This document provides guidance on preparing for and responding to an active shooter incident. It defines an active shooter as an individual actively engaged in killing or attempting to kill people in a confined area. Statistics from past incidents show that most shooters acted alone, had a mental illness, and aimed to inflict maximum casualties. The goals of active shooters are typically to kill as many victims as possible or make a political statement. The document stresses the importance of prevention through thorough employee screening and encouraging employees to report any suspicious activity. It also emphasizes having an emergency action plan in place before an incident occurs.
This seminar focuses on developing a general use of force policy. The instruction includes methodologies and standards for developing a clearly prescriptive response to force incidents, including:
- applicable case law
- authority established by these cases
- application of these rulings
- policy documentation and reporting procedures
- supervisor responsibilities
- training requirements
Learning the Lessons bulletins summarise investigations conducted by the IPCC or police forces where learning opportunities are identified. Police forces can use the experiences of other forces, detailed in Learning the Lessons, to improve their policies and practices.
Issues covered in this bulletin include:
Dealing with a request for a welfare check
Acting on information from the Child Exploitation and Online Protection Centre
Searching medical coverings
Use of smocks
I use this PowerPoint presentation when working with my clients overseas. It helps to establish my point of view as well as open a conversation on the differences between their models of policing and the typical American experience.
This seminar focuses on developing a general use of force policy. The instruction includes methodologies and standards for developing a clearly prescriptive response to force incidents, including:
- applicable case law
- authority established by these cases
- application of these rulings
- policy documentation and reporting procedures
- supervisor responsibilities
- training requirements
Learning the Lessons bulletins summarise investigations conducted by the IPCC or police forces where learning opportunities are identified. Police forces can use the experiences of other forces, detailed in Learning the Lessons, to improve their policies and practices.
Issues covered in this bulletin include:
Dealing with a request for a welfare check
Acting on information from the Child Exploitation and Online Protection Centre
Searching medical coverings
Use of smocks
I use this PowerPoint presentation when working with my clients overseas. It helps to establish my point of view as well as open a conversation on the differences between their models of policing and the typical American experience.
Running head WHISTLE-BLOWING A CASE STUDY OF THE NSA AND SNOWD.docxrtodd599
Running head: WHISTLE-BLOWING: A CASE STUDY OF THE NSA AND SNOWDEN
1
WHISTLE-BLOWING: A CASE STUDY OF THE NSA AND SNOWDEN
2
The Ethics of Whistle-Blowing: A Case Study of the NSA and Snowden
The right to privacy is an emotive aspect of public life across American society. The significance of the right gained added importance in the face of the government crackdown on terrorism. The so-called War on Terror that began in the aftermath of the September 11 terrorist attacks in the United States included government collection of massive information relating to its citizens and abroad. The global surveillance adopted by U.S security agents permeated the private sphere of American citizens raising a critical question on government overreach in the fight against terrorism. While the essence of privacy was not in question, the debate has often surrounded the ethics of collecting private data on millions of Americans without their knowledge. The 2013 global surveillance disclosures by Edward Snowden, a former employee of the NSA raised fundamental ethical questions on the role of whistle blowing and its implications for the whistle blower. Equally important is the conflicting view on the morality of Snowden’s action given the security implications for disclosing such a large amount of information touching on the country’s security. Although the United States Constitution does not expressly state the right to privacy, the Fourth Amendment alludes to this fact stating:
“The right of the people to be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures, shall not be violated, and no Warrants shall issue, but upon probable cause, supported by Oath or affirmation, and particularly describing the place to be searched, and the persons or things to be seized" [CITE]
Whistle blowing refers to the decision to call attention to misconduct within an organization by its current or former employee. The Government Accountability Project elaborates on the different ways an employee can whistle-blow. An employee may choose to report the wrong doing directly to state authorities. Alternatively, employees may report misconduct to a superior or refuse to participate in the unethical behavior. Snowden discovered that the Unites States government was actively engaged in activities that grossly violated ethical and legal provisions. The former employee decided to leak the massive information to the media creating unprecedented domestic and diplomatic crisis that threatened to injure the standing of the country in the international community. Although the U.S government termed the action of Snowden as an illegality and opened criminal proceedings against him, many have termed the act as appropriate because it reflected the interests of the public.
The government procedure on reporting unethical behavior requires employees to first report suspected misconduct to their superiors. The government accused Snowden of failing to fo.
Comprehensive Active Shooter Incident ManagementWilliam Penfield
Slides from Everbridge's webinar "Comprehensive Active Shooter Incident Management", where Steven Crimando discussed the importance of mitigating the active shooter threat by understanding the dynamics of the event, planning for the full-cycle of the event, and preparing those at risk with the necessary information and skills.
Respond to Post 1 and 2 with 250 words each. Post 11. Provmickietanger
Respond to Post 1 and 2 with 250 words each.
Post 1
1. Provide an example of a law enforcement agency in the United States that has implemented effective operational security (OPSEC) procedures since 9/11?
An example of a law enforcement agency that has increased its OPSEC since the 9/11 attacks is the department of homeland security. The department of homeland security has increased there OPSEC because of 9/11 and are trying to prevent another terrorist attack from Happening in the United States. However, every law enforcement agency around the United States now has a newly minted OPSEC policy. I know that in the United States Army we had classes on OPSEC more times, than I can count. There was one time when an individual posted a mission time and destination on social media and we had to change our whole mission and discipline that particular soldier for their actions. This could have gotten us injured or killed. OPSEC is vitally important to law enforcement because when we go to take out an intended target it is important they do not know that we are coming.
2. What were the OPSEC procedures?
OPSEC has its very own unique feature. A five-step process controls this. The first one that the department of homeland security uses is apply countermeasure. This is when they obtain all the assorted information and will apply the OPSEC measures to tackle the incident at hand. The next step is that we have to analyze the vulnerabilities. This is when the OPSEC will find all the holes and will find a way to close all the loops in there vulnerabilities to ensure the OPSEC cannot be broken again or have the enemy find its way in. The next step is identify critical information. This is OPSEC step when we take our time to analyze the information at hand. This will give OPSEC the chance to analyze all the Intel and information that is in front of them. This will give OPSEC its title and what information we are trying to protect. The fourth step is assess the risk. This is where OPSEC will take the information and assess our risk of what is going on. This will give us what risk countermeasure we need to take on the situation. The last step is to analyze the threat. This is where OPSEC will come into play and give us the information and tools on how to analyze and deal with the threat at hand. OPSEC has many steps and all need to be followed In order to be sure that our information and security remains where it should be at all times.
3. Describe what problems you envision the lack of an effective OPSEC program could hold for a local, county, state, tribal, or federal law enforcement agency.
In any program, a lack of OPSEC there will be unseen consequences for all parties involved. Lack of OPSEC and letting criminals know what we are doing will result in poor results for the law enforcement parties involved and will most likely get someone injured or even the possibility that they can be killed because of the lack of OPSEC. OPSEC is extremely imp ...
Overview of statistics related to workplace violence and domestic violence. Guidelines on how to effectively deal with domestic violence in the workplace to help human resources, security and management professionals. See Resources page for additional information sources.
