Workplace Violence:

Developing a Culture of Preparedness

Webinar Objectives

• Introduction

• Developing a Culture of Preparedness

• Risk & Insurance Implications

• Active Shooter vs. Mass Shooter

• Active Shooter Data & Statistics

• Types of Shooters

• Lessons Learned

• Risk Management– Active Shooter & Multi-Hazard Preparedness

Plan

– Emergency Response Plan

– Training & Drills

• Q & A

Anthony S. Mangeri, MPA,CPM, CEM,Director – Fire & Emergency Services Outreach

Faculty, School of Security & Global Studies, Center for Applied Learning

at American Public University System

Violence in the American Workplace

Highest Casualty & a Threat for Every Workplace

• Orlando Nightclub: Pulse, a gay nightclub

– June 12, 2016

– 49 killed, more than 53 wounded

– Attack type: mass shooting, hostage-taking

– Weapons: (3); SIG Sauer MCX, semi-automatic rifle, 9mm Glock 17 semi-automatic pistol

– Resolution: Shooter shot and killed by Orlando Police Department

• Cinemark Century 21 Theater in Aurora, Colorado

– July 20, 2012

– 70 (12 killed, 58 wounded)

– Weapons: (5); tear gas, AR-15 rifle, 12-gauge shotgun and at least two .40-calibar Glock 22 handguns

– Closest relationship to victim(s): None

– Resolution: No force; shooter surrenders to police outside of theater within seven minutes of first 911 calls

– Resolution: Shooter sentenced to life in prison without parole

• Virginia Polytechnic Institute and State University in Blacksburg, Virginia

– April 16, 2007

– 49 (32 killed, 20 wounded)

– Weapons: (2); one .22-caliber semi-automatic

and one 9-millimeter semi-automatic

– Closest relationship to victim(s): Academic

– Resolution: Suspect committed suicide

• Ft. Hood Soldier Readiness Processing Center in Ft. Hood, Texas

– November 5, 2009

– 45 (13 killed, 32 wounded)

– Weapons: (2); one FN Herstal 5.7 tactical semi-automatic and one .357-magnum Smith & Wesson revolver

– Closest Relationship with victim(s): Professional

– Resolution: Force

• Sandy Hook Elementary School and a resident in Newtown, Connecticut

– December 14, 2012

– 29 (27 killed: 20 first graders killed, Six staff members killed, Shooters mother killed , 2 wounded)

– Weapons (3): .223 caliber Bushmaster rifle, one 10-milimeter Glock handgun, one 9-milliment Sig Sauer handgun

– Closest relationship to victim: Academic

– Resolution: Suicide

Setting the Stage – Important Definitions to Know

Definitions:

• Active Shooter Situation:

– an individual actively engaged in killing or attempting to

kill people in a confined and populated area

– Activity is not contained

– Immediate risk of death or serious injury to others

• Mass Shootings:

– generally defined by the number of people killed or injured

Recognizing the Different Types of Shooters:

Workplace Related

• Workplace-related & School Shooter

– Customer or Client, Co-Worker, Domestic Violence

• Concern about current and specific problems

• Other centered

• Believes violence will “solve the current problem”

• Persons or school/company assets are specifically targeted

• Brief planning involved

• Variation of weapon knowledge & expertise

Active Shooter Awareness Virtual Roundtable Washington, DC September 27, 2011

Recognizing the Different Types of Shooters:

Criminal

• Criminal Terrorists

– No ideological issue

– Self centered

– Desire for vengeance justifies violence

– Seeks psychological reward through terrorism

– Soft targets: malls, theaters, retail stores, etc.

– Lacks the training or discipline of the ideological terrorist,

but more knowledgeable in weapon use

– Extra ammunition

– Often exhibits cold, calm and expressionless appearance

– Mental rehearsals

Active Shooter Awareness Virtual Roundtable Washington, DC September 27, 2011

Recognizing the Different Types of Shooters:

Ideological

• Ideological Terrorists

– Intended to create terror and fear

– Perpetrated for an ideological goal/cause-oriented

– Deliberately target or disregard the safety of non-

combatants

– Narrow focus

– Violence in justified

– Includes racists, separatists, political groups, radical

environmentalists, and violent jihadists

Active Shooter Awareness Virtual Roundtable Washington, DC September 27, 2011

Psychology: Triggers Exist but Persons “Don’t Just Snap”

• Profiling an average shooter is near impossible

• Violent behavior or potential is rarely new for perpetrators

• Usually patterns of negative thinking, feeling, and/or behavior are part of the history

• Triggers intensify the negative elements

• Planning for violent reaction usually takes place over some time

• During this time, signals, flags, and sometimes threats exist but are rarely seen as serious or are not reported

Active Shooter Awareness Virtual Roundtable Washington, DC September 27, 2011

Findings: Number of Incidents Annually

Findings: Number of Casualties

Unfortunate Evolving Threat and Risk:

