communities) and the College Success Foundation. And like other Next Frontier metro areas, Seattle retains an economic advantage from its built-in stocks of human capital, innovative firms and research institutions, and livable urban core that attracts highly educated workers.

The Puget Sound region has made admirable efforts to capitalize on those strengths, but challenges ahead will require a regionwide commitment to maintain Seattle's rank among the nation's most demographically vibrant metro areas.

Bruce Katz presented a speech on demographic shifts in the country's largest 100 metropolitan areas and how various leaders, including those in Seattle, will meet the policy challenges of a changing nation.

Introduction:
Today, I would like to present our findings from a major research initiative at the Metropolitan Policy Program, which is accompanied by an interactive website: the State of Metropolitan America. Our report examines the demographic trends that have affected the top 100 metropolitan areas so far this decade, covering the year 2000 through the year 2008. We find a nation in demographic transformation along five dimensions of change.

Watch video of the speech on the Seattle Channel »

We are a growing nation.  Our population exceeded 300 million back in 2006 and we are now on our way to hit 350 million around 2025.

We are diversifying.  An incredible 83 percent of our growth this decade was driven by racial and ethnic minorities. 

We are aging.  The number of seniors and boomers exceeded 100 million this decade.

We are selectively educating. Whites and Asians are now more than twice as likely to hold a bachelors degree as blacks and Hispanics.

We are a nation divided by income. Low-wage workers saw hourly earnings decline by 8 percent this decade; high wage workers saw an increase of 3 percent.  

With this background, I will make three main points today.

First, America’s top 100 metropolitan areas are on the front lines of our nation’s demographic transformation.  The trends I’ve identified—growth, diversity, aging, educational disparities, income inequities—are happening at a faster pace, a greater scale and a higher level of intensity in our major metropolitan areas.  

Second, the shape and scale of demographic transformation is profoundly uneven across metropolitan America.  This variation only partially reflects the traditional division of our country into regions like New England or the Middle Atlantic or the Mountain West. Rather a new “Metro Map” of the nation is emerging that unites far flung communities by their demographic realities rather than their physical proximity. 

Finally, demographic transformation requires action at both the macro and metro scale.  The federal government and the states need to lead where they must to address the super-sized challenges wrought by fast change.  Metropolitan areas must innovate where they should in ways that are tailored to their distinct challenges and opportunities.  And the geography of transformation at the metro scale requires new institutions and ways of governing.

These policy and institutional changes will not be easy.

But let’s remember one thing.  In the global context, the United States is a demographically blessed nation.  Established competitors like Japan, Britain and Germany are either growing slowly or actually declining; rising nations like China remain relatively homogenous. 

In a fiercely competitive world, our growth and diversity may be America’s ace in the hole.

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Seattle Mayor Ed Murray recently announced a plan to raise the minimum wage in his city to $15/hour over the next few years. The plan emerged from a special business/labor advisory committee, approved by 21 out of 24 its members, after four months of hearings, academic studies, and debate . The measure awaits approval by the City Council, but the move to $15/hour in Seattle seems well underway.

Seattle may be the first, but it won’t be the last, city to take this bold step. Granted, there were some peculiarities in Seattle’s case, including a $15/hour minimum wage ballot initiative that succeeded in the nearby city of SeaTac in November, and the election of a new Socialist Party Seattle City Council member who campaigned on the issue. But with inequality taking center stage as a political issue in big cities around the country, mayors, businesses, and labor advocates are watching Seattle closely.

However, the focus on big cities shouldn’t obscure the fact that wages are a function of regional economics. Seattle is indeed a big city, with 635,000 residents and (by our count) nearly 500,000 jobs. But it’s only part of King County, Washington, which has roughly 2 million residents and more than 1 million jobs. And King County is just one of three counties that make up the wider Seattle metropolitan area, with a population of 3.5 million and 1.8 million jobs.