Whistleblowing In Health Care
The Ethics Of The Whistle Blower Essay
Whistleblowers Essay
The Ethics Of Whistle Blowing Essay
Essay on Whistleblowing
Consequences Of Whistleblowing
Pros And Cons Of Whistleblowing
Whistleblowing
Disadvantages Of Whistleblowing
Examples Of Whistleblowing
Whistleblowing Essay
The Ethics Of Whistle Blowing Essay
Whistleblower Essay examples
Whistle Blowing
Whistleblowing Essay
Whistle Blowing
The Treatment of Whistleblowers Essay
Whistle-Blowing In The Workplace Essay
Whistleblowing And Its Impact On Organizations
Whistle-Blowing: Enron Essay
MBA 665 Final Project Milestone One Guidelines and Rubric .docxARIV4
MBA 665 Final Project Milestone One Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone One, you will submit a topic
selection short paper. Key to your success is providing the background to thoroughly address each of the critical elements. The business topic will be the same
one that you created in your MBA 560: Marketing and Strategy course. If the idea has not yet faced some significant government impact, you will need to identify
one or more government impacts that the business idea would be likely to face. See examples in the prompt.
Governments at all levels—federal, state, and municipal—exert a significant influence on business. The impacts of these influences may be negative, such as the
imposition of costly regulations, or they may be positive, such as the provision of financial incentives for the creation of new jobs. Both negative and positive
governmental actions present challenges for businesses: the impact of the action on the business’s “bottom line,” how public opinion will be influenced by the
business’s response to a particular action, and the ethical issues associated with each response, for example.
Prompt: Your short paper should identify and briefly describe the business that you propose to study and describe the government impact that it has faced or
would be likely to confront. Make your case for why the business and government impact you select are appropriate subjects for the final project. If your
instructor believes that your choice will not provide sufficient material for you to achieve success with the final project, you may have to select a different
business and/or government impact.
Your macroeconomic evaluation should answer the following prompt: Select a business that has faced, or is facing, governmental action, and analyze the impact
of this action on the business. Ideally, the business that you select will be the same one discussed in the business plan you created for MBA 560: Marketing and
Strategy. If that company does not yet exist, you should choose one in the same area of focus that is facing a governmental action, regulatory issue, or political
challenge, with instructor consultation and approval. This is important because the analysis you complete now should help inform your knowledge of potential
situations or challenges facing your business product, service, or other idea from your business plan. While your area of focus may be different from the possible
topics and situations listed here, these should still give you an idea of the type of situation for which to look.
Topic examples:
The decision of LG Corporation to construct a new corporate headquarters on the Hudson River in New Jersey, in the face of environmental concerns
The decision of Tesla Motors, Inc. to choose among competing incentive packages from local governments for the construction of the c ...
BCJ 4385, Workplace Security 1 UNIT II STUDY GUIDE T.docxJASS44
BCJ 4385, Workplace Security 1
UNIT II STUDY GUIDE
Threats and Legal Aspects to Security
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Evaluate threats to safety and security within the private, corporate, and
local level.
2. Analyze the legal issues present within the private security profession
and the court of law.
3. Outline various crime causation theories and how this impacts
workplace security.
Unit Lesson
General Overview
Have you ever entered an area or a building and immediately felt as if you were
in imminent danger? Do you remember that feeling you get in your chest and gut
when you almost slip and fall on the wet tile floor in your house? Alternatively,
have you entered a building and felt like you were trying to enter an armory?
Have you ever been stopped in an arena or airport or even a shopping mall and
asked to provide your bag for searching? You’ve probably answered yes to at
least one of these questions. We have all, whether we realize it or not,
experienced threats to our safety and security and benefited from the legal
aspects of safety that help provide ethical standards and expectations for the
maintenance of safety.
Threats to safety and security can be intentional or unintentional and, as such,
have numerous sources. These sources range from accidents and human error,
to natural and environmental disasters, to civil disorder and crime. For example,
identity theft is a major concern since much of the commerce transactions are
now done online. Oftentimes the theft is a result of human error, such as not
shredding documents that contain personal information or not using a secure
web browser to conduct transactions. Human error is also exhibited when
employees do not properly handle merchandise, resulting in its theft, damage, or
lack of repair. Natural disasters are said to be a direct result of “the forces of
nature.” We often see natural disasters in the form of forest fires, earthquakes,
and tsunamis. On the other hand environmental disasters are the result of
hazardous materials being released into the environment. These types of
disasters are the result of some type of hazardous materials being released in
larger amounts into the environment (e.g., oil spill, leakage of nuclear reactors).
Fire and environmental disasters are examples of how the sources of the threats
to security and safety can be hard to identify and/or intertwined. A fire can be
started by lightning, it can result from human error that causes a spark (e.g., a
loose metal chain being dragged across concrete at high speeds), or it can result
from intentional criminal behavior, in which an arsonists sets a fire to cause
widespread damage. An environmental disaster, such as an oil spill, may have
resulted from an accident, such as two ships colliding or some mechanical
failure. Environmental disasters can also be the result of companies ...
Countering the Financing of Terrorism-Law and Policy ConferenceChicagoKent565
View an information packet for a Seminar hosted by the Chicago-Kent Center for National Security and Human Rights Law. The full-day seminar addressed the issue of terrorist financing and described the legal tools available to the U.S. government, the international community, and the private sector to help combat this growing problem.
Running head WHISTLE-BLOWING A CASE STUDY OF THE NSA AND SNOWD.docxrtodd599
Running head: WHISTLE-BLOWING: A CASE STUDY OF THE NSA AND SNOWDEN
1
WHISTLE-BLOWING: A CASE STUDY OF THE NSA AND SNOWDEN
2
The Ethics of Whistle-Blowing: A Case Study of the NSA and Snowden
The right to privacy is an emotive aspect of public life across American society. The significance of the right gained added importance in the face of the government crackdown on terrorism. The so-called War on Terror that began in the aftermath of the September 11 terrorist attacks in the United States included government collection of massive information relating to its citizens and abroad. The global surveillance adopted by U.S security agents permeated the private sphere of American citizens raising a critical question on government overreach in the fight against terrorism. While the essence of privacy was not in question, the debate has often surrounded the ethics of collecting private data on millions of Americans without their knowledge. The 2013 global surveillance disclosures by Edward Snowden, a former employee of the NSA raised fundamental ethical questions on the role of whistle blowing and its implications for the whistle blower. Equally important is the conflicting view on the morality of Snowden’s action given the security implications for disclosing such a large amount of information touching on the country’s security. Although the United States Constitution does not expressly state the right to privacy, the Fourth Amendment alludes to this fact stating:
“The right of the people to be secure in their persons, houses, papers, and effects, against unreasonable searches and seizures, shall not be violated, and no Warrants shall issue, but upon probable cause, supported by Oath or affirmation, and particularly describing the place to be searched, and the persons or things to be seized" [CITE]
Whistle blowing refers to the decision to call attention to misconduct within an organization by its current or former employee. The Government Accountability Project elaborates on the different ways an employee can whistle-blow. An employee may choose to report the wrong doing directly to state authorities. Alternatively, employees may report misconduct to a superior or refuse to participate in the unethical behavior. Snowden discovered that the Unites States government was actively engaged in activities that grossly violated ethical and legal provisions. The former employee decided to leak the massive information to the media creating unprecedented domestic and diplomatic crisis that threatened to injure the standing of the country in the international community. Although the U.S government termed the action of Snowden as an illegality and opened criminal proceedings against him, many have termed the act as appropriate because it reflected the interests of the public.
The government procedure on reporting unethical behavior requires employees to first report suspected misconduct to their superiors. The government accused Snowden of failing to fo.
Comprehensive Active Shooter Incident ManagementWilliam Penfield
Slides from Everbridge's webinar "Comprehensive Active Shooter Incident Management", where Steven Crimando discussed the importance of mitigating the active shooter threat by understanding the dynamics of the event, planning for the full-cycle of the event, and preparing those at risk with the necessary information and skills.
