SCBrown Capstone

8/2/2019 SCBrown Capstone

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DowntownDCBusiness Improvement District

Enhanced Public Safety Communications Plan:

Homeland Security is Business Strength and

Economic Development


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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


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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

1 (DowntownDC Business Improvement District 2010 Annual Report, 2010)


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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 water3. 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 toproperty 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


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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 governmentsBIDs generally perform five types of services:

1. capital improvements, such as the renovation of plazas or the purchase of newplanters.

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,


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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 BIDs3 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 (Houstoun, 2003)3 (Fox, 2012)


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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


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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,


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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)


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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

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 (DowntownDC Business Improvement District 2010 Annual Report, 2010)6 (Department of Homeland Security | Preserving Our Freedoms, Protecting America)

Emergency Preparedness Steps


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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 foremergency 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:

7 (LaFree, 2012)


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1. Objective 1: Build internal awareness of the BIDs Emergency Operations Plans amongforty percent of Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012

2. Objective 2: Build internal awareness of the District of Columbias EmergencyOperations Plan among sixty percent Safety/Hospitality and Maintenance (SAMs) by

fourth quarter FY2012

3. Objective 3: Increase awareness about the District of Columbias Emergency OperationsPlan 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) employeesB. 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/managersSafety/Hospitality and Maintenance employees

(SAMs) are the ambassadors to DowntownDC.

They greet and assist Downtown workers,Key Public #1

Safety/Hospitality and

Maintenance (SAMs) em lo ees


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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

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

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.

Key Public #3Commercial property

owners/managers

Key Public #2District of Columbia law

enforcement andemergency management


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The Building Owners and Managers Association International, the leading commercial

real estate industry association, notes every year emergencies take their toll on business and

industryin 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 Reportclearly 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

brandas 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 message2. Quality or value of product, service or issue3. 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


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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 ActiveShooter

Snomageddon 2010 Earthquake 2011 World Trade Center 2012

Tactic: Issue emergency management white papers as part ofLeadership Paperseries 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

Street closure at Discovery Channel TV HQ

Credit ABCNEWS.com


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Tactic: Distributeonline 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


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Tactic: Distribute bi-monthly public safety electronic newsletter, theDowntown 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 aLeadership Paperto 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 Contact

2012-13 TimelineApri

May

June

July

Aug

Sept

Oct

Nov

Dec

Jan

2013

Feb

2013

Mar

2013

Communication MaterialsCreate and distribute public safetybrochures with public safety coremessages TBD

Create touch truck showcase flyer TBD


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Create and distribute public safetyoffice/break room and bus shelterposters with public safety coremessages TBD

Create and launch public safetywebsite with public safety coremessages TBD

Integrate communication materialsinto website TBD

Design monthly e-newsletter,Downtown Update TBD

Write, edit, distribute first publicsafety Leadership Paperabout whatto do in the first 72 hours? TBDImplement Suspicious ActivityReport communication system to bedisseminated to the public sectorand other key publics TBD

Design and distribute online surveyto discover how select local andnational BIDs, states, cities, and

counties interact with public safetyinformation TBD

Field Asset ManagementProject (SAMs Training

Institute)

Devise and implement training TBD

Review, edit, approval anddistribution of public safety messageguide to general staff TBD

Communications

TrainingSecure Field Asset ManagementProject training instructor(s) andtabletop exercise guest speakers TBDHold quarterly table top publicsafety sessions for propertyowners/managers and/or point ofcontacts with TBD

Public RelationsCoordinate, organize, publicize touchshowcase & demonstration TBD

OtherEvaluate strategic communicationsplan (ongoing, particularly criticalafter September, which is NatlPreparedness Month) TBD

2012-13 Timeline Apri

May

June

July

Aug

Sept

Oct

Nov

Dec

Jan

2013

Feb

2013

Mar

2013


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BUDGET

Category/Item Cost Per Item Quantity Total

Communication Materials $6,500Collateral Material (online and offline)

Writing (in-house)$0.00 0 $0.00

Graphic design (in-house) $0.00 0 $0.00Licensed images

$400 10 $4,000Touch truck showcase flyer

Print production$0.25 10,000 $2,500

Brochures

Print production $0.25 10,000 $2,500

Posters

Print production (bus shelter; 72.5x48)