While low-wage jobs are prevalent in Seattle, they’re even more prevalent in its nearby suburbs. Using data from the American Community Survey, my colleague Sid Kulkarni and I calculated that between 2009 and 2011, there were on average 149,000 jobs (full-time and part-time) in the city of Seattle that paid less than $15/hour. Over the same period, the remainder of King County had an average of 216,000 jobs that paid hourly wages below that threshold. These low-wage jobs represented 30 percent of all jobs in Seattle, and 34 percent of all jobs in the rest of King County.

It stands to reason that low-wage jobs are more suburban than high-wage jobs. Typically, the highest-value jobs in a region are located in central cities. High-paying sectors like finance, advanced health care, information technology (Redmond notwithstanding), and higher education tend to be more urban than suburban. Yes, cities also have lots of low-paying jobs in hospitality and retail, but so do suburbs. Those jobs tend to follow people, and most people in major metro areas live in suburbs. As my colleague Elizabeth Kneebone has found, as population sprawls, so does low-wage work.

To be sure, many people who live in the King County suburbs of Seattle will benefit from a $15/hour Seattle minimum wage, because they work in the city. According to a University of Washington study conducted for Mayor Murray’s Income Inequality Advisory Committee, fully four in 10 people who earn less than $15/hour working in Seattle jobs—and who would thus presumably benefit from the minimum wage increase—live outside of the city. That’s particularly important in a region like Greater Seattle, where suburbs are home to most of the poor. At the same time, the UW study finds that nearly as many Seattle residents in sub-$15/hour jobs work outside the city limits.

None of this amounts to an argument against Seattle taking the first step toward increasing its minimum wage. Residential and commercial demand is so strong in the city these days that Seattle may have more latitude than its suburbs to boost its minimum wage significantly without encountering negative employment effects. And maybe the city needs to move first in order to convince its neighbors (and itself) that a $15/hour minimum wage won’t make the sky fall.

But these statistics offer an important reminder that the problems of low wages, inequality, and social mobility do not stop at city borders. Ultimately, more cities might try acting in coordination with their surrounding jurisdictions, as the District of Columbia did with two Maryland counties, to boost their minimum wages and ameliorate any “border effects.” And as Seattle contemplates other key policy initiatives, like universal preschool and backfilling state cuts to transit funding (a King County ballot initiative failed last month), it should keep open the lines of communication with its neighbors, and act as one county—or region—where it can.

In an increasingly international and interconnected economy, Seattle was global before global was cool.

The region’s competitive global assets include internationally competitive firms, strategically important ports and one of the nation’s largest foreign-born populations.

Still, today’s unique economic moment demands an extra measure of purposeful global engagement.

As cities and metropolitan areas begin to emerge from the Great Recession, leaders are realizing the need to restructure the economy — to move from one based on debt and consumption to one powered by production and innovation.

At the same time, most economic growth over the next decade will occur outside of America’s borders. As of 2009, the combined economies of Brazil, India and China eclipsed that of the United States and now account for more than one-fifth of the global economy. By 2018, their share is expected to surpass one-quarter.

The developing world, with a rapidly rising middle class, represents a huge market opportunity for American firms. China and India alone are expected to increase their urban populations by more than 500 million over the next 20 years, which naturally leads to a rise in their consumer classes. By 2050, Chinese and Indian consumers will account for more than half of all middle-class consumption worldwide, up from just 2 percent in 2000.

These growing metropolises will also require massive investments in infrastructure and face huge challenges as they expand, challenges that U.S. firms have the expertise to solve — in transportation and mobility, in sustainability and clean energy, in information technology and software.

America’s metropolitan areas are uniquely positioned to take advantage of this dual challenge through increased trade and investment. The top 100 metro areas not only produce three-quarters of our gross domestic product, they also concentrate our most innovative firms, our research institutions and universities, and the majority of our skilled workers.

So how does the central Puget Sound region stack up? Recently, I came to Seattle as part of the Global Cities Initiative, a joint project of the Brookings Institution and JPMorgan Chase. This initiative aims to catalyze a shift in economic development priorities and practices that would result in more globally connected metropolitan areas and more sustainable economic growth.

The metro area has a strong platform for trade: firms such as Boeing, Microsoft, and Amazon; world-class research assets including the University of Washington and the Fred Hutchinson Cancer Research Center; and a strong legacy of globally oriented leadership, with a wide coalition, including public, private and civic leaders, actively promoting a regional strategy for global engagement.