Respond to Post 1 and 2 with 250 words each. Post 11. Provmickietanger
Respond to Post 1 and 2 with 250 words each.
Post 1
1. Provide an example of a law enforcement agency in the United States that has implemented effective operational security (OPSEC) procedures since 9/11?
An example of a law enforcement agency that has increased its OPSEC since the 9/11 attacks is the department of homeland security. The department of homeland security has increased there OPSEC because of 9/11 and are trying to prevent another terrorist attack from Happening in the United States. However, every law enforcement agency around the United States now has a newly minted OPSEC policy. I know that in the United States Army we had classes on OPSEC more times, than I can count. There was one time when an individual posted a mission time and destination on social media and we had to change our whole mission and discipline that particular soldier for their actions. This could have gotten us injured or killed. OPSEC is vitally important to law enforcement because when we go to take out an intended target it is important they do not know that we are coming.
2. What were the OPSEC procedures?
OPSEC has its very own unique feature. A five-step process controls this. The first one that the department of homeland security uses is apply countermeasure. This is when they obtain all the assorted information and will apply the OPSEC measures to tackle the incident at hand. The next step is that we have to analyze the vulnerabilities. This is when the OPSEC will find all the holes and will find a way to close all the loops in there vulnerabilities to ensure the OPSEC cannot be broken again or have the enemy find its way in. The next step is identify critical information. This is OPSEC step when we take our time to analyze the information at hand. This will give OPSEC the chance to analyze all the Intel and information that is in front of them. This will give OPSEC its title and what information we are trying to protect. The fourth step is assess the risk. This is where OPSEC will take the information and assess our risk of what is going on. This will give us what risk countermeasure we need to take on the situation. The last step is to analyze the threat. This is where OPSEC will come into play and give us the information and tools on how to analyze and deal with the threat at hand. OPSEC has many steps and all need to be followed In order to be sure that our information and security remains where it should be at all times.
3. Describe what problems you envision the lack of an effective OPSEC program could hold for a local, county, state, tribal, or federal law enforcement agency.
In any program, a lack of OPSEC there will be unseen consequences for all parties involved. Lack of OPSEC and letting criminals know what we are doing will result in poor results for the law enforcement parties involved and will most likely get someone injured or even the possibility that they can be killed because of the lack of OPSEC. OPSEC is extremely imp ...
Overview of statistics related to workplace violence and domestic violence. Guidelines on how to effectively deal with domestic violence in the workplace to help human resources, security and management professionals. See Resources page for additional information sources.
Whistleblowing In Health Care
The Ethics Of The Whistle Blower Essay
Whistleblowers Essay
The Ethics Of Whistle Blowing Essay
Essay on Whistleblowing
Consequences Of Whistleblowing
Pros And Cons Of Whistleblowing
Whistleblowing
Disadvantages Of Whistleblowing
Examples Of Whistleblowing
Whistleblowing Essay
The Ethics Of Whistle Blowing Essay
Whistleblower Essay examples
Whistle Blowing
Whistleblowing Essay
Whistle Blowing
The Treatment of Whistleblowers Essay
Whistle-Blowing In The Workplace Essay
Whistleblowing And Its Impact On Organizations
Whistle-Blowing: Enron Essay
MBA 665 Final Project Milestone One Guidelines and Rubric .docxARIV4
MBA 665 Final Project Milestone One Guidelines and Rubric
Overview: The final project for this course is the creation of an impact of governmental action on a business paper. For Milestone One, you will submit a topic
selection short paper. Key to your success is providing the background to thoroughly address each of the critical elements. The business topic will be the same
one that you created in your MBA 560: Marketing and Strategy course. If the idea has not yet faced some significant government impact, you will need to identify
one or more government impacts that the business idea would be likely to face. See examples in the prompt.
Governments at all levels—federal, state, and municipal—exert a significant influence on business. The impacts of these influences may be negative, such as the
imposition of costly regulations, or they may be positive, such as the provision of financial incentives for the creation of new jobs. Both negative and positive
governmental actions present challenges for businesses: the impact of the action on the business’s “bottom line,” how public opinion will be influenced by the
business’s response to a particular action, and the ethical issues associated with each response, for example.
Prompt: Your short paper should identify and briefly describe the business that you propose to study and describe the government impact that it has faced or
would be likely to confront. Make your case for why the business and government impact you select are appropriate subjects for the final project. If your
instructor believes that your choice will not provide sufficient material for you to achieve success with the final project, you may have to select a different
business and/or government impact.
Your macroeconomic evaluation should answer the following prompt: Select a business that has faced, or is facing, governmental action, and analyze the impact
of this action on the business. Ideally, the business that you select will be the same one discussed in the business plan you created for MBA 560: Marketing and
Strategy. If that company does not yet exist, you should choose one in the same area of focus that is facing a governmental action, regulatory issue, or political
challenge, with instructor consultation and approval. This is important because the analysis you complete now should help inform your knowledge of potential
situations or challenges facing your business product, service, or other idea from your business plan. While your area of focus may be different from the possible
topics and situations listed here, these should still give you an idea of the type of situation for which to look.
Topic examples:
The decision of LG Corporation to construct a new corporate headquarters on the Hudson River in New Jersey, in the face of environmental concerns
The decision of Tesla Motors, Inc. to choose among competing incentive packages from local governments for the construction of the c ...
BCJ 4385, Workplace Security 1 UNIT II STUDY GUIDE T.docxJASS44
BCJ 4385, Workplace Security 1
UNIT II STUDY GUIDE
Threats and Legal Aspects to Security
Course Learning Outcomes for Unit II
Upon completion of this unit, students should be able to:
1. Evaluate threats to safety and security within the private, corporate, and
local level.
2. Analyze the legal issues present within the private security profession
and the court of law.
3. Outline various crime causation theories and how this impacts
workplace security.
Unit Lesson
General Overview
Have you ever entered an area or a building and immediately felt as if you were
in imminent danger? Do you remember that feeling you get in your chest and gut
when you almost slip and fall on the wet tile floor in your house? Alternatively,
have you entered a building and felt like you were trying to enter an armory?
Have you ever been stopped in an arena or airport or even a shopping mall and
asked to provide your bag for searching? You’ve probably answered yes to at
least one of these questions. We have all, whether we realize it or not,
experienced threats to our safety and security and benefited from the legal
aspects of safety that help provide ethical standards and expectations for the
maintenance of safety.
Threats to safety and security can be intentional or unintentional and, as such,
have numerous sources. These sources range from accidents and human error,
to natural and environmental disasters, to civil disorder and crime. For example,
identity theft is a major concern since much of the commerce transactions are
now done online. Oftentimes the theft is a result of human error, such as not
shredding documents that contain personal information or not using a secure
web browser to conduct transactions. Human error is also exhibited when
employees do not properly handle merchandise, resulting in its theft, damage, or
lack of repair. Natural disasters are said to be a direct result of “the forces of
nature.” We often see natural disasters in the form of forest fires, earthquakes,
and tsunamis. On the other hand environmental disasters are the result of
hazardous materials being released into the environment. These types of
disasters are the result of some type of hazardous materials being released in
larger amounts into the environment (e.g., oil spill, leakage of nuclear reactors).
