DowntownDC Business Improvement District

Enhanced Public Safety Communications Plan: Homeland Security is Business Strength and Economic Development

TABLE OF CONTENTS
Executive Summary ............................................................................................................................................... 3 Background ................................................................................................................................................................ 4 Situation Analysis ................................................................................................................................................ 10 Core Problem or Opportunity ........................................................................................................................ 11 Goal ............................................................................................................................................................................. 11 Objectives ................................................................................................................................................................ 11 Overview of Key Publics ................................................................................................................................... 12 Brand Positioning and Framing .................................................................................................................... 14 Messages .................................................................................................................................................................. 15 Strategies and Tactics ........................................................................................................................................ 18 Calendar ................................................................................................................................................................... 20 Budget ....................................................................................................................................................................... 22 Evaluation................................................................................................................................................................ 23 Conclusion ............................................................................................................................................................... 24 Appendix .................................................................................................................................................................. 26 References SWOT Analysis Original Research Regional Business Districts DCBID Footprint DCBID Funding Allocation DCBID PositioningCity and Region Communications Collateral

EXECUTIVE SUMMARY

With approximately 520 buildings, more than 800 properties and a diverse customer base, the DowntownDC Business Improvement Districts (DCBID) role is wide, deep, and varied in the District of Columbia and the Washington, D.C. region. However, at its core, the DCBID, like more than 800 business improvement districts (BIDs) across the world, is charged with creating a vibrant, inviting, economically sustained neighborhood. DCBID works to ensure DowntownDC is Washingtons premier destination for exploring, creating, and sharing ideas and experiences. The weight of the citys and regions business strength and economic development is on the DCBIDs shoulders. In the fifteen years since it was founded, the DowntownDC Business Improvement District has transformed the citys urban core from dull, dirty and dangerous into a bustling, nearly 24/7 environment anchored by new housing, retail, private and public cultural venues, destination restaurants, and a thriving commercial district with more than 60 million SF of commercial space.1 In those fifteen years, DCBID has provided its eight core services with an eye on growing and diversifying the DowntownDC economy. DCBID is now transitioning its services and

(DowntownDC Business Improvement District 2010 Annual Report, 2010)

programming to protect, maintain, and improve the existing assets and its position through three initiatives: 1. Homeland security/public safety initiative: deployment of new public safety technologies, such as closed-circuit television (CCTV) camera coordination and video monitoring, license plate readers, and chemical/biological and radiation detectors and emergency management preparedness 2. Eco-district: real-time monitoring of energy usage, including waste water 3. Business retention & recruitment Richard Bradley, DowntownDC BID Executive Director, emphasizes the homeland security initiative, As we focus more on public space management, security is a top priority, as it is far more complex than it was a decade ago and needs to be carefully coordinated with key Downtown partners and stakeholders. The goal for the modern city is to create a unified response plan to major emergency situations. This communications plan will focus on the homeland security initiative. DCBIDs core communications challenges include understanding how to communicate and build awareness of the initiative and the importance of the initiative to property owners/managers bottom lines and competitive advantage to successfully launch the homeland security/public safety initiative. By addressing these communication challenges with the strategies and tactics outlined in this plan, DCBID has the opportunity to enhance and protect the organizations and DowntownDCs position as a regional economic engine and regional BID model.

BACKGROUND

The Business Improvement District concept was first established in Toronto in 1970. The concept quickly entered the United States, taking root in New Orleans by 1975. Business Improvement Districts (BIDs) have multiplied throughout the United States and the world over in the past thirty-five years. According to the International Downtown Association, the leading advocate for BIDs, approximately eight hundred BIDs exist worldwide, and half of them are located in the United States. BIDs take one of four forms: 1. publicprivate partnerships, 2. tools of government policies, 3. quasi-governmental entities, or 4. private governments BIDs generally perform five types of services: 1. capital improvements, such as the renovation of plazas or the purchase of new planters. 2. maintenance, including sanitation or minor repairs. 3. security operations, such as hiring security guards, buying equipment for the police, or even running the equivalent of misdemeanor courts. 4. market the business district. 5. outreach to individuals within the districts, including the homeless, tourists, workers, and residents. The BIDs services respond to the underlying reason to form a BIDimproving and supporting commercial activity within the BID. The maintenance service has been primarily emphasized. Maintenance is often paired with security operations. Together, they are called clean and safe services. The clean and safe service quickly deals with littering and graffiti, 5