The data bear this out: While Seattle is the 15th largest metro area in the United States, it has the sixth highest export total, sending more than $47 billion in goods and services abroad in 2012. These exports are overwhelmingly driven by globally competitive clusters in aerospace and information technology.

Partly due to this industry specialty, Seattle’s economy is also highly innovative and uniquely oriented toward science, technology, engineering and math: More than one-quarter of jobs in the metro are in STEM occupations, the fourth highest share of any metropolitan area in the country.

Still, in such a competitive and dynamic global economy, no metro area can afford complacency. In order to maintain its position in the global economy, Seattle needs to get serious about global engagement.

First, focus on global trade and investment. Continue the collaborative efforts of your public, private and civic leaders to focus economic development strategies on growth abroad. In Seattle earlier this month, regional leaders committed to expanding these efforts, joining the Global Cities Initiative’s Exchange, through which the metro area will develop a strategy to increase foreign direct investment in key industries.

Second, invest in what matters. To compete globally, metro areas must be strong at home. In Seattle, this means shoring up your workforce-development pipeline so that local residents have a path to good jobs in advanced industries. It also calls for a regional approach to financing and delivering transportation solutions that not only reduce congestion at home, but also improve your connections abroad.

Finally, metropolitan leaders must look beyond their own borders, identify their trading partners, and build relationships to increase both trade and investment. For example, as part of the Global Cities Initiative, Chicago and Mexico City entered into a first-of-its-kind economic partnership that builds on the extensive economic, social, cultural linkages between the two metros to make both more prosperous.

There are promising efforts under way in the region, as the King County Aerospace Alliance has started collaborating with Aéro Montréal so that the two aerospace clusters can be more competitive.

Simply put, in today’s economic landscape, every city is a global city. The success of regional economies hinges on their engagement throughout the global economy. Seattle has an enviable hand to play; but success is not inevitable.

This opinion piece originally appeared in the Seattle Times.

The Seattle city council voted to push up the city’s minimum wage to $15 an hour. If the wage hike is fully implemented, it will guarantee Seattle’s workers the nation’s highest minimum wage. The increase in the minimum wage will be phased in over a number of years. Big employers that do not provide their employees a health plan are the first that will face the $15 per hour minimum, a requirement that will be fully phased in around 2017. Large employers who offer health benefits will have to pay the $15 minimum starting in 2018. Small businesses with employees who receive tip income will have to pay the $15 per hour minimum a couple of years later, but the countable wage will include employees’ tips. By 2021 all employers in the city must offer a minimum wage of $15 an hour, regardless of the employer’s size.

The federal minimum wage is currently just $7.25 an hour, unchanged since 2009. If Congress does not raise the national minimum wage, Seattle’s minimum will be more than twice the federal minimum wage. Many states currently have a higher minimum wage than the federal one. As it happens, Washington has the nation’s highest state-level minimum wage, $9.32 per hour. Unlike the federal minimum wage law, Washington’s state law increases the state minimum wage every year in line with changes in the consumer price index. By the time Seattle’s $15 per hour minimum becomes effective for large employers in 2017, the Washington state minimum wage will be about $10 per hour, assuming consumer prices continue to rise 2% a year. Thus, large employers in Seattle will have to pay their minimum-wage employees 50% more than minimum-wage employees receive outside the Seattle city limits.

I strongly favor the Administration’s proposal to boost the U.S. minimum wage to $10.10 an hour. It will boost the spendable incomes of millions of poorly paid workers and their families, and I expect it will have only a small adverse effect, if any, on low-wage workers’ job opportunities and work hours. However, I am more cautious about the wisdom of raising a single city’s minimum wage to $15 an hour when nearby jurisdictions leave their minimum wages unchanged.

One reason for my caution is that a big minimum-wage hike can place Seattle’s low-wage employers at a competitive disadvantage compared with employers engaged in the same line of business but located in a nearby suburb. If compensation costs for low-wage workers represent a big percentage of a Seattle employer’s costs, and if the employer faces competition from businesses on the other side of the city limits, companies located in Seattle can lose customers to competitors outside the city.