Fire and environmental disasters are examples of how the sources of the threats
to security and safety can be hard to identify and/or intertwined. A fire can be
started by lightning, it can result from human error that causes a spark (e.g., a
loose metal chain being dragged across concrete at high speeds), or it can result
from intentional criminal behavior, in which an arsonists sets a fire to cause
widespread damage. An environmental disaster, such as an oil spill, may have
resulted from an accident, such as two ships colliding or some mechanical
failure. Environmental disasters can also be the result of companies ...
Countering the Financing of Terrorism-Law and Policy ConferenceChicagoKent565
View an information packet for a Seminar hosted by the Chicago-Kent Center for National Security and Human Rights Law. The full-day seminar addressed the issue of terrorist financing and described the legal tools available to the U.S. government, the international community, and the private sector to help combat this growing problem.
1. REACT.
ESCAPE.
SURVIVE.
Preparing Your
Institution & Staff for an
Active-Shooter Incident
Produced and Presented by:
Bill Gage
Former U.S. Secret Service Agent
Counter Assault Team Member
billw@countermeasureconsulting.com
2. Disclaimer
This presentation is designed to provide accurate and authoritative information in
regard to the subject matter covered. The handouts, visuals, and verbal information
provided are current as of the webinar date. However, due to an evolving regulatory
environment, Financial Education & Development, Inc. does not guarantee that this
is the most-current information on this subject after that time.
Webinar content is provided with the understanding that the publisher is not
rendering legal, accounting, or other professional services. Before relying on the
material in any important matter, users should carefully evaluate its accuracy,
currency, completeness, and relevance for their purposes, and should obtain any
appropriate professional advice. The content does not necessarily reflect the views
of the publisher or indicate a commitment to a particular course of action. Links to
other websites are inserted for convenience and do not constitute endorsement of
material at those sites, or any associated organization, product, or service.
Presentation template by SlidesCarnival
4. Today’s Presenter:
William Gage, Countermeasure Consulting Group LLC
William “Bill” Gage is an experienced, award-winning law enforcement professional who recently
returned to local law enforcement with the Leesburg, VA Police Department after a 12-year career
as a Special Agent with the Secret Service. While with the Secret Service, Bill received numerous
awards for investigative and protective excellence. He has participated in hundreds of protective
missions, and has done numerous foreign and domestic foreign protective advances for the
President, Vice-President, and others. These included missions to Iraq and Afghanistan. In
addition, he served as the Lead Tactical Advance Agent for numerous National Special Security
Events, and served as a Team Leader on the elite Counter Assault Team (CAT) focusing on
active-shooter response, threat suppression, and planning at the White House and other U.S.
Government functions and facilities. Through his elite tactical training with the Secret Service and
his experience and insights gained by personally analyzing the scenes of the tragic events such as
Sandy Hook Elementary and the Aurora, CO movie theater, Bill stands alone as an expert in the
field of active-shooter mitigation.
Prior to joining the Secret Service, Bill was a police, SWAT, and bike officer in Leesburg, VA. He
was selected to overhaul the Loudoun VA County active-shooter response and protocols and train
over 1,000 first responders. Bill holds a Bachelor’s from the Virginia Military Institute and Master’s
from Boston University. He has written numerous articles and has appeared on CNN and CSPAN.
5. What Would You Do if You Heard a Gunshot?
Insert Video File – Module 1 :30-2:40
7. “Even when law enforcement was
present or able to respond within
minutes, civilians often had to make
life and death decisions, and,
therefore, should be engaged in
training and discussions on decisions
they may face.”
- Federal Bureau of Investigation
“Because active shooter situations
are often over within 10-15
minutes, before law enforcement
arrives on the scene, individuals
must be prepared both mentally
and physically to deal with an
active situation.”
- United States Department of Homeland Security
Quotes on Preparedness
8. Information
◦ Statistics for this webinar were taken from a
2014 FBI active-shooter study.
◦ The FBI study is the most comprehensive
active-shooter study to date.
◦ The term “active shooter” and “active assailant”
are interchangeable.
◦ The security industry trend is to use the term
“active assailant” as not all mass violence
incidents involve firearms.
9. Before we begin…
• Why does it matter?
• Why should your financial
institution take action?
11. OSH Act of 1970
OSH ACT OF 1970 GENERAL DUTY CLAUSE
SEC. 5. Duties
(a) Each employer –
(1) shall furnish to each of his employees employment and a
place of employment which are free from recognized
hazards that are causing or are likely to cause death or
serious physical harm to his employees;
(2) shall comply with occupational safety and health standards
promulgated under this Act.
(b) Each employee shall comply with occupational safety and health
standards and all rules, regulations, and orders issued pursuant to
this Act which are applicable to his own actions and conduct.
12. OSHA Requires That You Provide a Safe Workplace –
Training & Violence Prevention Programs Can Assist You in This Goal
On September 8, 2011, OSHA issued a compliance directive on
workplace violence that outlines enforcement procedures for OSHA
field officers in determining whether and how to investigate employers
for instances of alleged workplace violence.
OSHA's General Duty Clause requires employers to maintain
workplaces "free from recognized hazards that are causing or are
likely to cause death or serious physical harm.”
OSHA may cite and fine employers for failing to provide workers with
adequate safeguards against workplace violence after an
investigation.
15. Active shooter is a term used by
law enforcement to describe a
situation in which a shooting is in
progress and an aspect of the
crime may affect the protocols
used in responding to and reacting
at the scene of the incident.
Unlike a defined crime, such as a
murder or mass killing, the active
aspect inherently implies that both
law enforcement personnel and
citizens have the potential to affect
the outcome of the event based
upon their responses.
LETS BEGIN WITH THE CURRENT U.S. FEDERAL GOVERNMENT
DEFINITION OF AN ACTIVE SHOOTER OR ASSAILANT:
The agreed-upon definition
of an active shooter by
U.S. government agencies –
including the White House,
U.S. Department of Justice/FBI,
U.S. Department of Education,
and U.S. Department of
Homeland Security/Federal
Emergency Management
Agency – is
“an individual actively
engaged in killing or
attempting to kill people in a
confined and populated area.”
16. What is the Profile of an Active Assailant?
No two
incidents are
alike
There is no
set profile
Some common
motives
17. 2All but 2 incidents involved a single shooter.
6In at least 6 incidents, the shooters were female.
9In at least 9 incidents, the shooter first shot and killed a family
member(s) in a residence before moving to a more public
location to continue shooting.
64In 64 incidents (40.0%), the shooters committed suicide;
54 shooters did so at the scene of the crime.
No exact profile of shooters; most suffered from mental illness,
or were attempting to correct a perceived wrong.
Assailant Stats
18. What are the GOALS of an active assailant/shooter/terrorist?
• The desire to kill or seriously injure as many
victims as possible.
• To get revenge.
• To become famous.
• To make a political or ideological statement.
• To spread fear.
20. IT BEGINS AT THE EMPLOYMENT APPLICATION
◦ HR must conduct a thorough pre-employment screening
process for potential employees.
◦ Ideally, this process should include a national database
fingerprint check (NCIC, etc.), a criminal record check, and/or
screening, personal reference checks, credit checks, and prior
employment checks.
◦ This process should be done by a competent background
investigator or a third-party vendor and verified by a member
of your security team.
21. On a spring Saturday night, not long ago, in NYC a street vendor and
Vietnam veteran by the name of Lance Orton who had operated his
vendor cart from the same spot for more than 22 years, noticed smoke
coming from a carelessly parked SUV with the motor still running and
its hazard lights on. Sensing that something just wasn’t right, he hailed
a mounted police officer, told him what he observed and almost
instantly, police were on the scene evacuating the area. A crude bomb
made from three propane canisters, two five-gallon cans of gasoline
and two clocks with batteries was discovered in the process of
detonating, but had malfunctioned. The culprit, who admitted the act
was terrorism-related, was arrested two days later due to the diligence
of federal agents and NYPD.
