Hillard heintze Presentation for ATAP

The Role of Protective Intelligence in
Managing Threats Associated with
Targeted Violence and the Active Shooter
March 22, 2017

AGENDA
HILLARD HEINTZE © 2017 | Protecting What Matters2
PART I
Why We're Here: Context and Mindset
PART II
Know Your Enemy: Threat Assessment
and Protective Intelligence
PART III
Practicing Prevention: Critical Issues and Insights

PART I
Why We're Here:
Context and Mindset
3 HILLARD HEINTZE © 2017 | Protecting What Matters

EMPLOYEE SAFETY IS A TOP PRIORITY
Employers must maintain
“a place of employment which is
free from recognized hazards that
are causing or are likely to cause
death or serious physical harm ...”
OSHA/MOSHA

Family of Navy Yard shooting victim
files $37.5 million wrongful-death claim
• Suit alleged the Navy and the Department of
Veterans Affairs overlooked or missed a series of
red flags that should have alerted them to the
troubled history of the shooter
• The action inspired other victims’ families to
seek legal advice or file lawsuits

Beware of the warning signs
Was the ABB Power Plant shooting preventable?
• Known to be disgruntled, unhappy at work and angry at the company
• Friends said he complained about pressure and conflict with supervisors
• Part of a class-action lawsuit against
the company over pension plan and
401(k) fees and expenses
• Subject purchased two of the four
weapons he used in the incident
only the day before – an AK-47
and a 12-gauge shotgun

Employers must be aware of the legal
implications of workplace violence prevention
• The Health Insurance Portability and
Accountability Act (HIPAA)
• The Family Educational Rights and Privacy Act (FERPA)
• Duty to Warn – The Tarasoff Case
• State labor laws related to weapons and
mental health commitment
• Laws prohibiting discussion or discrimination
based on knowledge of domestic violence

The business benefits of a workplace violence prevention program
• Increased workplace and
employee security
• Higher employee morale leads
to improved levels of productivity
• Uninterrupted business operations
• Stronger enterprise risk management
• Greater cross-functional collaboration
and information sharing
• Early identification of red flags –
and opportunities to intervene
• Ability to perform basic threat
assessments in-house
• Lower risks of lawsuits and settlements

PROTECTING THE WORKPLACE
The FBI defines workplace violence as
“any action that could threaten the safety of
an employee, impact an employee’s physical
or psychological well-being, or cause damage
to company property.”

HILLARD HEINTZE © 2017 | Protecting What Matters
10
Common roadblocks to early intervention
in workplace violence prevention
- Lack of awareness about the knowable indicators
of behaviors that could point to a potential attack
- Poor understanding of risk and mitigation measures
- Absence of a formal workplace violence
prevention program
- Shortfalls in policies, training,
sustained executive sponsorship and
sufficient security-related funding

Targeted violence is any
incident of violence where a
known or knowable attacker
selects a particular target
prior to their violent attack.

A Proactive Approach: Prevention and Early Intervention
To manage threats associated with
targeted violence and the active
shooter, we must first gain an
understanding of the factors that
may indicate potential risk.
This includes:
Dispelling prevailing beliefs about attackers.
Understanding the pre-attack process.
Learning the processes involved in
behavioral threat assessment and
protective intelligence.

PART II
Know Your Enemy:
Threat Assessment and Protective Intelligence

WHAT WE LEARNED ABOUT ATTACKERS
The Exceptional Case Study Project
Five-year study
examined the thinking
and behavior of 83
subjects who carried
out 74 attacks from
1949 to 1996
1. Target Selection
2. Motive
3. Planning
4. Mental Illness
5. Communications
6. Security

Myths versus Facts
MYTH 1:
They fit a
distinct profile
FACT 1:
Attackers do not fit
one descriptive or
demographic profile
MYTH 2:
Mentally ill attackers are
irrational in their planning
FACT 2:
Mentally ill attackers
have developed organized
and rational attack plans
MYTH 3:
They make a
direct threat
FACT 3:
Persons who pose an
actual threat most often
do not make a threat

TARGETED VIOLENCE: UNDERSTANDING AND ADDRESSING THE RISK
What was learned about the pre-attack process?
• An understandable and often discernible process of
thinking and behavior.
• Stems from an interaction among the potential attacker,
past stressful events, a current situation and the target.
• A potential attacker’s behavior is vital to identifying his
or her intentions. The attacker’s thinking, planning and
logistical preparations have to be detected and
interrupted.