Consider a business that mainly sells low-cost, fast-food meals. If it must pay $15 an hour to its low-wage employees, while its competitors less than a mile away are only required to pay $10 an hour, the companies outside Seattle can charge lower prices to their customers for shakes, burgers, and fries, and yet still make a profit. The lower cost establishments can capture a larger percentage of the local fast-food trade, reducing fast-food sales inside Seattle’s city limits. The same is true of the goods and services sold by laundry and dry cleaning establishments, inexpensive motels, and other businesses that depend on low-wage workers to stay competitive. The labor cost disadvantage caused by a higher minimum wage can hurt low-wage employment in Seattle and possibly reduce the value of some of the city’s commercial real estate.

To the extent that consumers have the option of buying goods or services from companies that are not required to pay a higher minimum wage, some of the hoped-for gains from a higher minimum wage will be lost. When customers can conveniently buy products or services from firms that face lower labor costs, the new businesses that they patronize will grow and the old, high-cost businesses they abandon will shrink. Low-wage workers may earn higher wages inside the Seattle city limits, but their employment opportunities in Seattle may shrink.

Seattle is a prosperous city, and its mayor was elected in part because of a promise to boost the pay of its most poorly paid residents. If a $15 an hour minimum wage has a chance of working and enjoying broad political support, Seattle is a good place to test the idea. I will be interested to see whether low-wage Seattle businesses continue to prosper even after they are required to pay a minimum wage that is 50% higher than the one faced by competitors in nearby suburbs. The risk of a big minimum-wage hike at the city level is that the city’s low-wage employers will be harmed in their competition with out-of-town businesses that sell the same products or services. The risk of this kind of harm is vastly smaller when the minimum wage is increased at the state or national level. If the Administration can persuade Congress to boost the national minimum wage, all employers—inside and outside a city’s limits—will be required to raise the pay they offer to their most poorly paid workers.

Note: An edited version of this post appears on Fortune.com

From gourmet coffee to online shopping and software, the Seattle region has a long history of bringing innovations to market. And with its environmental consciousness, Seattle consistently ranks among the greenest cities in the United States.

So it makes sense that the region is capitalizing on its sustainability ethos to sharpen its next competitive advantage: smart building technology.

The region’s desire to cement a new market capability was partly about jobs, given the Great Recession and its aftermath. But leaders were concerned about a more basic dilemma: How can Seattle get beyond the “two Bills”-- Bill Boeing and Bill Gates—to build the next generation of innovation and a platform for broad-based economic growth?

Given their existing strengths, firms and leaders in the Puget Sound region made a play to apply their expertise in cloud computing, big data, and information technology to increasing energy efficiency in the built environment. And this would be an export opportunity, too. Rapid urbanization worldwide is prompting global demand for new sustainable solutions and technologies, a market that Seattle entrepreneurs and workers could meet.

To effectively enter and lead in the clean technology market, the region needed to address some market failures, including providing proof of return on investment of new technology for hesitant adopters and investors and building a skilled labor force to staff the increasingly sophisticated industry.

After developing a business plan, the Puget Sound region is now in the midst of a three-pronged, collaborative Smart Buildings effort driven by public, private, and non-profit partners including Innovate Washington, Microsoft, the city of Seattle, South Seattle Community College, and the Puget Sound Regional Council.

First, a high-performance buildings pilot launched last year is demonstrating the efficacy and return-on-investment of energy efficient technology in a mix of buildings—the Seattle Sheraton hotel, a University of Washington medical lab, a Boeing industrial facility, and a city of Seattle office building. The buildings are providing on-site building operators access to a constant digital building performance dashboard. The dashboard helps raise alarms if a key part might break down during an upcoming major event and identifies whether a large ballroom’s temperature needs to be readjusted following a large convening.

“We’re not having to babysit the system as much,” explained Rodney Schauf, the Seattle Sheraton’s director of engineering.