improving or replacing marginal businesses, and strategizing on cleaning up vacant properties. 2 In essence, the clean and safe service promotes crime prevention because it reduces disorder, or at least the perception of it. The components of the security operations include hospitality guides, who are uniformed but unarmed, to provide directions, eyes on the street, and a level of comfort to users. Some BIDs, particularly those in large cities, also confront panhandling and homelessness. Pairing law enforcement and social services have been successful in combating panhandling and homelessness. Washington, DC Metropolitan BIDs There are eleven BIDs in Metropolitan DC; Arlington County, Virginia authorized a BID for the Ballston corridor in December 2010. In the Washington, DC metropolitan region, the Downtown Business Improvement District (DCBID) was first on the scene. DCBID is considered the granddaddy of the regions BIDs 3 because it was the first BID in the region and has grown successfully. Beginning in the 1960s, DowntownDC lost its dominant retail market position because of the civil rights riots and growth of suburban retail, loss of department store anchors through closings and consolidations, and disinvestment in properties and public infrastructure as the quality of tenants and rents declined. The original DCBID was started in the 1980s as the Downtown Partnership, which brought together private property owners and the District government. In 1997, after decades of neglect, in response to the plan to build the MCI Center, now the Verizon Center, and after fits and starts to enact legislation authorizing BIDs, the Downtown Partnership finally started the DCBID.

2 3

(Houstoun, 2003) (Fox, 2012)

The DCBIDs boundaries are the National Mall on the south, Massachusetts Avenue (including the Walter E. Washington Convention Center) on the north, Louisiana Avenue and North Capitol Street on the east and the White House and 16th Street on the west. The DCBID encompasses one-square-mile, which is approximately 138 blocks. There are 221,000 people in Downtown District of Columbia on weekdays. There are 64,000 people in Downtown District of Columbia on weekend days. There are 56,000 residents and 420,000 office workers within 15 blocks of 9th and G Streets Northwest, which is essentially the center of the city and the BID. Ten million convention, cultural and entertainment visitors are drawn to DowntownDC annually. The average weekday Metrorail Exit for Gallery Place/Chinatown Station is 26,938 and the average weekend exit is 35,848. For the Metro Center Station the average weekday Metrorail exit is 29,048 and the average weekend exit is 20,409. Then, as now, DCBID acts as an assessment-funded 501(c)6 nonprofit to revitalize the citys downtown core. As a special taxing district, DCBID collects funds from property owners and provides services and capital improvements to benefit the district. DCBID members are the federal agency the General Services Administration, private property owners and tenants. The BID improves the quality of life for Downtown workers, visitors and residents by ensuring the neighborhood remains one of the safest in the city. Downtown has been reestablished as a 7

destination for retail and entertainment. Downtown is positioned once again as a significant retail destination and economic booster. DCBID has transformed the citys urban core from dull, dirty and dangerous into a bustling, nearly 24/7 environment anchored by new housing, cultural venues, destination restaurants, and a thriving commercial district with more than 60 million SF of commercial space. Cathy Lanier, Chief of Police of the Metropolitan Police Department, commented, The DowntownDC BID has been a great partner in our successful efforts to fight crime and provide a safe place for people to come and enjoy themselves and experience the best the city has to offer. The Crystal City BID seems most likely to mirror DowntownDC BIDs interest in homeland security and enhanced public safety communications because of its high-value location. The Crystal City BID is in close proximity to the Pentagon, which houses the United States Department of Defense and several other federal Defense agencies, and the Metropolitan Washington Airports Authoritys Reagan National Airport, one of the regions and the countrys busiest commercial and shipping airports. Quite the opposite was revealed in an interview with the Crystal City BID leadership, though. BID President/CEO Angela Fox was relieved that homeland security and public safety communications are not a communications priority or interest of the BID. She and her leadership are pleased with the Arlington County governments coordinated public safety and emergency preparedness operations. In fact, the county is recognized as a national model for local government interagency coordination between varying first responders. Further, Fox noted that the governments communications and the multiple transportation modesMetrorail and bus, 8

bicycle/pedestrian trails, and roadway infrastructureoffers BID customers additional assurance for evacuation during weather and public safety instances. Georgetown BID, located in the District could be a comparable BID because of its role as a high-end retail district with customers who are primarily high-income. The BID was an early adopter of [the] MPD Crime Text Alert Program and worked diligently to promote and enroll [its] members.4 In addition to the crime alert subscription, Georgetown BID has a Safety Alliance Council, consisting of law enforcement, community members, and commercial property managers, who regularly confer about personal safety, crime, disorder and security-related issues. Georgetown offers a model for direct customer engagement in a public safety program. However, its interests are not on homeland security initiatives. About two dozen law enforcement agencies have jurisdiction in Washington, DC. The Downtown BID partners with fiveMetropolitan Police Department (DC Police), the U.S. Park Police, the Metro Transit Police Department, the U.S. Secret Service Uniformed Division, and the Federal Bureau of Investigation (FBI) Policeto keep downtowns workers, visitors, and residents safe. Operating under the tenet that public safety, or crime, can be tackled in more than one way, DCBIDs public safety operations have dealt with the public environment and public-private development. The Safety/Hospitality and Maintenance (SAMs) employees have been at the core of the public environment component. SAMs have been the eyes and ears on the streetworking closely with the police and city agencies to initiate and follow through on crime reports and
4