SECURITY IS EVERYONE’S RESPONSIBILITY
22. SECURITY IS EVERYONE’S RESPONSIBILITY
• By some accounts, this heroic act by Mr. Orton saved thousands of
lives in NYC.
• When asked what motivated him to report the incident to police,
Mr. Orton said, “When see you see something, say something!”
• HR and Security Departments MUST stress to all employees that the
principle of
“If you see something, say something” applies at work, too!
23. 1. NONVERBAL COMMUNICATION
In the 1960s, UCLA Professor Albert Mehrabian, created a
communication model that says that 93% of human interaction is
nonverbal. This study was groundbreaking and has been heavily used
in business and marketing.
Experts warn against oversimplifying the results of the study, but the
general rule is that: MOST COMMUNICATION BETWEEN HUMANS
IS DONE OUTSIDE OF THE ACTUAL WORDS SPOKEN.
SECURITY IS EVERYONE’S RESPONSIBILITY
TWO IMPORTANT THINGS TO REMEMBER
ABOUT HUMAN BEHAVIOR:
24. 2. RAPID COGNITION
Malcom Gladwell, in his book, “Blink: The Power of Thinking Without
Thinking,” explains that our brains make a series of rapid deductions
about situations and people.
These deductions are usually conducted subconsciously and in two
seconds or less.
Studies show that these deductions are over 90% accurate.
SECURITY IS EVERYONE’S RESPONSIBILITY
TWO IMPORTANT THINGS TO REMEMBER
ABOUT HUMAN BEHAVIOR:
25. If 93% of human interaction is nonverbal, and people will silently tell you
what they are thinking, AND our brains have been shown to make a
series of rapid decisions about people and situations that have been
shown to be over 90% accurate…
IF YOU THINK SOMETHING DOESN’T LOOK OR FEEL RIGHT,
SAY SOMETHING.
SECURITY IS EVERYONE’S RESPONSIBILITY
TWO IMPORTANT THINGS TO REMEMBER
ABOUT HUMAN BEHAVIOR:
26. WHO IS IN CHARGE OF YOUR INSTITUTION’S SECURITY?
Certifications are great, but experience is better.
The security industry offers some incredible courses taught by
qualified instructors. However, simply obtaining a certificate does
not make someone qualified to:
◦ Conduct security advances
◦ Provide executive protection
◦ Produce thorough intelligence-based threat assessments
and protective advances
◦ Properly analyze, find, and mitigate security risks
There is simply no substitute for experience.
Is your security officer wearing so many other hats that
his/her focus on security is minimal?
?
27. Do You Have an Employee Assistance Program (EAP)?
An employee
assistance program
(EAP) is an
employee benefit
program offered by
many employers.
EAPs are intended
to help employees
deal with personal
problems that
might adversely
impact their job
performance,
health, and
well-being.
EAPs generally
include short-term
counseling and
referral services for
employees and their
household members.
Supervisors may
also refer employees
(supervisor referral)
based upon
unacceptable
performance or
conduct issues.
?
28. The EAPWHY IT IS IMPORTANT
Employees and their household members may use EAPs to help manage
issues in their personal lives. EAP counselors typically provide
assessment, support, and referrals to additional resources such as
counselors for a limited number of program-paid counseling sessions.
Issues for EAP assistance:
Substance abuse
Occupational stress
Emotional distress
Major life events, including births, accidents, and deaths
Healthcare concerns
Financial or non-work-related legal concerns
Family/personal relationship issues
Work relationship issues
Concerns about aging parents
29. The EAPand
WHY IT IS IMPORTANT
Confidentiality is maintained in accordance with privacy laws
and ethical standards.
Studies indicate that offering EAPs may result in various
benefits for employers, including lower medical costs, reduced
turnover and absenteeism, and higher employee productivity.
30. The EAPand
WHY IT IS IMPORTANT
In every active shooter or incident of mass violence, coworkers, friends, or
family noticed the pre-attack indicators displayed by the assailant.
HOWEVER…
FRIENDS, FAMILY, AND
COWORKERS
DID NOT KNOW
WHO TO CONTACT
TO REPORT THE
PRE-ATTACK INDICATORS.
31. The EAPand
WHY IT IS IMPORTANT
Critical Aspects of EAPs
• EAPs should be publicized company/business wide.
• Phone numbers to contact the EAP should be posted visibly
in common areas.
• Employees should be made aware that seeking EAP
assistance is not a bad thing and that it is CONFIDENTIAL.
• Some of the toughest guys I knew during my time on the
counter assault team had reached out for help through the
EAP process to discuss personal issues and seek help.
32. The EAPand
WHY IT IS IMPORTANT
What if You Do Not Have an EAP?
• Suggestions.
• Written training procedures for
reporting unusual behaviors of
workers, consumers, etc.
• Procedure to report safety concerns,
threats, etc.
34. PREPARATION IS EVERYONE’S RESPONSIBILITY
• Having an emergency plan is NOT enough.
• Proper training and preparation are the
KEYS to SURVIVAL.
• Everyone of us needs to know:
• How to recognize potential threats.
• What we can do to help prevent a violent act.
• What actions we need to take to SURVIVE.
The THREAT is REAL…
35. Signs of Trouble
In 2002, in response to the Columbine school shooting, the United States Secret Service, in cooperation with
the National Threat Assessment Center, released the Safe School Initiative report. This report was a study of
school shootings from 1974 to 2000 and analyzed 37 incidents. The report reviewed thousands of source
materials including court, police, and school records. It also included interviews with 10 of the shooters from
the 37 incidents.
The focus of the study was to examine what pre-attack indicators the shooter(s) exhibited prior to the event
and to prevent school shootings by identifying these pre-attack indicators, and thus possibly intervening
before a shooter has a chance to act.
The four most important findings:
1. Most mass shootings were not impulsive acts
2. Most were planned well in advance by the shooter(s)
3. The shooter(s) exhibited pre-attack behaviors that were noticed by others
4. There was no standard profile of the shooter(s)
36. Signs of Trouble
WHAT HAS CHANGED SINCE THIS 2002 STUDY?
The answer is NOTHING!
These four findings remain the same today.
Let’s take a closer look at one of the findings.
The attacker(s) exhibited pre-attack
behaviors that were noticed by others
37. Are any of your coworkers:
Paying less attention to personal hygiene and appearance?
Tardy or missing work for unexplained reasons?
Depressed or withdrawn lately?
Having problems with their domestic partners?
Recognize Potential Indicators at Work
38. Are any of your coworkers:
Having financial issues?
Becoming more emotional or unstable?
Possibly having a problem with alcohol or drugs?
Having outbursts of anger or frustration?
Commenting about suicide, revenge, or violence?
Recognize Potential Indicators at Work
39. Signs of Trouble
1. The development and perception of a personal grievance.
2. Recent acquisition of weapons or fascination with weapons.
3. Fascination with previous active-shooter incidents.
4. Recent nonviolent or lawful interaction with law enforcement.
5. Significant perceived or actual personal loss, such as a death in the
family or of a celebrity or loss of job.
6. Sudden detachment from friends, family, or reality.
7. Untreated or diagnosed mental illness.
8. A recent conversion to a radical ideology that promotes violence in
order to spread its influence.
