DowntownDC Business Improvement District

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

TABLE OF CONTENTS
Executive Summary ............................................................................................................................................... 3 Situation Analysis ................................................................................................................................................... 5 Goal ................................................................................................................................................................................ 6 Overview of Key Publics ...................................................................................................................................... 7 Strategies and Tactics ........................................................................................................................................... 9 Budget ....................................................................................................................................................................... 12 Evaluation................................................................................................................................................................ 12 Conclusion ............................................................................................................................................................... 14 Communications Collateral ............................................................................................................................. 16

EXECUTIVE SUMMARY
With approximately five hundred twenty buildings, more than eight hundred 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. At its core, the DCBID, like more than eight hundred business improvement districts (BIDs) across the world, is charged with creating a vibrant, inviting, economically sustained neighborhood. DCBID works to ensure that 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. The area is anchored by Class A office buildings and tenants, new housing, private and public cultural venues, destination restaurants, and a thriving commercial district with more than 60 million SF of commercial space.1 The DCBID has performed its eight core services and programming with an eye on growing and diversifying the DowntownDC economy. The DCBIDs service area is now almost built out. The organization is transitioning its services and 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
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(DowntownDC Business Improvement District 2010 Annual Report, 2010)

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. The DCBIDs communications challenges are building awareness of the homeland security initiative and communicating the importance of the homeland security initiative to property owners/managers. The plan proposes to implement a twelve month strategy that centers on the proposed themes of Homeland Security is Business Strength and Economic Development. and Coordinated, Involved, Caring. These themes capitalize on the DCBIDs reputation as a thought leader in business growth and retention and success with corralling disparate stakeholders from the local government, federal government, and private sector. Examples of tactics offered in the strategic communications plan include: Reviewing best practices to achieving building security from the Building Owners and Managers Association International Assisting property owners/managers with the improvement of or development of emergency preparedness and Continuity of Operations Plans (COOP) Launching a website containing video and audio presentations, including tips, live panel discussions, webinars, how-tos, on topics of public safety and emergency preparedness

Convening public safety lobby fairs at select BID properties to provide information about personal safety and what to do in the first 72 hours of an emergency

Creating a Downtown Emergency Response Team to review existing conditions and target hot spots as well as identify problems more quickly, establish criteria, standards and priorities to improve communication among participants, and create and implement practical and effective solutions The homeland security/public safety initiative may seem out of the DCBIDs scope of

work at first thought. However, based on my research and interviews with business improvement districts in the region and across the country, the initiative offers the organization the opportunity to enhance its position as a model BID and protect DowntownDCs position as a regional economic engine.

SITUATION ANALYSIS
For fifteen years, DCBID has provided eight services: economic development, environmental sustainability, homeless services, marketing, physical improvements, planning, transportation and special events to its 138-block service area. 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. The area is anchored by Class A

office buildings and tenants, new housing, cultural venues, destination restaurants, and a thriving commercial district with more than 60 million SF of commercial space. 2 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. 3 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 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. 4

GOAL
Homeland security and emergency preparedness need to be carefully coordinated with key Downtown partners and stakeholders as the DCBID transitions to protecting, maintaining, and improving public space management. Making the case for emergency management communications should emphasize the positive aspects of preparednessbusiness continuity is
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(DowntownDC Business Improvement District 2010 Annual Report, 2010) (Department of Homeland Security | Preserving Our Freedoms, Protecting America) (LaFree, 2012)

an important extension of ensuring DowntownDCs economic development. In other words, Homeland Security is Business Strength and Economic Development. Through a responsibility brand, Coordinated, Involved, Caring, the plan will also reinforce DCBIDs reputation for successfully cultivating and managing a variety of stakeholders, audiences, and constituents. The communications goals of the DCBID are building awareness of the homeland security initiative and communicating the importance of the homeland security initiative to property owners/managers to ensure DowntownDCs economic development and competitive advantage.

KEY PUBLICS
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. They greet and assist Downtown workers,

Key Public A
Safety/Hospitality and Maintenance (SAMs) employees

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, D.C. The DCBID partners with five law enforcement agencies Metropolitan Police Department (D.C. Police), the

Key Public B
District of Columbia law enforcement and emergency management agencies

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. 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

Key Public C
Commercial property owners/managers

end of 2007, the citys office market ranks fourth in the 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 that contain a combination of uses and users, including rental and for-sale housing, restaurants, offices, cultural institutions, and entertainment venues. Like all world class downtowns, the area not only provides places for residents to work, shop and visit, but its tax revenues support services that also help make all of the Districts neighborhoods viable and successful. The Building Owners and Managers Association International, the leading commercial real estate industry association, notes every year emergencies take their toll on business and 8

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. In fact, current and prospective tenants increasingly consider a buildings emergency preparedness plan as a key element in their leasing decision. Based on this information gathered during my research, property owners/managers should be involved in emergency planning not only to protect assets and minimize liability but also to protect, attract and retain tenants.

STRATEGIES & TACTICS

Strategy 1: Identify and disseminate best practices 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 using the Building Owners and Managers Association Internationals Are You Ready for the First Hour? training module

Tactic: Review recent emergency management events, responses, and lessons learned to inform development of Continuity of Operations Plans (COOP) Discovery Channel Active Shooter Snomageddon 2010 Earthquake 2011 World Trade Center 2012

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 Tactic: Distribute online survey to discover how other BIDs interact with public safety information Strategy 2: Initiate Suspicious Activity Reporting Pilot program to DCBID activities with government emergency planning activities 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 10

Tactic: Create Downtown Emergency Response Team to review existing conditions and target 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 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 to improve collaboration with law enforcement and private security personnel 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: 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

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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 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 $0.00 $0.00 $400 0 0 10

$4,000
$0.00 $0.00 $4,000 $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

$11,878.50

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

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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: Educate sixty percent of Safety/Hospitality and Maintenance (SAMs) on identification techniques for and documentation of suspicious activity 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 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

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4. Objective 4: Motivate the DCBID property owners/managers to obtain Standards for Emergency Preparedness certification from the Building Owners and Managers
Association International by the end of the first 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 designate at least one employee as emergency management team leader

Thirty percent of property owner/manager 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 taken 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 current 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, customer-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

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international terrorist threats to create a seamless response system from government, first responders, businesses and the general public. DCBIDs brand and frame, 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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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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