The Golden Triangle Business Improvement District Washington, DC Program: Safe, Secure, Prepared Award Category: Downtown Leadership and Management

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1 The Golden Triangle Business Improvement District Washington, DC Program: Safe, Secure, Prepared Award Category: Downtown Leadership and Management Encompasses 43 square blocks of prime commercial real estate at the foot of the White House High profile neighborhood, rich in high value targets Symbolic K St 3 of Metro s busiest stations Prominent companies Workforce of approximately 85,000 people; densest workforce population in the region The BID has made a fierce commitment to protecting the neighborhood The BID works with property management companies and public safety agencies to improve safety, security, and emergency preparedness

2 Strategically operating in the middle between key public safety agencies and member organizations significantly improves coordination before, during, and after disruptive incidents, large special events, protests, emergencies, and disasters. Regulatory and Response Agencies Golden Triangle BID 650+ Property and Security Managers 3,000 Businesses and Organizations 85,000 Workers

3 Strengthening Partnerships On a daily basis, the BID works with numerous local and Federal law enforcement/public safety, homeland security, and emergency management agencies to: Collect and share incident information between stakeholders Strategize and coordinate multiagency efforts Advocate for timely and appropriate resolutions when incidents occur Coordination Occurs Before, During, and After Disruptive Incidents Emergencies Protests Large Special Events Safety Council Monthly coordination meeting to address issues Includes numerous regulatory and response agencies Metropolitan Police Department (MPD) Chief of Police, Peter Newsham, joins Safety Council for strategic discussion

4 Strategically Improving Communication E-Alerts Alert system used to send emergency notifications and updates about incidents affecting the BID Critical stakeholders and decision makers across entire neighborhood enrolled 650+ property and security managers 900+ businesses and individuals Landline phones at lobby front desks and parking attendant booths receive announced messages Viewed as credible and trustworthy Decision makers rely on E-Alerts to make key operational decisions More focused and timely than city alerts Safety & Security Bulletins Focused information about upcoming disruptive special events and protests, crime trends, criminal lookout information, major utility disruptions, and other concerns Sent to property and security managers Actual E-Alert sent to notify stakeholders about protest activity Workers in the Neighborhood Signing up for E-Alerts

5 Empowering the Community through Training and Exercises BID trains hundreds of people each year on topics, such as: Active shooters/threats Business continuity Suspicious activity reporting Utility interruption Public transit emergencies Cyber incidents Shelter-in-place and evacuation AED/CPR Chemical, Biological, Explosive, Radiological, Nuclear Unique because trainings include tabletop exercises; allows participants to test plans and assumptions with neighbors and tenants Suspicious Activity Reporting and Run, Hide, Fight Training and Tabletop Exercise Hands Only CPR Training at Farragut Fridays Police Chiefs Discussion on Navy Yard Shooting, Boston Bombings, and 9/11 (Pentagon) Power Outage and Business Continuity Training and Tabletop Exercise

6 Empowering the Community through Training and Exercises Law Enforcement, Emergency Management, and Public Safety Officials Provide Subject-Matter Expertise and Guide Property Managers and Tenant Organizations through Tabletop Exercises Planning for Emergencies and Service Disruptions on Public Transportation Regulatory, Preparedness, and Response Agencies join Golden Triangle Staff to Distribute Emergency Preparedness Information to the Community

7 Empowering the Community through Training and Exercises The BID created training presentations and a series of emergency, shelter-in-place, and evacuation template documents. The team then, worked with numerous businesses across the neighborhood to help them develop their own emergency plans for their businesses. Resources are also publicly available on a BID-supported website. The BID has engaged members with more advanced emergency and disaster topics, such as getting back to business after a catastrophe. This discussion involved a ground-based nuclear attack. Numerous businesses and governmental leaders participated. It was developed in partnership with the Regional Catastrophic Preparedness Grant Program.

8 Improving Incident Response and Recovery: Power Outage Affecting 21 Buildings An underground transformer fire broke out around 11 pm on Monday, August 15, 2016, taking power out for 21 large commercial buildings (5.2+ million square feet) for multiple days. 14,000 workers affected. Video: BID staff followed emergency response plans to: BID Emergency Operations Center Conduct a rapid damage/impact assessment Activate our own business continuity plans as we lost power, as well Activate the BID s Emergency Operations Center Coordinate response with city emergency management officials, power utility, and affected properties Collect and distribute key updates by E-Alert messages and conference calls Request additional resources and support from the city to manage cascading issues (e.g. two major roads that service Host and conduct an after-action meeting with affected properties, emergency management officials, and the power utility

9 Improving Coordination and Information Sharing for a National Special Security Event: 45th Presidential Inauguration Connected US Secret Service with 75+ affected properties inside security zones Negotiated jersey barrier setup times to minimize business impacts Held joint briefing with US Secret Service, US Park Police, Metropolitan Police Department, Metro Transit Police Department, and BID staff Stationed Ambassadors with National Guard and police agencies to provide neighborhood information Connected to US Secret Service, emergency management, and police agencies to share incident information

10 Improving Coordination during Law Enforcement Activity and Taking Action to Reduce Crime Security camera footage recording a suspect who broke 25 large storefront windows across the neighborhood with rocks. When chronic crime occurs, the BID works with police detectives, court system, and property manages to collect information and draw connections between cases. The BID monitors crime on the neighborhood level and is ready to leverage partnerships to take action when crime increases. The BID systemically works with property management companies and businesses to install high-quality outdoor cameras. The BID funds the purchase and installation of additional outdoor cameras that can be monitored by the Metropolitan Police Department. These efforts are closing camera coverage gaps throughout the neighborhood and improving the chance of catching criminals when crimes occur. Police response to an active threat with a weapon on K St NW; police blocked 9 city blocks for approximately 8 hours during the business day. When critical incidents are in progress, the BID works directly with command staff within responding police agencies to provide building contact information and send E-Alerts to our property managers, security managers, and businesses.

11 Additional Examples of Incident Response Protests Blocking K St NW Protests Blocking K St NW Ambassadors lowering newspaper boxes in anticipation of strong winds from incoming hurricane Ambassadors providing directions after an emergency Metrorail line closure Ambassadors cleaning up storm debris in conjunction with US National Park Service Ambassadors cleaning up snow storm, which was a Presidentially Declared Disaster

12 Continuing to be a Thought Leader The US Department of Homeland Security selected the Golden Triangle BID to partner and host a day-long Corporate Security Symposium in May The event addressed a wide range of homeland security and emergency management topics. Approximately 300 government and private sector partners participated. Golden Triangle BID Led Panel Discussion: Using Business Improvement Districts to Bridge Private and Public Sectors Before, During, and After Critical Incidents and Special Events Leona Agouridis, Executive Director, Golden Triangle BID Pat Powell, Director, Operations and Preparedness, Golden Triangle BID Ron Pavlik, Chief of Police, Metro Transit Police Department Pete Pedersen, Manager, Emergency Preparedness, Pepco Brian Ebert, Special Agent in Charge, Washington Field Office, United States Secret Service Jackie Duke, Senior Vice President, Operations, D.C. Region, Brookfield

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