(Georgetown BID Five Year Plan)

nuisance disorder prevention and reports. The SAMs also serve as ambassadors, reinforcing the BIDs welcoming brand with residents, workers, and visitors alike. In addition to the SAMs, DCBID has impacted the public realm through its homeless outreach and leveraging public and private funds to install better lighting and streetscape design. The BID has encouraged residential and commercial development that creates a living, nearly 24/7 downtown versus a 9-to-5 downtown with public-private development.

SITUATION ANALYSIS
For fifteen years, DCBID has provided eight services: economic development, environmental sustainability, homeless services, marketing, physical improvements, planning, transportation and special events. With laser-focus on the services, DCBID has transformed the citys urban core from dull, dirty and dangerous into a bustling, nearly 24/7 environment anchored by new housing, cultural venues, destination restaurants, and a thriving commercial district
Emergency Preparedness Steps

with more than 60 million SF of commercial space.5

On September 11, 2001, clean and safe services added the definition of domestic terrorism and homeland security became the mantra. The way government responded to and communicated about clean and safe, i.e., public safety, changed with it. 6 The Metropolitan Police Department developed a Closed Circuit Television (CCTV) system to support public safety operations in the nations capital during major events, emergencies, or times of heightened alert for terrorism. The system was originally scheduled to be activated in late September 2001, but

5 6

(DowntownDC Business Improvement District 2010 Annual Report, 2010) (Department of Homeland Security | Preserving Our Freedoms, Protecting America)

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was pressed into action on the morning of September 11, following the attacks on the World Trade Center and the Pentagon. Navigating the transition of its services and programming to protect, maintain, and improve existing assets is complex and needs to be carefully coordinated with key Downtown partners and stakeholders. Security as a top priority of the transition is important. A report from the National Consortium for the Study of Terrorism and Responses to Terrorism (START) identifies the District of Columbia as one of the Hot Spots of Terrorism and Other Crimes.7

CORE PROBLEM OR OPPORTUNITY

As the DCBID transitions to protecting, maintaining, and improving public space management, homeland security and emergency preparedness needs to be carefully coordinated with key Downtown partners and stakeholders. Making the case for emergency management communications emphasizes the positive aspects of preparednessbusiness continuity is an important extension of ensuring DowntownDCs economic development.

GOAL
The communications goal of the DCBID is how to communicate and build awareness of emergency management preparedness and its importance to ensuring DowntownDCs economic development and competitive advantage.

OBJECTIVES
After conducting a competitive analysis of the industry, as well as identifying the organizations core opportunity and communications goal, four key objectives have been identified:

(LaFree, 2012)

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1. Objective 1: Build internal awareness of the BIDs Emergency Operations Plans among forty percent of Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012 2. Objective 2: Build internal awareness of the District of Columbias Emergency Operations Plan among sixty percent Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012 3. Objective 3: Increase awareness about the District of Columbias Emergency Operations Plan among fifteen percent of the DCBID property owners/managers by the end of the first quarter of FY2013 4. Objective 4: Educate thirty-five percent of the DCBID property managers about the BIDs Emergency Operations Plan by the second quarter of FY2013

KEY PUBLICS
Key publics represent the targeted stakeholders that DCBID must influence in order to achieve its strategic communications goals and objectives. Below are the key publics on which DCBID should focus its communication efforts: A. Safety/Hospitality and Maintenance (SAMs) employees B. District of Columbia law enforcement and emergency management agencies: Homeland Security and Emergency Management Agency, Metropolitan Police Department, Office of Unified Communications C. Commercial property owners/managers Safety/Hospitality and Maintenance employees (SAMs) are the ambassadors to DowntownDC.