$2.15 20 $51.00Print production (in-office, break room;60x48) $2.15 50 $127.50

Brochures

Communications Workshops (3days onsite; subsequent trainingby webinar) $6.900

Training Instructors (2 instructors)$80.00/hr 40

$3,200(x2)=$6,400

Hotel accommodations (2 instructors)$125/nt 3 days/2nts

$250(x2)=$500

Electronic Collateral Design and

Development $1,500Website (increased server capacity)$75/hr 20 hours $1,500

E-newsletter (in-house)$0.00 0 $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 among40 percent of Safety/Hospitality and Maintenance (SAMs) by fourth quarter FY2012

Evaluation of this objective will entail written, verbal, and secret shopper surveys ofmessage 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 EmergencyOperations 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 absorptionwith its SAMs scoring aware and very aware

Through secret shopper observation of SAMs message absorption they will be scoredeffective and very effective

SAMs achieve effective and very effective rating from law enforcement andemergency management personnel in simulation exercises

3. Objective 3: Increase awareness about the District of Columbias EmergencyOperations 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 surveyfive 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 theBIDs Emergency Operations Plan by the second quarter of FY2013

Twenty percent of property managers post emergency management poster in officetenants and hotel employees break rooms

Fifteen percent of property managers have designate at least one employee asemergency 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 preparednesstake 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, customer-


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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, fromArlington Economic Development (AED):http://www.arlingtonvirginiausa.com/index.cfm/5373

BOMA: Building Owners and Managers Association International. (n.d.). RetrievedApril 16, 2012, from Security and Emergency Preparedness Position Statement:http://www.boma.org/resources/safetyandemergencyplanning/pages/securityandemergencypreparedness.aspx

Business Improvement Districts: Overview and List of DC BIDs. (n.d.). RetrievedFebruary 22, 2012, from Department of Small and Local Business Developments Officeof 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, fromDallasAlert.org, Dallas Emergency Response Team: http://www.dallasalert.org

DOWNTOWNDALLAS. (n.d.).Downtown Dallas, Inc. 2011 Annual Report. RetrievedMarch 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 ofHomeland Security: http://www.dhs.gov/xabout/history/gc_1297963906741.shtm

Federal Emergency Management Agency (FEMA). (n.d.). Retrieved April 8, 2012, fromPrepare. 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 GeorgetownBusiness Improvement District: http://m.georgetowndc.com/

Goktug, Morcol; Hoyt, Lorlene; Meek, Jack W.; Zimmermann, Ulf. (2010).BusinessImprovement Districts: Research, Theories, and Controversies. Boca Raton: AuerbachPublications Taylor & Francis Group.

Houstoun, L. O. (2003).BIDs: Business Improvement Districts. Washington, D.C.: ULI-the Urban Land Institute in cooperation with the International Downtown Association.


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LaFree, G. a. (2012).Hot Spots of Terrorism and Other Crimes in the United States, 1970to 2008. College Park, MD: National Consortium for the Study of Terrorism andResponses to Terrorism (START).

Mandle, R. (2012, February 23). Crystal City Business Improvement District, ChiefOperating Officer. (S. C. Brown, Interviewer)

Mileti, D. S. (1990). Communication of emergency public warnings - A social scienceperspective and state-of-the-art assessment (ORNL-6609). Oak Ridge NationalLaboratory.

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, makingdevelopment strategies for the entiredistrict easier to coordinate and,therefore, more likely to be implemented

Large amount of modern promotional toolsand resources

Strong relationships with local government Trusted partner to government and

resource customers

Critical player in the citys and regionseconomic growth and financial stability

Weaknesses

Activities/messages strongly associatedwith economic development andevent/programming marketing

Limited emergency management/publicsafety communications expertise

Opportunities

Downtown-East End is a true lynchpinfor the entire downtown core; it is acritical submarket whose success orfailure will dictate the perception of DC

Threats

Duplication of information provided bycity government, police, emergencymanagement


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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 emergencypreparedness is business continuity andis an important extension of economicdevelopment.