Active Shooters

Attackers Relationship to Victims

http://activeshooterdata.org/the-victim1.html

Active Shooter Incidents by Location

The Faces of Mass Shootings

https://www.washingtonpost.com/graphics/national/mass-shootings-in-america/

Insights Learned from Data and Statistics

• Pre-incident behavior typically exists but warning signs are disregarded

• Events are spontaneous, evolve quickly

• Occur in a target rich environment

• Suspects’ behavior is unpredictable

• Tactical intervention too late

• Recognizing the dynamics associated with different businesses and critical infrastructure:– Malls: multiple entrances

– Airports: no security at baggage areas

– Schools: typically soft targets

– Outdoor venues: different options for attack

Cost Ramifications to Workplace Violence

Importance of Workforce Training and

Development of a Culture of Preparedness

• Guidance for:

– Individuals

– Managers

– Employees

Developing a Culture of Preparedness

Resources

Companies’ Responsibility for Safety – OSHA

OSHA General Duty Clause, Section 5(a)(1)

of the Occupational Safety and Health Act

(OSHA) of 1970

OSHA September 2011 Directive CPL-02-01-

052

Importance of Risk Management

• Risk management must be a priority for leadership

• Must not be delegated to staff who lack authority

• Process must be formal (written) and repeatable

• Must be written clearly using the Condition-If-Then

protocol

• Risks must be reviewed & assessed regularly

• Must be shared amongst all stakeholders. Identify

“risk champions" for each major functional area of

the business, including sales, marketing, operations,

HR, IT, legal/regulatory and the financial departments

Have a Plan and Practice the Plan

“Planning to have a plan is not a plan. There’s a

need for leadership. It’s important that we take

the appropriate steps to ensure our people are

prepared and put the plan in motion.”

Jeremiah Hart, lead instructor and senior analyst at the Force Training Institute

Developing a Violent Incident Preparedness Plan

• At that minimum, a plan should consist of the following elements:– Security Assessments

– Preparedness• Evacuation policy & procedure

• Emergency escape procedures

• Emergency escape route assignments

– Communication• Contact information for critical points of contact

• Local hospital information

• Emergency notification system

– Incident Plan (i.e. actions to take during an incident)

– Conduct Employee Training & Practice Exercises (i.e. drills)

– Post Incident Recovery• Employees

• Operations

• Company representatives should coordinate with local first responders

Critical Infrastructure Planning & Response

• Preparedness– Reporting Indicators, Warning, & Incidents of Workplace Violence

– Threat/Risk Assessment Team

– Employee Assistance Plan

– Law Enforcement & First Responder Coordination Training & Exercise

• Training & Exercise (as a Training Professional)– Training & Awareness Training Materials

– Training Drills/Exercises

• Response– Run, Hide, Fight

– Run, Hide, Fight for Disabilities

– Interacting with First Responders

– Roles & Responsibilities

– Communications/Media Messaging

• Recovery – Reunification

– First Aid: physical and psychological

– Managing Victims and Families

– Public Relations

– Business Continuity Plan

Importance of Preparedness, Training &

Collaboration

• Conduct background checks on prospective employees

• Zero Tolerance Workplace Violence Policy– Specify that Weapons are Prohibited

– Consider additional provisions: • Employer right to search desks and property

• Prohibition on former employees returning to the workplace

• Domestic Violence:– Report if they are a victim or suspect that a co-worker is

– Obligation to report TRO

• Reporting Indicators, Warning, & Incidents of Workplace Violence

• Multi-disciplinary Threat/Risk Assessment Team– Internal

– External

• Employee Assistance Plan

• Law Enforcement & First Responder Coordination

Training Can Reduce Risk and Impact on

Insurance Industry – Preparing the Workforce

Have you considered which rooms in the building/store would provide the greatest protection? Which would provide the least protection?

Do you know which doors in the building have locks, and those that don’t? What kind of locks do the doors have? Key, push button, push and turn, or other?

When choosing a place to hide, have you considered the difference between cover and concealment?

Do you know how to quickly silence your cell phone?

How would you respond if you were directly confronted by the shooter?

How should you respond if confronted by a police officer?

(Brittain, 2016)

Do you know where all of the potential exits are in your building? Are the exits clear? Do you

know where those exits go, and if they lead you out of the building?

Do you have an escape route and plan in mind? Where would you go once you exited the

building?

How would you respond if the shooter was on a different floor in the building? Would it matter

which floor?

Training & Drills

• Bolsters prevention protocols at your workplace

• Adopting a survival mindset during a crisis situation

• Different training needs for employees versus management

• Training does not necessarily equal learning. Training should be developed and delivered based on sound adult learning principles and be approached as an actionable learning experience.

• Conduct drills and exercise your Emergency Action Plan at least once a year

– Most companies still do not perform active shooter drills even though nearly 50% of corporations with an excess of 1,000 employees experience workplace violence annually (Hart, 2016)

Implications of Employees’ Responses

• Run, Hide, Fight

• Run, Hide, Fight for those with disabilities

• Emergency Response Plan

• Communications/Media Messaging

– Local media

– Have a public affairs plan

– Establish main news contact(s) in advance

– Have a checklist of necessary and appropriate information

to provide

Response: Emergency Response Plan

• FEMA Sample Emergency Response Plan: http://tinyurl.com/kgtxs85

• Identify the goals and objectives for the emergency response plan.