Key Public #1
Safety/Hospitality and Maintenance (SAMs) employees They greet and assist Downtown workers,

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residents and visitors. SAMs also provide vital services to maintain Downtowns welcoming image by picking up litter and trash, sweeping sidewalks, removing gum and graffiti, planting flowers, hanging banners and painting public fixtures. About two dozen law enforcement agencies have jurisdiction in Washington, DC. The DCBID partners with fiveMetropolitan Police Department (DC Police), the U.S. Park Police, the

Key Public #2
District of Columbia law enforcement and emergency management agencies

Metro Transit Police Department, the U.S. Secret Service Uniformed Division, and the Federal Bureau of Investigation (FBI) Policeto keep

downtowns workers, visitors, and residents safe. On the local level, the District of Columbia has a robust emergency management system that is coordinated with DC Police, the DC Homeland Security and Emergency Management Agency and the Office of Unified Communications. DCs office market has thrived over the past 10 years. Solid job growth and low vacancy rates have led to strong office rental growth. As of the end of 2007, the citys office market ranks fourth in the

Key Public #3
Commercial property owners/managers

U.S. behind Midtown Manhattan, Downtown Manhattan and Boston in Class A rental rates, and second nationally in sales prices for office buildings

behind Manhattan. Increasingly DowntownDC commercial property owners include mixed-use buildings with rental and for-sale housing, restaurants, cultural institutions, and entertainment venues. Like all world class downtowns, Downtown Washington, DC not only provides places for residents to work, shop and visit, but its tax revenues support services that also help make all of DCs neighborhoods viable and successful. 13

The Building Owners and Managers Association International, the leading commercial real estate industry association, notes every year emergencies take their toll on business and industry in lives and dollars. Emergencies can cause deaths or significant injuries to employees, customers or the public; or that can shut down businesses, disrupt operations, cause physical or environmental damage, or threaten the facilitys financial standing or public image. The 9/11 Commission Report clearly identifies commercial property owners and managers as the first lines of defense in local and national emergencies. Providing a safe environment for tenants is an important goal for commercial property owners/managers. Current and prospective tenants consider a buildings emergency preparedness plan as a key element in their leasing decision. For this reason, emergency planning is not only about protection of assets and minimizing liability, it is also about protecting, attracting and retaining tenants.

BRAND POSITIONING AND FRAMING

DowntownDC has always been a place that matters. In that sense, it has always had a brand as a center of national and local government, a center of commerce and a central gathering place for the Washington, DC metropolitan region. DowntownDC BID has, therefore, worked to rebrand DowntownDC in order to bring long-held public perceptions in line with the areas transformation into a commercial, cultural and entertainment hub, as well as to plan for future economic growth and vitality. The DowntownDC experience has been made welcoming, inviting, and easily accessible through branding, marketing, and programming performed by the DCBID. The goal for DCBID has been to create and advance a vibrant, cohesive vision for private and public economic investments to thrive. Several multi-million dollar projects signal forward progress toward that

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goal; there is resurgence in DowntownDCs development not seen since the end of 2008. DCBID has been a linchpin in this growth and revitalization creating a level of comfort for investment. With economic recovery in the air and the near build-out of the downtown core, DCBID is shifting its services and programming to protect, maintain, and improve its assets. An enhanced Public Safety initiative focused on ensuring businesses are prepared for emergencies leverages the BIDs reputation as a thought leader and model in nurturing and pushing economic growth. By utilizing two key frames regarding business continuity, the organizations and DowntownDCs position as an economic engine and regional BID model will be enhanced. A. Emergency preparedness strengthens economic vitality and sustains economic developmentHomeland Security is Business Strength and Economic Development. B. Public safety and emergency preparedness is everyones concernCoordinated, Involved, Caring.

MESSAGES
The message categories that best fit this communications plan are: 1. Main take-away or core message 2. Quality or value of product, service or issue 3. Central passion inspiring the company, employees, program or initiative Message 1 Key publics: BID property owners/managers, Safety/Hospitality and Maintenance employees, District of Columbia law enforcement and emergency management agencies Primary message: The goal of the DowntownDC Business Improvement District is a clean, safe, well-managed DowntownDC so that Washington, DC can successfully

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compete as an attractive location for business, tourism, entertainment, dining and shopping, and as a preferred place to live. Secondary message: DCBID has an annual $10 million budget, the majority of which is spent on safety and maintenance. Secondary message: Enhanced safety awareness, shared problem solving, and proactive actions in response to climate, geological, or terrorism emergencies help mitigate public safety risks and quicken business recovery. Secondary message: Having undergone a tremendous renaissance over the past 15 years, DowntownDC has re-emerged as the commercial, cultural, dining and entertainment center of the region and competes on a national level in all these economic sectors. Message 2 Key publics: District of Columbia law enforcement and emergency management agencies, Safety/Hospitality and Maintenance personnel Primary message: The DowntownDC Business Improvement Districts Safety/Hospitality and Maintenance program was created to foster an atmosphere of mutual understanding, cooperation and coordination among security management personnel in DowntownDC, in the areas of security, crime prevention and emergency preparedness. Secondary message: An enhanced public safety initiative will continue to ensure visits to DowntownDC are safe, comfortable and inviting. Secondary message: To ensure that DowntownDC is a safe, wellprepared and resilient place to live, work, and visit, it is important to focus on coordinating and integrating the efforts of the Districts government agencies with best practices and modeling from the 16

