SCBrown DCBID StrategicComm Summary

7/31/2019 SCBrown DCBID StrategicComm Summary

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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

Situation Analysis ................................................................................................................................................... 5

Goal ................................................................................................................................................................................ 6

Overview of Key Publics ...................................................................................................................................... 7

Strategies and Tactics ........................................................................................................................................... 9

Budget ....................................................................................................................................................................... 12

Evaluation ................................................................................................................................................................ 12

Conclusion ............................................................................................................................................................... 14

CommunicationsCollateral ............................................................................................................................. 16


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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

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


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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.

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 ofHomeland 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 andManagers Association International

Assisting property owners/managers with the improvement of or development ofemergency preparedness and Continuity of Operations Plans (COOP)

Launching a website containing video and audio presentations, including tips, live paneldiscussions, webinars, how-tos, on topics of public safety and emergency preparedness


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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 foremergency management

communications should emphasize the positive aspects of preparednessbusiness continuity is

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

3(Department of Homeland Security | Preserving Our Freedoms, Protecting America)

4(LaFree, 2012)


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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) 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,

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.

Key Public ASafety/Hospitality and

Maintenance (SAMs) employees


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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

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 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 District s 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

Key Public CCommercial property

owners/managers

Key Public BDistrict of Columbia law

enforcement and

emergency managementa encies


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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. 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


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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: Distributeonline 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


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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, 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 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 $4,000Collateral Material (online and offline)

Writing (in-house)$0.00 0 $0.00

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

$400 10 $4,000Brochures

Print production$0.25 10,000 $2,500

Posters

Print production (bus shelter; 72.5x48) $2.15 20 $51.00

Print 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 andDevelopment $1,500Website (increased server capacity) $75/hr 20 hours $1,500E-newsletter (in-house)

$0.00 0 $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 among40 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 ofmessage 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) onidentification techniques for and documentation of suspicious activity 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

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 forEmergency 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 officetenants and hotel employees breakrooms

Fifteen percent of property managers designate at least one employee as emergencymanagement 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 preparednesstaken 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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Documents

SCBrown DCBID StrategicComm Summary