In the first six months of participation in the program, the University of Washington building reduced its energy use by 9 percent and the Sheraton reduced its usage by 5.5 percent, according to Brian Geller, the executive director of the Seattle 2030 District, the city’s larger high performance building district.

Second, the Smart Buildings Center opened as hub for business collaborations, technology demonstrations, and evaluation for energy efficiency technology solutions. The center is also currently developing an initiative to harness K-12 school and public building energy data for greater efficiencies. The effort is aided by the Cleantech Open, which identifies, connects, and mentors companies participating in the center.

Finally, South Seattle College will launch a new Sustainable Building Science Technology Bachelor’s of Applied Science Program, with the inaugural class starting this fall. The program, which combines technical systems understanding with internship opportunities and management skills, has already received strong interest from prospective students.

With this coordinated and comprehensive effort—which has been aided by funds from a federal i6 Green Challenge grant, state matching funds, and other private support—the region is on its way to demonstrating that its sustainable image can also produce real economic gains.

The initiative featured here emerged from work supported by the Brookings-Rockefeller Project on State and Metropolitan Innovation. Brookings recognizes that the value it provides is in its absolute commitment to quality, independence, and impact. Activities supported by its donors reflect this commitment and the analysis and recommendations are solely determined by the scholar.

In recent months, we’ve heard a lot about the tech industry's gender gap. According to the Bureau of Labor Statistics, women represent just 19.7 percent of software developers, an occupation with a median salary of over $92,000 a year.

Women’s underrepresentation in these and other well-paying tech jobs is a major concern given that women still earn only 78 cents for every dollar earned by men. Meanwhile, labor shortages in software development and other high-skill occupations have tech companies worried about whether they’ll be able to grow as fast as they’d like.

Seattle’s Ada Developers Academy takes aim at both challenges. This highly selective, tuition-free program prepares women students to be full-stack software developers, meaning that they can do both front-end—what the user sees—and back-end—what’s behind the scenes that makes everything work properly. Prior experience in tech isn’t necessary to earn a spot at Ada: The main prerequisite is a strong desire to pursue a career in software development.

Ada combines six months of intensive classroom instruction with a six-month internship at a sponsoring company so that students have the opportunity to apply what they’ve learned in real-world situations. Sponsoring companies—which currently include Nordstrom, Redfin, Zillow and Expedia, among others—also benefit from the internships, which provide direct access to prospective employees at a time when proficient software developers can be hard to find.

If Ada’s first cohort is any indication, the academy’s combination of rigorous in-class training and hands-on work experience has tremendous value on the job market. All 15 members of the inaugural class got job offers for software developer positions before they graduated from the program.

Summary: Why digital skills matter

As the influence of digital technologies in the global economy expands, metropolitan areas throughout the United States face the task of preparing residents for an increasingly technology-powered world. Most jobs now require basic computer literacy to operate email and other software, while jobs specific to information technology (IT) require advanced skills such as coding. At home, residents need access to the Internet and consumer technologies to do homework, shop at online retailers, communicate with one another, or check real-time traffic and transit conditions.

Digital technologies hold out the promise of more widely shared prosperity, but achieving that vision will require every person to have basic digital skills—the ability to use digital hardware and software to manage information, communicate, navigate the web, solve problems, and create content.¹

While some metro areas have made important advances on digital skills acquisition, the effects are not ubiquitous. The Census Bureau found that only 73 percent of U.S. households subscribed to in-home broadband service in 2013, leaving 31 million households without a high-speed in-home connection.² Pew Research Center finds that over one-third of U.S. adults doesn’t own a smartphone, while 7 percent of smartphone owners lack high-speed Internet access at home and have few ways to get online beyond their smartphone.³ Another survey finds that 29 percent of Americans have low levels of digital skills, and many of these persons tend to be older, less educated, and lower-income.⁴

In an advanced economy, all residents deserve an opportunity to obtain digital skills. It is up to leaders in each U.S. metropolitan area to determine how best to meet this need. As with any social challenge of this scale, meeting it will require pragmatic problem-solving and deep collaboration across the public, private, and civic sectors.