Building Owners and Managers Association International and federal emergency preparedness organizations. Secondary message: Given the significant increase in new office, hotel and residential properties within the Districts boundaries, the DowntownDC Business Improvement District has the opportunity to provide, through a new plan and budget, higher and expanded levels of service to all the BIDs properties. Message 3 Key publics: District of Columbia law enforcement and emergency management agencies, Safety/Hospitality and Maintenance personnel Primary message: Partnerships with the District of Columbia government, as well as a variety of other public agencies and private sector organizations, enable us to provide premier services to the business community. Secondary message: DCBID works closely with government agencies and law enforcement on outreach strategies to property owners/managers. Secondary message: There is engagement and involvement from stakeholders and the willingness of our many partners to help the DCBID do what it does best: make remarkable things happen. Secondary message: Preparedness efforts must be collaborative and, when confronted with a crisis, the community must respond as a system in order to ensure the greatest service to those in need.

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STRATEGIES & TACTICS

Strategy 1: Identify and disseminate information regarding emergency preparedness, building security, and related issues that will benefit the property owners/managers. Tactic: Review best practices initiatives for achieving building security from the Building Owners and Managers Association International Tactic: Review best practices for emergency preparedness from select BIDs, states, cities, and counties Tactic: Convene table-top exercises for property owners/managers: Are You Ready for the First Hour? Tactic: Review recent emergency management events & lessons learned Discovery Channel Active Shooter Snomageddon 2010 Earthquake 2011 World Trade Center 2012
Street closure at Discovery Channel TV HQ Credit ABCNEWS.com

Tactic: Issue emergency management white papers as part of Leadership Paper series to foster a dialogue about emergency preparedness and impact on business continuity Tactic: Assist property owners/managers with the development and improvement of emergency preparedness and Continuity of Operations Plans (COOP) Tactic: Launch website containing video and audio presentations, including tips, live panel discussions, webinars, how-tos, on topics of public safety and emergency preparedness

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Tactic: Distribute online survey to discover how other BIDs interact with public safety information Strategy 2: Initiate Suspicious Activity Reporting Pilot program Tactic: Launch website containing video and audio presentations, including tips, live panel discussions, webinars, how-tos, on topics of public safety and emergency preparedness Tactic: Conduct If You See Something, Say Something campaign following the U.S. Department of Justice, Bureau of Justice Assistances Nationwide Suspicious Activity Reporting Initiative training modules Tactic: Convene public safety lobby fairs to provide information about personal safety and what to do in first 72 hours of an emergency at select BID properties Tactic: Conduct a showcase touch tours of emergency response vehicles and apparatus in McPherson Square as part of National Preparedness Month Tactic: Activate an advanced video-surveillance system to monitor the BID Tactic: Create Downtown Emergency Response Team to review existing conditions and targeted hot spots as well as identify problems more quickly, establish criteria, standards and priorities, improve communication among participants, and create and implement practical and effective solutions Tactic: Conduct Business Preparedness Seminar with property owners/managers featuring DC Homeland Security and Emergency Management Agency as part of National Preparedness Month (September) Tactic: Meet regularly with first responders on homeland security events, and with appropriate agencies on hazardous material contamination and illegal dumping 19

Tactic: Distribute bi-monthly public safety electronic newsletter, the Downtown Update, to more than 8000 stakeholders and interested persons containing tips, news, trends, and developments Strategy 3: Initiate specially-trained SAM members Field Asset Management Project Team Tactic: Develop a Field Asset Management Program to enhance reporting, tracking and coordinating responses to conditions that impact public space Tactic: Create a new Safety/Hospitality deployment strategy and training program Tactic: Issue a Leadership Paper to foster a dialogue about emergency preparedness and the role of DCBID through SAMs and collaboration with law enforcement and private sector Tactic: Develop a unique cooperative effort with District of Columbia law enforcement and emergency management agencies in which agency personnel and SAMs jointly prepare and practice deployment strategies Tactic: Meet regularly with first responders on homeland security events, and with appropriate agencies on hazardous material contamination and illegal dumping

CALENDAR
Action Item List
Jan 2013 Feb 2013

Contact
Mar 2013 April June Sept May July Nov Aug Dec Oct

2012-13 Timeline Communication Materials

Create and distribute public safety brochures with public safety core messages Create touch truck showcase flyer