• Define what your emergency response team is expected to do during an

emergency (e.g., evacuate employees and visitors, provide first aid, etc.)

• Identify any regulations covered by your plan (e.g., OSHA, fire code, etc.)

• Evacuation Plan: warning system to be used & instructions, employee

assemblage location, map, evacuation leaders, people with disabilities, etc.

• Shelter-In-Place Plan

• Lockdown Plan

• Medical Emergency Plan: location of First Aid Kits, Automated External

Defibrillator(s) and procedures for using

• Emergency Response Teams and contact information for those not identified

elsewhere such as facilities, security, etc.

• Public Emergency Services & Contractors

• Warning, Notification and Communications Systems: system type & location

Emergency Response Plan Sample Table of Contents

• [Business Name here] Emergency Response Plan– Emergency Notification and Telephone Numbers

– General Evacuation Procedures

– Emergency Roles and Responsibilities

– Emergency Response Staff

– Emergency Response Kit

– FIRE Emergency Procedures

– ACTIVE SHOOTER

– MEDICAL EMERGENCY

– BOMB THREAT Procedures

– CHEMICAL SPILL or Release

– EARTHQUAKE

– POWER OUTAGE

– Emergency Evacuation for Persons With Disabilities

• Employee Roster

• Recovery Procedures

Response: Business Continuity Plan

www.Ready.gov/business

FEMA Sample Business

Continuity Plan:

http://tinyurl.com/hgsma68

FEMA Sample Business

Continuity Worksheet:

http://tinyurl.com/zytqvgz

• Business Impact Analysis

• Business Continuity

Strategies & Requirements

• Manual Workarounds

• Incident Management

• Training, Testing &

Exercising

• Program Maintenance and

Improvement

Government Information

Department of Homeland Security –DHS

pocket card, booklet, poster available On-line

OSHA Workplace Violence:

https://www.osha.gov/SLTC/workplaceviolenc

e/standards.html

Commercial Facilities Sector Training and Resources: This Web site provides

various resources for the Commercial Facilities Sector, including three courses,

links to subsector tools and webinars, and informational videos.

How to Plan for Workplace Emergencies and Evacuations, U.S. Department

of Labor, Occupational Health and Safety Administration, OSHA 3088 (2001):

This booklet provides a general overview of dealing with emergency situations,

including developing an evacuation plan, training employees, and utilizing

resources.

Active Shooter Multi-Hazard Crisis Training

This online program will enable you to:

• Develop a customized emergency action plan for your unique working environment that can save lives

• Facilitate meetings to coordinate with your local first responders and make them familiar with your facility

• Provide automated notifications via mobile devices so your workforce is better prepared

• Identify who has leadership responsibilities during an active shooter incident

• Help your workforce learn the critical lifesaving steps to take in the first seconds of an active shooter situation

Active Shooter

ACTION™ Online

Training Course in

Multi-Hazard Crisis

Safety, developed in

collaboration with the

FBINAA

Center for Applied Learning (CAL)

For additional information, please contact

tsehring@apus.edu

or visit www.apus.edu/CAL

Customized Solutions for Today's Risk and Insurances Professionals

The APUS Center for Applied Learning provides a wide range of online and hybrid training and educational solutions to meet your workforce development and performance goals.

We are experts in data-driven, adult learning and the integration of knowledge with three key capabilities that set us apart in the marketplace:

We are an accredited and award-winning educatorWe provide deep experience and subject matter expertiseWe are experts at effective knowledge transfer, assessments, metrics and applied learning,

Our offerings help make your training and development programs more effective, efficient, and measurable – a win-win for your employees and your organization.

Workplace Violence:

Developing a Culture of Preparedness

Questions/Comments

Additional References Used

• Brittain, J., LPC. (2016, June 29). Active Shooter: Is Having A Plan Enough? - LPM. Retrieved September 06, 2016, from http://losspreventionmedia.com/insider/retail-security/active-shooter-is-having-a-plan-enough/ Article was originally published in 2014 and was updated on June 29, 2016

• "Corporate Liability: Sharing The Blame for Workplace Violence." Corporate Liability: Sharing The Blame for Workplace Violence. Workplace Violence Research Institute, 2012. Web. 12 Aug. 2016.

• Hart, Jay. "Saving Lives with a Test: Active Shooter Response Training for Employees." Security. BNP Media, June 2016. Web. 28 Aug. 2016.

• Romano, Stephen J., M.A., Micòl E. Levi-Minzi, M.A., M.S., Eugene A. Rugala, and Vincent B. Van Hasselt, Ph.D. "Workplace Violence Prevention." FBI. Law Enforcement Bulletin, Jan. 2011. Web. 9 Aug. 2016.

• "Table 3. Fatal Occupational Injuries by Occupation and Selected Event or Exposure, 2014." U.S. Bureau of Labor Statistics. U.S. Bureau of Labor Statistics, 15 July 2016. Web. 22 Aug. 2016.

• "WorkplaceViolence911." National Institute for the Prevention of Workplace Violence. N.p., n.d. Web. 14 Aug. 2016.