This brief summarizes the results of a workshop held in Seattle to explore these issues. While the findings from the workshop discussions are unique to the Seattle region—making its leaders and residents the primary audience for this brief—the workshop approach can be replicated in any metropolitan area interested in addressing digital skills shortfalls and developing solutions tailored to residents’ needs.

Introduction: Digital skills and the Seattle metropolitan economy

Metropolitan Seattle is well positioned to prosper in the information era. Advanced industries—including global leaders in aerospace and IT—power the regional economy and have created an impressive network of patent-producing firms that employ over 295,000 people.⁵ The region’s households actively participate in the digital economy as well, as evidenced by a broadband adoption rate of 82 percent.⁶ Collaborations bringing together firms, public utilities, and government institutions make Seattle a national leader in the use of data monitoring to reduce energy usage.

However, for the region to maintain its position in the years ahead, it will need to cultivate a more inclusive economy that gives every resident the opportunity to acquire the skills needed to succeed in the digital era.

Like most U.S. metro areas, metropolitan Seattle continues to struggle with digital inclusivity. Strong broadband adoption across the region masks lagging adoption rates in many low-income neighborhoods and communities of color.⁷ A skills mismatch between job openings requiring digital skills and the education and skills training of area residents contributes to income inequality.⁸ This inequality, though less marked than in other cities with similar high-tech economies, continues to increase, with the highest-earning households experiencing rising incomes while lower-income households’ earnings stay relatively flat.⁹ Meanwhile, more than 45 percent of jobs in the region are more than 10 miles from downtown Seattle and Bellevue, and over two-thirds of poor households now live in the suburbs.¹⁰ This kind of job sprawl and suburban poverty limit many residents’ physical access to economic opportunity.

But the Seattle area has the assets to address these challenges. The region has a legacy of direct private-sector support for professional skills development and a huge network of IT firms that can expand such efforts. Government agencies and civic institutions already manage programs to promote digital skills acquisition. In addition, there is a regional ethic of supporting equitable economic growth, seen most recently in Seattle’s landmark living wage policy and Sound Transit’s discounted fee system for lower-income riders.¹¹

In an effort to address Seattle’s digital skills gap, the Brookings Institution Metropolitan Policy Program convened a group of leaders from the public, private, and civic sectors to discuss how to continue building a regionally inclusive digital skills infrastructure. The workshop consisted of brief presentations from Brookings experts and local leaders, group discussions of current efforts and challenges, and break-out groups to identify specific barriers and discuss strategies and next steps to improve future outcomes.

The following is a distillation of the key themes and lessons from the workshop.

1. Commit to ongoing collaboration

There is a clear consensus among Seattle-area leaders that basic digital skills are essential for everyone. The tough part is ensuring that all residents in the region have the opportunity to acquire these skills.

This challenge implicates a wide range of stakeholders, from municipal and county government, public libraries, and universities to area businesses, education and training providers, philanthropies, and nonprofits.

Many of these actors already manage their own initiatives, to great effect. Programs like the Seattle Goodwill’s Digital Literacy Initiative are working to increase the number of people with 21st-century digital skills, particularly among traditionally underserved populations. The private sector is advancing a similar agenda with major initiatives, such as Microsoft IT Academy and Google’s Made With Code, that promote computational thinking through computer science. Meanwhile, nonprofit training programs like the Ada Developers Academy as well as for-profit training providers such as Code Fellows and General Assembly are getting more people on pathways into tech-intensive careers that pay well.

However, despite this demonstrated willingness to act, coordination of activities across the region remains a challenge. Most initiatives operate independently from one another, often resulting in duplicative efforts and missed opportunities for greater impact. Furthermore, current efforts often concentrate activities in either the central cities or specific portions of the three-county region, thereby excluding those who live in other parts of the metro area. For example, the city of Seattle’s excellent digital equity programs extend only to the city limits and are not available in South King County. Without more collaboration, the region will not be able to take full advantage of its creativity, resources, and capacity for pragmatic problem-solving.

By committing to ongoing collaborative action, leaders in the Seattle region will be well positioned to design, launch, and maintain smart solutions to the digital skills challenge today and in the future.