TBD TBD

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Create and distribute public safety office/break room and bus shelter posters with public safety core messages Create and launch public safety website with public safety core messages Integrate communication materials into website Design monthly e-newsletter, Downtown Update Write, edit, distribute first public safety Leadership Paper about what to do in the first 72 hours? Implement Suspicious Activity Report communication system to be disseminated to the public sector and other key publics Design and distribute online survey to discover how select local and national BIDs, states, cities, and counties interact with public safety information

TBD TBD TBD TBD TBD

TBD

TBD

Field Asset Management Project (SAMs Training Institute)

Devise and implement training Review, edit, approval and distribution of public safety message guide to general staff TBD TBD

Communications Training
Secure Field Asset Management Project training instructor(s) and tabletop exercise guest speakers Hold quarterly table top public safety sessions for property owners/managers and/or point of contacts with TBD

TBD

Public Relations
Coordinate, organize, publicize touch showcase & demonstration TBD

Other
Evaluate strategic communications plan (ongoing, particularly critical after September, which is Natl Preparedness Month) Jan 2013 Feb 2013

TBD Mar 2013 April June Sept May July Nov Aug Dec Oct

2012-13 Timeline

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BUDGET
Category/Item Cost Per Item Quantity Total

Communication Materials
Collateral Material (online and offline) Writing (in-house) Graphic design (in-house) Licensed images Touch truck showcase flyer Print production Brochures Print production Posters Print production (bus shelter; 72.5x48) Print production (in-office, break room; 60x48) Brochures $2.15 $2.15 20 50 $0.25 10,000 $0.25 10,000 $0.00 $0.00 $400 0 0 10

$6,500
$0.00 $0.00 $4,000 $2,500 $2,500 $51.00 $127.50

Communications Workshops (3 days onsite; subsequent training by webinar)

Training Instructors (2 instructors) Hotel accommodations (2 instructors) $80.00/hr $125/nt 40 3 days/2nts

$6.900
$3,200 (x2)=$6,400 $250 (x2)=$500

Electronic Collateral Design and Development

Website (increased server capacity) E-newsletter (in-house) $75/hr $0.00 20 hours 0

$1,500
$1,500 $0.00

TOTAL

$14,378.50

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EVALUATION
The four objectives outlined in the plan will be among the items that will be measured. 1. Objective 1: Build internal awareness of the BIDs Emergency Operations Plans among 40 percent of Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012 Evaluation of this objective will entail written, verbal, and secret shopper surveys of message absorption with its SAMs. SAMs will have access to communications training, in a workshop setting and online.

2. Objective 2: Build internal awareness of the District of Columbias Emergency Operations Plan among 40 percent of Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012 Evaluation of this objective will entail written and verbal surveys of message absorption with its SAMs scoring aware and very aware Through secret shopper observation of SAMs message absorption they will be scored effective and very effective SAMs achieve effective and very effective rating from law enforcement and emergency management personnel in simulation exercises 3. Objective 3: Increase awareness about the District of Columbias Emergency Operations Plan among fifteen percent of the DCBID property owners/managers by the end of the first quarter of FY2013 Set a baseline emergency management perception survey; six weeks follow-up survey five percent message absorption

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Five percent of property owners/managers craft continuity of operations plan Fifteen percent of property managers have designate at least one employee as emergency management team leader

4. Objective 4: Educate thirty-five percent of the DCBID property managers about the BIDs Emergency Operations Plan by the second quarter of FY2013 Twenty percent of property managers post emergency management poster in office tenants and hotel employees break rooms Fifteen percent of property managers have designate at least one employee as emergency management team leader Thirty percent of property owner/manager who rate familiar/very familiar with D.C. Emergency Operations Plan and BIDs Emergency Operations Plan Fifteen percent of property managers can give one action of emergency preparedness take to support BID Emergency Operations Plandevelop Continuity of Operations Plan, conduct onsite emergency go-kit preparation session, schedule CPR and/or Community Emergency Response Team (CERT) Program for staff

CONCLUSION

This communications plan responds to the DowntownDC Business Improvement Districts underlying business goalbuilding capacity to be resilient in the face of disruptions, disasters, and other crises. Janet Napolitano, former governor of Arizona and currently Secretary of the U.S. Department of Homeland Security, refers to initiatives like the DCBIDs as hometown security. Hometown security engages, involves, and educates front-line, customer24

facing personnel in the effort to ensure the highest level of readiness and safety for their communities and the nation. Hometown security integrates climatological, geological, and domestic and international terrorist threats to create a seamless response system from government, first responders, businesses and the general public. DCBIDs framing, Coordinated, Involved, Caring, is more than a feel-good slogan; it is a mission to which stakeholders and partners in DowntownDC strive. The enhanced public safety initiative is in line with how and why the DCBID has been successful for fifteen years. The leadership realizes both public and private sector employees must be involved in tackling threats and must collaborate on ways to protect, maintain, and improve their community and investments. Additionally, DCBID has been successful getting the District government and business community organized to address the mission of responsive quality service and what is needed to focus efforts on achieving a shared vision. This communications plan is a small but meaningful first step moving closer to actualizing that frame through the enhanced public safety initiative.