40. Place your screenshot here
The most important aspect to
remember about the pre-attack
indicators is that in EVERY active
shooter or incident of mass
violence, coworkers, friends, or
family noticed these pre-attack
indicators…
AND
DID NOT
KNOW WHO
TO CONTACT
TO REPORT THEIR
CONCERNS
43. “
"We need to prepare in advance. It's
going to be loud and confusing. This
person is going to kill as many people as
quickly as possible so seconds do
matter. If you can throw a chair or lock a
door or run outside the building it can
actually save a life. Law enforcement will
probably not be the ones to save you."
44. Who do you think said these powerful words?
SWAT
Officer
Law
Enforcement
Official
Active
Shooter
ExpertNone of These.
45. This quote is from the 2007 Virginia Tech
shooting survivor, Kristina Anderson.
Let’s take a look again at her powerful words…
46. “
"We need to prepare in advance. It's
going to be loud and confusing. This
person is going to kill as many people as
quickly as possible so seconds do
matter. If you can throw a chair or lock a
door or run outside the building it can
actually save a life. Law enforcement will
probably not be the ones to save you."
prepare in advance.
seconds do
matter.
save a life.
47. Lets discuss adopting a
Survivor Mindset.
What we like to call a
‘Winner’s Mindset.’
49. ADOPTING A WINNING MINDSET
Imagine Peyton Manning in the locker room
before a game.
Do you think that he is worried about losing?
50. “
“There are times when I say, ‘I wish I
could have done better, I wish I could
have thrown the ball better,’ but I’ve
never come off the field saying
‘I could have done more to get ready
for that particular situation,’ and that’s
given me a lot of peace of mind
because I’ve prepared hard.”
He is focused on winning.
Losing never crosses his mind.
51. Reluctant Heroes
Stop Active Assailants
On October 24, 2014, Megan Silberberger, a brand
new teacher at Marysville-Pilchuck High School,
ran into the room after hearing active shooter
Jaylen Fryberg shoot and kill one classmate and
critically wound four others. Megan, who is about
5’3” and 120 lbs, wrestled the gun away from
Fryberg before he could kill more.
52. Reluctant Heroes
Stop Active Assailants
On the morning of April 9, 2013, 20-year old Ryan Ballard was
walking to biology class at Lone Star State Community College
when he noticed large amounts of blood everywhere. And that
was when he realized the people around him were screaming
and running.
He then saw the first stabbing victim – a girl who'd been knifed
in the cheek. Then he heard someone yell, "Stop that guy!”
Ryan instinctively tackled the suspect, Dylan Quick, disarmed
him, and held him until the police arrived.
53. Classroom 204
Professor Liviu Librescu, a holocaust survivor, holds the classroom door
shut, while Cho is outside shooting. Librescu tells his students to jump
out of second floor window to safety. Librescu is later killed, but he
saved numerous lives.
Students play dead, and shooter Chou returns two times to the classroom.
Almost all students in this classroom are killed.
Students play dead, and shooter Chou returns two times to the classroom.
Almost all students in this classroom are killed.
Compare and Contrast
The previous slides with these three classrooms inside Norris Hall
academic building from the 2007 Virginia Tech shooting.
Classroom 206
Classroom 207
54. Classroom 204
Professor Liviu Librescu, a holocaust survivor, holds the classroom door
shut, while Cho is outside shooting. Librescu tells his students to jump
out of second floor window to safety. Librescu is later killed, but he
saved numerous lives.
Students play dead, and shooter Chou returns two times to the classroom.
Almost all students in this classroom are killed.
Students play dead, and shooter Chou returns two times to the classroom.
Almost all students in this classroom are killed.
Compare and Contrast
The previous slides with these three classrooms inside Norris Hall
academic building from the 2007 Virginia Tech shooting.
Classroom 206
Classroom 207
We are not being critical of the victims of the
horrific tragedy at Virginia Tech.
The victims did the best they could in a dynamic,
rapidly unfolding, and tragic situation.
We need to use this tragedy as best we can to
learn from it in order to save lives in the future.
55. Insert Video File – Module 3 - :11 – 1:24
The Keys to Surviving a Violent Attack
56. KEYS TO SURVIVING A VIOLENT ATTACK
• You must SURVIVE – for you and your family
• Commit to do whatever it takes to survive because
active-shooter situations are typically over before
law enforcement arrives.
• In those minutes before law enforcement is able to
eliminate the threat, you MUST focus on surviving.
1. Develop a Survival Mindset
57. React
Evaluate
Act
Escape
Hide
Fight
Live
2. Develop a R.E.A.L. Plan
KEYS TO SURVIVING A VIOLENT ATTACK
Follow these steps:
• React
• Realize something is happening.
• Evaluate
• Consider what is happening and your appropriate response.
• Act
• Escaping should ALWAYS be your primary goal – NOT SHELTER IN
PLACE. In some active-shooter/violence events, victims were found
near exits because they had been told to shelter in place. They would
have lived if they had attempted to escape. Do not default to the
“shelter in place” mode. Always be looking for a way to get out.
• Live
• Do WHATEVER it takes to survive! This could entail fighting back.
FIND A WAY TO SURVIVE!
Follow these steps:
58. • Know where ALL the exits are located, not only at your
institution but wherever you are – at work, at the
theater, out to dinner, at the mall, or at your place of
worship.
3. Practice Each Aspect of Your Plan
KEYS TO SURVIVING A VIOLENT ATTACK
Do the doors in your office lock?
Has your company planned a
rally point outside and away
from the building to meet?
What can I use to fight an attacker?
Do the doors in your office lock?
59. • Know where ALL the exits are located, not only at your
institution but wherever you are – at work, at the
theater, out to dinner, at the mall, or at your place of
worship.
3. Practice Each Aspect of Your Plan
KEYS TO SURVIVING A VIOLENT ATTACK
Security Officer Exercise:
Visit every area of the institution with employees and
identify all escape routes (doors, windows, fire
escapes, back hallways). In addition, go over how to
open windows and other points of egress.
60. • Know where ALL the exits are located, not only at your
institution but wherever you are – at work, at the
theater, out to dinner, at the mall, or at your place of
worship.
• Visit every area of the institution with employees and
identify all escape routes (doors, windows, fire
escapes, back hallways). In addition, go over how to
open windows and other points of egress.
3. Practice Each Aspect of Your Plan
KEYS TO SURVIVING A VIOLENT ATTACK
Security Officer Exercise:
Determine at least two rally points outside the building.
These points should be behind a cement wall or other
substantial structure. Make sure all employees know
where the rally points are.
In each area of the institution, assist employees in identifying
ways to fight the attacker (e.g., fire extinguishers, chairs, etc.).
61. KEYS TO SURVIVING A VIOLENT ATTACK
R.E.A.L Training is the Key to your Survival
• Plan. Plan. Plan.
• When seconds count, what’s your plan?
• “It’ll never happen here, so why bother?”
• At that point, you’ve already lost.
64. • Don’t wait.
• Don’t hesitate.
• Don’t be surprised.
• Don’t freeze in fear.
• You must do something!
KEYS TO SURVIVING A VIOLENT ATTACK
IMMEDIATELY TAKE
ACTION
66. ESCAPE from the Threat
• Get out of the building.
• Move away from the sound of gunfire.
• Warn others, but DO NOT wait for them.
• Run in a zig-zag pattern, keep low.
• Take cover at your rally point and remain there.
• DO NOT go back into the building.
67. HIDE from the Threat
Insert Video File – Module 4 - 1:58 – 3:35
68. If you must HIDE:
• Barricade yourself in your office.