2. Identify a convener and organize for action

Once stakeholders commit to collaborative problem-solving, they must then determine how best to organize for action. Identifying a neutral convener organization can help expedite this process. Designating a convener ensures that there is a single organization tasked with driving the group’s agenda forward and fostering greater collaboration among stakeholders.

The role of convener involves a handful of specific tasks that help keep the group on track and in regular contact. Organizing regular group meetings, delegating critical tasks like research into best practices, and managing communication within the group are all critical functions for the convening organization. To take just one example, the Community Center for Education Results (CCER) fills the convener role for the many stakeholders involved in the Road Map Project, which is working to improve student outcomes in South Seattle and South King County.¹²

The Seattle area is fortunate to have a number of organizations that could act as convener. Potential candidates include the Workforce Development Council of Seattle-King County (WDC), the Seattle Public Library, the University of Washington, or one of the many large philanthropies in the region.

Regardless of which organization ultimately takes on this role, selecting a convener marks a crucial first step toward an actionable, collaboratively developed digital skills agenda for the Seattle region.

3. Develop a shared vision for digital skills acquisition

Crafting a shared vision for digital skills acquisition will strengthen the group’s work by ensuring that all involved are on the same page. That vision can support the creation of a coordinated regional plan, which will help stakeholders take advantage of economies of scale and ensure the greatest return on resources invested. This plan should take particular care to address challenges faced by traditionally underrepresented groups, including women and people of color as well as those in lower-income communities.¹³ Ending the persistent lack of diversity in tech-oriented careers will require a concerted effort on the part of all stakeholders involved.¹⁴

To start, the convener’s first task should be organizing a time for stakeholders to sit down, develop a shared vision, and determine the next steps necessary to achieve that vision. Conducting an audit of existing programs in the region that support digital skills acquisition can be a good place to begin. This inventory will highlight any overlapping initiatives while also providing information on gaps in the digital skills infrastructure that will need to be addressed.

In addition, the group should work with the private sector to identify the digital skills needed in various industries and begin to map out pathways into tech-oriented careers. This information will ensure that the solutions developed are informed by current and projected industry demand.

The industry-sector panels convened by WDC offer one possible approach. Under this model, WDC serves as convener, bringing together key stakeholders from industry, education, workforce development, labor, nonprofits, and other relevant areas to identify shared challenges and engage in collaborative problem-solving. The outcomes and activities of the sector panel are determined by the group, with WDC facilitating the process throughout. WDC has a demonstrated record of success in organizing sector panels for the maritime and health care industries, and it could apply the same techniques to industries requiring digital skills.

Preliminary research will provide the data and analyses necessary for truly evidence-based solutions that respond directly to specific challenges in the region. Once this baseline research is completed, the group can begin problem-solving in earnest. To start, the group should identify a punch list of action items that can be easily accomplished in order to start building a record of successful collaborations.

As the group designs these solutions, it should also take care to establish performance management systems that track progress over time. Monitoring the performance of each solution implemented will also support efforts to refine and course-correct programming over time.

4. Adopt new roles to accomplish regional goals

With a new, shared vision of the community’s digital skills infrastructure in hand, stakeholders will need to align their individual initiatives to that goal and, in some cases, redefine their roles in order to support the broader vision.

These new roles should leverage each organization’s core strengths rather than require them to develop new ones. For example, metropolitan Seattle’s public libraries are already community-meeting spots that specialize in information exchange, offer free access to the Internet, and host a variety of classes for the public. This current work positions the libraries to serve as an information clearinghouse for digital skills programs offered in the region, ranging from job-skills training to classes on smartphone use. Likewise, academic experts at the University of Washington and other postsecondary institutions could help create a new curriculum for teaching applied digital skills to diverse populations.

At the same time, organizations should be open to adapting their core projects in order to fill gaps in the region’s digital skills infrastructure. For example, technology firms like Microsoft and Google could draw on their extensive civic philanthropic efforts and employee skills-training programs to provide basic, applied digital skills and computer science training that enhances the regional workforce. Such efforts could build on Microsoft’s IT Academy model and Google’s support for programs at the Boys and Girls Clubs, which could be repurposed to address adult needs rather than those of children and teens.