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APPENDIX
REFERENCES Arlington's Public-Private Partnerships. (n.d.). Retrieved February 25, 2012, from Arlington Economic Development (AED): http://www.arlingtonvirginiausa.com/index.cfm/5373 BOMA: Building Owners and Managers Association International. (n.d.). Retrieved April 16, 2012, from Security and Emergency Preparedness Position Statement: http://www.boma.org/resources/safetyandemergencyplanning/pages/securityandemergenc ypreparedness.aspx Business Improvement Districts: Overview and List of DC BIDs. (n.d.). Retrieved February 22, 2012, from Department of Small and Local Business Developments Office of Commercial Revitalization (reSTORE DC): http://restoredc.dc.gov/restoredc/cwp/view.asp?a=1409&q=572848 Dallas Emergency Response Team. (n.d.). Retrieved March 26, 2012, from DallasAlert.org, Dallas Emergency Response Team: http://www.dallasalert.org DOWNTOWNDALLAS. (n.d.). Downtown Dallas, Inc. 2011 Annual Report. Retrieved March 26, 2012, from http://www.downtowndallas.org Department of Homeland Security | Preserving Our Freedoms, Protecting America. (n.d.). Retrieved February 14, 2012, from DHS | Creation of the Department of Homeland Security: http://www.dhs.gov/xabout/history/gc_1297963906741.shtm Federal Emergency Management Agency (FEMA). (n.d.). Retrieved April 8, 2012, from Prepare. Plan. Stay Informed.: http://www.ready.gov Fox, A. (2012, February 23). Crystal City Business Improvement District, President/CEO. (S. C. Brown, Interviewer) Georgetown BID Five Year Plan. (n.d.). Retrieved February 23, 2012, from Georgetown Business Improvement District: http://m.georgetowndc.com/ Goktug, Morcol; Hoyt, Lorlene; Meek, Jack W.; Zimmermann, Ulf. (2010). Business Improvement Districts: Research, Theories, and Controversies. Boca Raton: Auerbach Publications Taylor & Francis Group. Houstoun, L. O. (2003). BIDs: Business Improvement Districts. Washington, D.C.: ULIthe Urban Land Institute in cooperation with the International Downtown Association. 26

LaFree, G. a. (2012). Hot Spots of Terrorism and Other Crimes in the United States, 1970 to 2008. College Park, MD: National Consortium for the Study of Terrorism and Responses to Terrorism (START). Mandle, R. (2012, February 23). Crystal City Business Improvement District, Chief Operating Officer. (S. C. Brown, Interviewer) Mileti, D. S. (1990). Communication of emergency public warnings - A social science perspective and state-of-the-art assessment (ORNL-6609). Oak Ridge National Laboratory. Murray, M. (2010, Volume 34, Number 1). Private Management of Public Spaces: Nonprofit Organizations and Urban Parks. Harvard Environmental Law Review , 179. Ready Philadelphia. (n.d.). Retrieved March 26, 2012, from Managing Director's Office of Emergency Management: http://oem.readyphiladelphia.org/Businesses Reinhard, R. T. (2012, February 1). DowntownDC Business Improvement District, Deputy Executive Director. (S. C. Brown, Interviewer) Understanding Business Improvement Districts: A New Governance Framework. (2010, Blackwell Publishing Ltd.). Public Administration Review Vol. 70, Issue 6 , pp. 906-913. STRENGTHS WEAKNESS OPPORTUNITIES THREATS (SWOT) ANALYSIS
Strengths Strong history of accomplishments Key parcels across the submarket are controlled by a few owners, making development strategies for the entire district easier to coordinate and, therefore, more likely to be implemented Large amount of modern promotional tools and resources Strong relationships with local government Trusted partner to government and resource customers Critical player in the citys and regions economic growth and financial stability Opportunities Downtown-East End is a true lynchpin for the entire downtown core; it is a critical submarket whose success or failure will dictate the perception of DC Weaknesses Activities/messages strongly associated with economic development and event/programming marketing Limited emergency management/public safety communications expertise