Add value to services offered Increase demand for coordinated

messaging, responses, and informationdistribution

Help protect, maintain, and improvebusiness 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 of1996, 11-134)

Annual BID Tax Summary Website, founding

Adams Morgan Partnership

Property owners are assessedaccording to the current assessed

value of the property for taxpurposes. Depending upon the BID,the tax ranges from $0.15 to $0.21per $100 of assessed value

www.adamsmorganonline.com, founded inAugust, 2005

Capitol Hill Business

Improvement District

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

http://www.capitolhillbid.org/, founded 2002
mailto:[email protected]://app.dc.gov/external.asp?site=http://www.capitolhillbid.org/http://app.dc.gov/external.asp?site=http://www.capitolhillbid.org/http://app.dc.gov/external.asp?site=http://www.capitolhillbid.org/http://app.dc.gov/external.asp?site=http://www.capitolhillbid.org/mailto:[email protected]


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Capitol Riverfront BusinessImprovement District

The amount of $0.09 per $100 ofthe assessed value of unimprovedland, or commercial buildingscontaining less than 50,000 grosssquare feet;

The amount of $0.04 per $100 ofthe assessed value of land andbuildings which have a certificate ofoccupancy or other District licenseindicating that the land or buidlinghas an existing active industrial,utility or storage use;

The amount of $0.02 per $100 ofthe assessed value of land andbuildings located within the right ofway for the proposed realignment ofthe Frederick Douglass Memorial

Bridge;

The amount of $0.12 per grosssquare foot of commercial buildingscontaining 50,000 gross square feetor more; provided that the BID taximposed on any such buidling shallnot exceed $75,000 annually;

The amount of $72.00 per hotelroom annually; and

The amount of $96.00 per unit

annually for nonexempt residentialproperties. Residential propertyunits with less than ten (10) unitsshall not be subject to the BID tax.Additionally, as required by law,publically subsidized housing is notsubject to the BID tax.

capitolriverfront.org; encompasses an area of

approximately 500 acres located between theU.S. Capitol building and the AnacostiaRiver

DowntownDC Business


Property owners are assessedaccording to the square footage ofthe real estate in the BID, 15.3 centsper square foot; hotel $75.60 per-room tax

http://www.downtowndc.org; one squaremile; 138 blocks; started operations in 2007 asDowntown Partnership

Georgetown BusinessImprovement District

Tax structure is $0.1545 per $100 ofassessed value

http://m.georgetowndc.com/; 35-blocks;founded in 1999

Golden Triangle Business


Property owners are assessedaccording to the square footage ofthe real estate in the BID. Dependingupon the BID, the tax ranges from$0.05 to $0.15 per square foot.

http://www.gtbid.com/
http://app.dc.gov/external.asp?site=http://www.downtowndc.org/http://app.dc.gov/external.asp?site=http://www.downtowndc.org/http://app.dc.gov/external.asp?site=http://www.georgetowndc.com/http://app.dc.gov/external.asp?site=http://www.georgetowndc.com/http://app.dc.gov/external.asp?site=http://www.gtbid.com/http://app.dc.gov/external.asp?site=http://www.gtbid.com/http://app.dc.gov/external.asp?site=http://www.gtbid.com/http://app.dc.gov/external.asp?site=http://www.gtbid.com/http://app.dc.gov/external.asp?site=http://www.georgetowndc.com/http://app.dc.gov/external.asp?site=http://www.georgetowndc.com/http://app.dc.gov/external.asp?site=http://www.downtowndc.org/http://app.dc.gov/external.asp?site=http://www.downtowndc.org/


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Mount Vernon Triangle

Community Improvement

District

Tax structure is $0.35 per squarefoot of undeveloped land, or $0.15per square foot of commercialproperty, or $120 per residentialunit, or $90 per hotel room

http://www.mountvernontriangle.com/

NoMa Business Improvement

District

amount of $0.05 per $100 of the

assessed value of unimproved land,or commercial buildings containingless than 50,000 gross square feet;amount of $0.15 per gross squarefoot of commercial buildingscontaining 50,000 gross square feetor more; $120 per residential unit;$90 per hotel room

nomabid.orgMarch 2007

Virginia Business Improvement

DistrictsAnnual BID Tax Summary Website, founding

Crystal City BIDfinanced through the levy of a realproperty tax at the rate of $0.043 per$100 of assessed value

http://www.crystalcity.org/Established inSpring of 2006

Rosslyn Renaissance and Rosslyn

Business Improvement District

(BID)

www.rosslynva.orgstarted operations in 200317-block

commercial office core
http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/http://app.dc.gov/external.asp?site=http://mountvernontriangle.org/


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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 GENERALPUBLIC 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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Documents

SCBrown Capstone