• Lock your door.
• Move something heavy in front of the door.
• Silence your cell phone.
• Turn off the lights and close the blinds.
• Quietly call the police and remain calm.
• Prepare to FIGHT.
HIDE from the Threat
70. In order to SURVIVE it may be necessary
for you and others to FIGHT.
Use anything you have as a weapon.
Throw objects: a coffee pot, a laptop, etc.
OVERWHELM the assailant by attacking him in force.
Do whatever it takes to DEFEAT the threat.
You must WIN AT ALL COSTS!
FIGHT the Threat
SURVIVE
FIGHT.
OVERWHELM
DEFEAT
WIN AT ALL COSTS!
71. LIVE – YOU SURVIVED!
• You escaped the threat and gathered at your designated rally point.
• Render aid to those around you.
• Be strong and comfort those who are distraught or hurting.
• Stay where you are until First Responders arrive and come to you.
• Do NOT return to the building until directed to do so by authorities.
• Do NOT leave; police may want to interview you.
72. They will have guns; there may be a lot of noise and confusion.
It will be terrifying.
Insert Video File – Module 5 – :10 - :34
• What should
you do?
• What should
you NOT do?
• What might the
police do?
WHEN THE POLICE ARRIVE
73. They will have guns; there may be a lot of noise and confusion.
It will be terrifying
Insert Video File – Module 5 – :10 - :34
• What should
you do?
• What should
you NOT do?
• What might the
police do?
When Law Enforcement Arrives…
• Understand that their first priority is to stop the shooter;
they may pass by to engage the shooter.
• Remain calm and follow instructions.
• Keep your hands visible at all times.
• Avoid pointing or yelling.
• Know that help for the injured is on its way.
WHEN THE POLICE ARRIVE
74. WHEN THE POLICE ARRIVE
They will have guns; there may be a lot of noise and confusion.
It will be terrifying.
Insert Video File – Module 5 – :3:42 – 4:26
• What should
you do?
• What should
you NOT do?
• What might the
police do?
75. AFTER THE INCIDENT
What about our financial institution, our employees, and
our accountholders?
76. AFTER AN INCIDENT
◦ The steps you take in the first few hours after an incident can
be crucial and will most likely determine if your business will
survive and how much your brand will suffer.
◦ I encourage every business leader to read Steven Fink’s,
“Crisis Communication: The Definitive Guide to Managing the
Message.” Fink is an industry expert on how businesses
should manage emergencies and corresponding media and
public inquiries.
◦ Security Officer Exercise: Identify a permanent company
spokesperson. Employees should be trained that this is the
ONLY person that should talk to the press.
77. AFTER AN INCIDENT
◦ Be prepared and know that every step you have or have
NOT taken to mitigate risk will be heavily scrutinized.
◦ Be prepared to answer tough questions and do it
TRUTHFULLY.
◦ Make sure your security team and public relations team
are in sync (i.e., ONE MESSAGE).
◦ Be prepared to implement/adjust portions of your
Emergency Preparedness or Business Continuity Plan.
◦ Seriously consider hiring an independent party to conduct
a review of the incident.
78. TAKE-AWAY TOOL KIT
Security Officer
Preparation
Checklist
After Incident
Checklist
Knowing the Signs
of Reportable
Employee Behavior
Sample EAP
Reporting Policy
Etc.
79. FIVE QUESTIONS FOR EMPLOYEES
1. What would I do in the event of an active shooter or active
violence at work?
2. When was the last time I received active-shooter/
active-violence training?
3. Am I prepared to do what it takes to survive an act of
violence?
4. Do I know the contact information of my employer’s EAP?
5. Can I recognize the warning signs of potential violence from a
fellow employee?
80. FIVE QUESTIONS FOR EMPLOYERS
1. Is my business OSHA compliant?
2. Would OSHA fine me if they did a surprise inspection?
3. When was the last time I provided or received professional
training related to incidents of active shooters or mass
violence?
4. Do I have an Employee Assistance Program and/or a way for
employees to anonymously report worrisome behavior?
5. When was the last time I scheduled an independent review of
my security procedures related to active shooter or mass
violence?
81. AFTERMATH – Costly Calculations
• Crisis management planning starts
with documented training of
employees on proactive survival
options, mental preparation, and
integrated planning.
• It is imperative that EVERY financial
institution train EVERY employee on
how to survive an act of violence.
82. FINAL THOUGHTS
Financial institutions have always been targets of violence.
They are sources of money and have attracted violence since the
dawn of the organized banking and financial industry.
It may just a matter of time until your
financial institution is a victim.
BE PROACTIVE!
Welcome to the workplace violence safety overview. In this presentation, various incidents will be presented for informational purposes. This presentation is designed to assist management and security officers to proactively minimize the likelihood of workplace violence, including an active shooter event and to educate all staff in measures to take should an event occur. With the increase of active shooter incidents across the country, this overview will provide basic information for individual safety and assist in reducing risks in the workplace. Steps within this video will focus on self-preservation, safety information, and what to do prior to, after the arrival, and during the response of law enforcement and emergency professionals. Step by step information for human resource management will be provided as well as how to react should an active shooter incident at your workplace. The reality is that an active shooter will strike sometime, somewhere. When seconds count, what’s your plan?
Ask these questions and then differentiate between a robber (who may never fire and shot and leave without anyone being injured) and an active shooter.
Preparation and training are your best defense for active shooters. The following points should always be running through your mind as you go by your day, even while you are at work.
Be aware of your environment
Report suspicious people
Take note of the two closest exits in any facility you visit
Plan an escape route with your coworkers
Plan the most direct route out of the building
If you are in an office, stay there and secure the door
I have a question about MUST in this slide. We have contacted an attorney and this is the feedback they have given us. It really doesn’t state that they MUST provide training. It states that they are required to provide a safe workplace and then also states that if they have had an previous experience with workplace violence then a prevention program should be put in place. Unless it says they MUST provide workplace violence training directly in th regulation, we cannot put it in the slide. Let’s discuss. See the info below sent to us by the attorney.
There are currently no specific standards for workplace violence.
However, under the General Duty Clause, Section 5(a)(1) of the Occupational Safety and Health Act (OSHA) of 1970, employers are required to provide their employees with a place of employment that "is free from recognizable hazards that are causing or likely to cause death or serious harm to employees." The courts have interpreted OSHA's general duty clause to mean that an employer has a legal obligation to provide a workplace free of conditions or activities that either the employer or industry recognizes as hazardous and that cause, or are likely to cause, death or serious physical harm to employees when there is a feasible method to abate the hazard.
An employer that has experienced acts of workplace violence, or becomes aware of threats, intimidation, or other indicators showing that the potential for violence in the workplace exists, would be on notice of the risk of workplace violence and should implement a workplace violence prevention program combined with engineering controls, administrative controls, and training.
An active shooter is somebody who is actively shooting and causing death and/or seriously bodily injury to those around them. They have no concern for their safety nor fear being captured, and are usually seeking out intended victims. However, active shooters will also accept targets of opportunity while searching for/or after finding their intended targets. These shooters will continue to move throughout their location of interest until either stopped by law enforcement, commit suicide, or some other intervention. In some cases, experts have observed a commonality where they find the shooter is acting out of frustration and rage or is attempting to correct a perceived wrong against them. They can also be labeled as ‘injustice collectors.’ These individuals have a desire to kill and have no intentions of escaping the situation.