As individual organizations adopt new roles, they will need to ensure that services are available to residents across the entire metropolitan area. Anchored by its Department of Information Technology and its Digital Equity Initiative, the city of Seattle has an impressive record of boosting digital skills within the city proper. But the vast majority of area residents live outside Seattle. Furthermore, over 60 percent of the region’s poor households now live in the suburbs. As a result, regional actors like Puget Sound Regional Council, Sound Cities, and county governments face enormous pressure to serve residents across the three-county metro area.

To start, organizations should work together to conduct metrowide surveys of digital equity issues, perhaps following the model employed by Seattle’s Digital Equity Initiative. This quantitative and qualitative data will set the baseline for the entire region and will help organizations set achievable benchmark goals for the years ahead.

5. Create a regional digital skills brand and marketing strategy to galvanize action

In order to communicate the shared vision to area residents, stakeholders should develop and publicize a new regional brand that positions the Seattle region as a leader in digital skills adoption and more equitable economic outcomes.

The associated marketing campaign can counter misconceptions about digital skills and the tech industry, maximize awareness of individual stakeholders’ projects, and minimize costs for each organization. Working together, stakeholders can reach the broadest possible pool of local residents with a cohesive message that encourages digital skills and computer science skills acquisition. Furthermore, by directing residents to centralized

information centers like local public libraries, the campaign will connect individuals with experts who can help them find the best programs for their needs.

In crafting this branding effort, the Seattle area should look to similar campaigns for inspiration. One example is Portland, Ore.’s We Build Green Cities campaign, a trade-based effort to leverage Portland’s international reputation for environmental sustainability and design in order to increase the region’s exports. Baltimore’s Opportunity Collaborative offers a more equity-focused model that brings together local and state public agencies, nonprofit organizations, and universities to solve common workforce, housing, and transportation challenges. A digital skills marketing campaign patterned after existing efforts will allow the region to capitalize on proven models when positioning itself as a leader in digital skills adoption that supports more widely shared prosperity.

Conclusion

The Seattle region stands at a crossroads. It has the industrial assets for continued growth that fosters ongoing innovation and provides jobs that pay well. It also has a commitment to shared prosperity, best represented by the public, private, and civic actors that support better wages, affordable transportation options, and education and training focused on science, technology, engineering, and math (STEM) occupations. The region should build on these efforts by advancing a shared vision for digital skills and undertaking the sustained collaboration necessary to make that vision a reality.

Additional resources

The Boston Consulting Group, “Opportunity for All: Investing in Washington State’s STEM Education Pipeline” (2014).

The Boston Consulting Group and the Washington Roundtable, “Great Jobs Within Our Reach: Solving the Problem of Washington State’s Growing Job Skills Gap” (2013).

Capital One and Burning Glass, “Crunched by the Numbers: The Digital Skills Gap in the Workforce” (2015).

City of Austin, “Digital Inclusion Strategy 2014” (2014).

City of Seattle Department of Information Technology, Community Technology Program, “Information Technology Access and Adoption in Seattle: Progress Towards Digital Opportunity and Equity” (2014).

Communities Connect Network, “Defining Digital Inclusion for Broadband Deployment & Adoption” (2014).

Maureen Majury, “Building an IT Career-Ready Washington: 2015 and Beyond” (Seattle: Center of Excellence for Information & Computing Technology, 2014).

Seth McKinney, “Economic Development Planning in Seattle: A Review and Analysis of Current Plans and Strategies” (Seattle: University of Washington Evans School of Public Policy, 2013).

Seattle Goodwill, “Digital Literacy Initiative: Overview” (2014).

Seattle Goodwill, “Digital Literacy: Theoretical Framework” (2014).

Angela Siefer, “Trail-Blazing Digital Inclusion Communities” (OCLC and Institute of Museum and Library Services, 2013).

Tricia Vander Leest and Joe Sullivan, “ICT Training and the ABCs of Employability: YearUp’s Jobs Program for Urban Youth” (Seattle: University of Washington Center for Information & Society, 2008).

Authors

• Jessica A. Lee
• Adie Tomer