Attackers
have motives
• Achieve fame
and notoriety
• Law-enforcement-
assisted suicide
• Bring national
attention to a
perceived
problem
Attackers
select targets
• Based on their
motives and
the accessibility
of the target
• Often consider
more than one
target
Attackers have
common
backgrounds
• Despair, depression,
suicidal thoughts
• History of harassing
or stalking
• Major loss or
change in life
• Few arrests for
violent crimes

Attack-related behaviors
• Interest or obsession with violence
• Develop attack plan
• Approach or visit site of attack
• Attempted assault or actual attack
• Attempt to penetrate security
• Approach or visit site with weapon

TARGETED VIOLENCE: UNDERSTANDING AND ADDRESSING THE RISK
Assess potential threats from the outside, looking in
• Always remember that the question at the core of a
threat assessment is not “Has the subject made a
threat?” but “Does the subject pose a threat?”
• Investigations are behavior-based rather than
statement-based
• Information sharing is key to prevention

BEHAVIORAL THREAT ASSESSMENT
Behavioral threat assessment is the process of
gathering and assessing information about persons
who may have the interest, motive, intention and
capability of committing an act of targeted violence.

The threat assessment process is a continuum from inquiry to investigation.
Manage
The threat the
individual poses
Assess
If the individual poses
a risk – gather
information from
multiple sources
Identify
Individuals who have
the idea or intent
of violence

Threat assessment is the
approach supported by the
Exceptional Case Study Project
• Various approaches to assessing the
likelihood of violence exist. Most are
effective in one or more respects –
but ineffective in others.
Profiling
Automated
Decision-
Making
Structured
Clinical
Assessment/
Guided
Professional
Judgment

PREVENTION: PROTECTIVE INTELLIGENCE - TEN KEY QUESTIONS
What motivated the subject
to make the statement or
take the action which caused
him or her to come to our
attention?

What has the subject
communicated to
anyone concerning his
or her intentions?

Has the subject shown
inappropriate interest in
assassins, weapons, militant
ideas or mass murders?

Is there evidence that the
subject has engaged in
attack-related behavior
targeting our protectee(s)?

Does the subject have a history
of mental illness involving
command hallucinations,
delusional ideas, feelings of
persecution, etc.?

Does the subject have the
ability to plan and execute
a violent action against one
of our protectees?

Is there evidence that the
subject is experiencing
desperation and/or despair?

Is what the subject says consistent
with his or her actions?

Is there concern among
those who know the
subject that he or she
might take action based
on inappropriate ideas?

Are there factors in the
subject’s life or environment
which might increase or
decrease the likelihood of the
subject attempting to attack a
protectee?

REAL-LIFE CONTEXT: CASE STUDIES
Managing a Stalker Incident
An anonymous caller reported one of the firm’s
receptionists was slandering its management
team. The company quickly learned the caller
was known to their employee and had been
stalking her for over a year. Calls to local law
enforcement resulted in an initial flurry of
incident reports and administrative filings, but
progress in the case quickly stalled.

A Former Employee’s Potential
for Violence
A disgruntled former employee began
sending inappropriate emails to current
employees. The client needed to assess
the individual’s potential for violence.

The Facebook Threat
An employee in an East Coast
branch office posted threatening
statements about company
personnel on his Facebook wall
along with several pictures of
himself posing with weapons.

PART III
Practicing Prevention:
Critical Issues and Insights

BEST PRACTICES: CRITICAL ISSUES TO KEEP IN MIND
Targeted workplace violence
in the United States
On average, 1.7 million people
annually are victims of violent crime
while working – including an average
of 700 homicides per year.

U.S. Workplace Homicides
by Type, 2011-2012

Workplace violence prevention is not best
left to traditional law enforcement
Without specific training on violence prevention,
law enforcement may fail to act on reported
information or respond in a meaningful way.

• Internal investigations are controlled
by the organization
• External investigations are controlled
by law enforcement agencies

We must do everything possible to prevent
and prepare for active shooter events
• 37% of attacks ended in less than 5 minutes
• Average attack lasted 12 minutes
• 74% of attackers entered through a main entrance
• 51% of attacks occurred in the workplace
ACTIVE SHOOTER PLANNING

• Developed in line with the
Four Phases of Emergency
Management
• An Active Shooter Plan
should be an essential
component of an overall
Emergency Management
Plan
42
ACTIVE SHOOTER PLANNING
HILLARD HEINTZE © 2017 | Protecting What Matters

Matthew Doherty
Senior Vice President, Threat and Violence Risk Management
matthew.doherty@hillardheintze.com
202.306.6530
30 South Wacker Drive, Suite 1400, Chicago, Illinois 60606
QUESTIONS AND DISCUSSION

Hillard heintze Presentation for ATAP

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