The FBI reports there have not been enough incidents to make any distinctive profiles of an active shooter. In addition, these incidents are identified as dynamic attacks that vary greatly from one to the other. The NYPD found a large degree of variation across some broad categories including: gender, age, number of attackers, planning tactics, and location of attack to name a few.
The following identifies the goals of an active shooter:
They desire to kill or seriously injure as many victims as possible with tittle or no concern of their safety.
They do not worry about being captured and any threats made against them are meaningless
Again, the shooters mentality is not escape, his/her goal is to kill and injure. Generally, these individuals are seeking out a known subject to harm and/or kill. Creating a sense of terror in their pursuit, shooters will continue to move throughout the area until stopped.
See second bullet replaced “must” with “Ideally, this process should….”
Many times, depending upon the size of the institution, the security office will also wear many other hats and security is only one of their jobs. For example, at a small credit union, the branch manager may also be the security officer and the compliance officer.
Supervisors and management can do more to limit the loss of life than the police involving workplace violence incidents like active shooters. These individuals make pro-active decisions with the best interest of the company’s most vital asset, its employees, in promoting training opportunities and preparation prior to shots being fired. Training your employees in every office on how to recognize, react to, and prevent active shooter incidents is of vital importance. It is not enough preparation and training by simply handing out a comprehensive safety plan like an EAP or lockdown procedure. Training every employee is absolutely paramount.
Statistics show that active shooters are often members of their target communities. However, there is still a notable percentage of attacks where the active shooter had no prior relationship to its victims, demonstrating that attacks can happen even without some form of altercation or grievance. The attacker’s relationship to their victim’s is broken down as follows:
Professional – 41%
Academic – 23%
Familial – 5%
None – 22%
Other – 9%
In a workplace environment, potential employees display occurrences of violent behavior over time. There is typically not one thing that will set him/her off. If these behaviors are identified early on, it is more likely that situations like active shooter attacks can be avoided. Some potential indicators include: increased use of alcohol and/or illegal drugs, unexplained increase in absenteeism, vague physical complaints, noticeable decrease in attention to appearance and hygiene, depression/withdrawal, resistance or overreaction to changes in workplace policy/procedures, increased severe mood swings, and noticeably unstable emotional responses. In more extreme cases, potential indicators by employees will exhibit unprovoked anger/rage, suicidal comments, and paranoia.
If you recognize any of these characteristics, it is very important to let someone in charge know. Do not assume that that person is aware of what is going on or that these problems will eventually go away over time. In a lot of active shooter events, many of the suspects have exhibited several of these indicators before actually committing and implementing an attack. Its simply better to be safe, rather than sorry.
Statistics show that active shooters are often members of their target communities. However, there is still a notable percentage of attacks where the active shooter had no prior relationship to its victims, demonstrating that attacks can happen even without some form of altercation or grievance. The attacker’s relationship to their victim’s is broken down as follows:
Professional – 41%
Academic – 23%
Familial – 5%
None – 22%
Other – 9%
In a workplace environment, potential employees display occurrences of violent behavior over time. There is typically not one thing that will set him/her off. If these behaviors are identified early on, it is more likely that situations like active shooter attacks can be avoided. Some potential indicators include: increased use of alcohol and/or illegal drugs, unexplained increase in absenteeism, vague physical complaints, noticeable decrease in attention to appearance and hygiene, depression/withdrawal, resistance or overreaction to changes in workplace policy/procedures, increased severe mood swings, and noticeably unstable emotional responses. In more extreme cases, potential indicators by employees will exhibit unprovoked anger/rage, suicidal comments, and paranoia.
If you recognize any of these characteristics, it is very important to let someone in charge know. Do not assume that that person is aware of what is going on or that these problems will eventually go away over time. In a lot of active shooter events, many of the suspects have exhibited several of these indicators before actually committing and implementing an attack. Its simply better to be safe, rather than sorry.
Practice makes perfect. Preparation is important for active shooter training and defense. Knowing what to do and having a plan will better equip you in these types of situations, meaning less hesitation and more time to reach safety. Planning for emergency situations will help reduce the probability of an incident. Both EAP’s and training exercises will help teach effective response habits and help minimize loss of life.
An EAP, or emergency action plan, is a preferred method for reporting emergencies as well as an evacuation policy and procedure. EAP’s list out items such as: emergency escape routes, emergency contact information, and information concerning local area hospitals. It is a good idea to find out if there is an EAP in place at your facility.
Another good idea is to conduct training exercises for mock active shooter events. Local law enforcement is an excellent resource to use in designing these training exercises. These exercises are mutually beneficial for both law enforcement and civilian training. This kind of training gives each side an opportunity to practice a ‘real-life’ situation and put the things you have learned into action.
Having a survival mindset means that you are both mentally and emotionally prepared to do whatever it takes. The key is to ask the question, what would I do if…?
Developing this particular mind frame consists of three key points: awareness, preparation, and rehearsal. The awareness stage involves taking the time to understand your situation. The preparation stage is where you ask yourself the ‘what-if’ questions. Finally, the rehearsal stage is practicing your plan.
If you ever do find yourself involved in an active shooter incident, the very first thing you can do is figure out exactly what is going on and decide if you should: RUN, HIDE, or TAKE OUT the shooter. Both your location and the location of the incident dictate your subsequent actions. You may not initially recognize the sound of a gunshot if you’ve never heard it before in real life. In fact, many people involved in an active shooter incident have claimed they first questioned if what they heard was actually a gunshot. It is very important for you to trust your gut and instinct.
On the next several slides we will have “exercises” (or whatever we want to call them), for the security officer to do to prepare staff for an active shooter incident. These will be in a “call-out” box on several slides.
Bill, Change this as you see fit. I just thought we need to make the security officer know that they can’t just tell their people to do these things. It’s important for the security officer to go to the individual departments and areas and talk it thought and point things out so that a victim’s response time can be made faster because they have already visualized the incident in the space they work.
Law enforcement’s response to active shooter situations have changed over the years, especially during the years after the Columbine shooting. Now police and first-responders exercise an Immediate Action Rapid Development (IARD). They automatically assume that any unauthorized intruder inside a building is armed, dangerous, and has the potential to initiate and conduct a plan to murder those inside, until proven otherwise. Their primary goal is to enter the building and find the shooter as soon as possible in order to reduce the potential for mass killing.
It is important for you to have a good understanding of what these responders are trained to do. When they do arrive to the scene, do not expect the officers to initially assist you. First responders and police are trained to assume that everyone is a threat to their safety until proven otherwise. Try to remain calm, quiet, and keep your hands up and visible at all times to eliminate any inclination that you are a threat to them. Also, avoid making any quick gestures towards the officers. For example, pointing or trying to hold onto/grab them for safety. Be prepared to accurately and calmly tell them the location, number of shooters, description of the shooter, and if possible, the type of weapons they are using. If you find yourself near the suspect when officers/first responders arrive, immediately drop down to the ground, as low as you can and remain there with your hands visible until officers tell you to get up.
Because law enforcement’s goal is to locate, contain, and neutralize the threat, understand that officers and first responders will not stop to treat the injured or begin evacuating victims until the threat has been contained and neutralized. Try your best to keep those around you calm and quiet and reassure them that help is on the way.
Officers will begin to evacuate victims once the situation is under control. Remember that this may take some time, and be patient with officers to ensure that everything is safe. Safety points will be established and wait to be escorted out of the building by law enforcement personnel. Expect to be searched and follow all of their directions.
They may have to implement parts of their business continuity plan as they may have to be closed for several days.