Threats Duplication of information provided by city government, police, emergency management

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on a national scale Re-enforce the organizations image as trusted partner and resource Enhance DowntownDCs economic vitality by raising awareness that emergency preparedness is business continuity and is an important extension of economic development. Add value to services offered Increase demand for coordinated messaging, responses, and information distribution Help protect, maintain, and improve business continuity

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ORIGINAL RESEARCH

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REGIONAL BUSINESS DISTRICTS

District of Columbia Business Improvement Districts (District of Columbia Business Improvement Districts Act of 1996, 11-134)

Annual BID Tax Summary

Website, founding

Adams Morgan Partnership

Property owners are assessed according to the current assessed value of the property for tax purposes. Depending upon the BID, the tax ranges from $0.15 to $0.21 per $100 of assessed value Property owners are assessed according to the current assessed value of the property for tax purposes. Depending upon the BID, the tax ranges from $0.15 to $0.21 per $100 of assessed value

www.adamsmorganonline.com, founded in August, 2005

Capitol Hill Business Improvement District

http://www.capitolhillbid.org/, founded 2002

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The amount of $0.09 per $100 of the assessed value of unimproved land, or commercial buildings containing less than 50,000 gross square feet; The amount of $0.04 per $100 of the assessed value of land and buildings which have a certificate of occupancy or other District license indicating that the land or buidling has an existing active industrial, utility or storage use; The amount of $0.02 per $100 of the assessed value of land and buildings located within the right of way for the proposed realignment of capitolriverfront.org; encompasses an area of the Frederick Douglass Memorial approximately 500 acres located between the Bridge; U.S. Capitol building and the Anacostia River The amount of $0.12 per gross square foot of commercial buildings containing 50,000 gross square feet or more; provided that the BID tax imposed on any such buidling shall not exceed $75,000 annually; The amount of $72.00 per hotel room annually; and The amount of $96.00 per unit annually for nonexempt residential properties. Residential property units with less than ten (10) units shall not be subject to the BID tax. Additionally, as required by law, publically subsidized housing is not subject to the BID tax. Property owners are assessed according to the square footage of http://www.downtowndc.org; one square the real estate in the BID, 15.3 cents mile; 138 blocks; started operations in 2007 as per square foot; hotel $75.60 perDowntown Partnership room tax Tax structure is $0.1545 per $100 of http://m.georgetowndc.com/; 35-blocks; assessed value founded in 1999 Property owners are assessed according to the square footage of the real estate in the BID. Depending http://www.gtbid.com/ upon the BID, the tax ranges from $0.05 to $0.15 per square foot.

Capitol Riverfront Business Improvement District

DowntownDC Business Improvement District

Georgetown Business Improvement District

Golden Triangle Business Improvement District

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Mount Vernon Triangle Community Improvement District

Tax structure is $0.35 per square foot of undeveloped land, or $0.15 per square foot of commercial property, or $120 per residential unit, or $90 per hotel room amount of $0.05 per $100 of the assessed value of unimproved land, or commercial buildings containing less than 50,000 gross square feet; amount of $0.15 per gross square foot of commercial buildings containing 50,000 gross square feet or more; $120 per residential unit; $90 per hotel room

http://www.mountvernontriangle.com/

NoMa Business Improvement District

nomabid.org March 2007

Virginia Business Improvement Districts Crystal City BID Rosslyn Renaissance and Rosslyn Business Improvement District (BID)

Annual BID Tax Summary

Website, founding

financed through the levy of a real http://www.crystalcity.org/ Established in property tax at the rate of $0.043 per Spring of 2006 $100 of assessed value www.rosslynva.org started operations in 2003 17-block commercial office core

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DOWNTOWNDC BID FOOTPRINT SHADED

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DOWNTOWNDC BID SERVICE FUNDING ALLOCATION

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DOWNTOWNDC LANDSCAPE

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DOWNTOWNDCS PLACE IN METRO DC

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DOWNTOWNDCS ECONOMIC IMPACT IN DC

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COMMUNICATIONS COLLATERAL

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DOWNTOWNDC BID EMERGENCY EQUIPMENT SHOWCASE FLYER

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DOWNTOWNDC BID INFORMATIONAL BROCHURE (TRI-FOLD, FOR GENERAL PUBLIC DISTRIBUTION)

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DOWNTOWNDC BID PUBLIC SAFETY WEBSITE HOME CONTACT US TRAINING/EDUCATION MEMBER LOG-IN CALENDAR DOWNTOWNDC BIDS SAFETY/HOSPITALITY AND MAINTENANCE MAKE A REPORT RESOURCES

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