ACTIVE KILLER & HOW TO RESPOND: GUIDANCE FOR SURVIVING THE INCIDENT

1. ACTIVE KILLER & HOW TO RESPOND: GUIDANCE FOR SURVIVING THE INCIDENT Sgt. Robert Wondra, Omaha Police Department

2. Introduction • Infantry Officer USMC / Desert Storm Veteran • 24 Years with Omaha Police Dept. • Uniform Patrol and Criminal Investigations • Weed & Seed – Problem Solving Unit • Training Academy Instructor (OPD and State Academies, Firearms Instructor) • Gang Unit • SWAT • Clandestine Lab Team • Active Shooter / Killer Training • Former Adjunct Instructor - NTOA

3. Overview • Definitions • Potential Indicators • How Staff can Respond • How Staff Responds to LE • Training your Staff • Preparing For and Managing the Event • Managing the Aftermath

4. Definitions • Shootings / Shots Fired • Hostage Situations • Active Shooter/Killer

5. Shootings / Shots Fired • Based upon criminal acts and over quickly • Target specific “victims” • Suspect plans on escape • Over drugs, money, women

6. Hostage Situations • Usually result of criminal act that has gone badly • Does not plan on killing hostages • Hostages are of value • Will have specific demands • 3 T’s (Time, Talk, Tactics)

7. Active Killer • Immediately causes death or serious bodily injury • Activity is not contained • There is immediate risk of death or serious potential injury to victims • Do not focus only on firearms • Do not focus only on schools

8. Rapid Deployment • Swift and immediate deployment of law enforcement resources • On-going, life-threatening situations • Delayed deployment could otherwise result in death or great bodily injury to innocent persons

9. Active Killer Characteristics • Suspect behavior unpredictable • Pre-incident signs existed (leakage) • Incidents occur in target-rich environment • First responders were outgunned or lacked training • Tactical intervention was too late • Multi-jurisdictional response issues present

10. Active Killer Characteristics (cont.)

11. Indicators of Potential Violence • Assumptions: • Sex • Race • Age • Economic background • Loner • Facts: • There is no profile • Major life-changing event • Exhibit behaviors of concern

12. Behaviors of Concern • Recognizing Work Place Violence • Current / former employee • Acquaintance of current / former employee • Current / former customer • Managers & co-workers will notice potentially violent behaviors first

13. Behaviors of Concern (cont.) • Common Misconceptions • “Just occurred out of the blue” / “We never saw it coming” / “He just snapped” • Most situations will resolve themselves after a cooling off period • Warning signs are always predictive of violence • Violence is random, spontaneous & unpredictable

14. Behaviors of Concern (cont.) • Phases of Pathway to Violence • Grievance • Violent Ideation • Research & Planning • Pre-Attack Preparation • Probing & Breaching • Attack

15. Behaviors of Concern (cont.) • Realities • Threats are almost always present • Warnings through comments can reveal intentions (Leakage) • Erratic/abnormal behavior is principal warning sign of violence

16. Behaviors of Concern (cont.) • Realities continued • Bullying is often a stepping stone • Path to violence is evolutionary with “Red Flags” along the way • Red Flag indicators based upon 3 things: • Feelings • Speech • Behaviors

17. Behaviors of Concern (cont.) • Red Flags • Increased use alcohol/drugs (Purging) • Increase in absenteeism • Increased talk of problems at home • Domestic problems brought into the work place • Repeated violations of policy • Resistance/overreaction to changes in policy & procedures

18. Behaviors of Concern (cont.) • Red Flags continued • Paranoid behavior • Depression & withdrawal • Increase in mood swings • Noticeably unstable, emotional responses • Explosive outbursts • Decrease in appearance & hygiene • Suicidal comments

19. Behaviors of Concern (cont.) • Red Flags continued • Increase in comments regarding firearms, dangerous weapons, violent crimes • Recent purchase of firearms or dangerous weapons • Talks of previous acts of violence • Empathy with others who commit violence • Could lead to “Contagion Effect” – Copy Cat

20. How Staff Can Respond • Mental Permission Slip (The 7 Outs) • Figure Out • Get Out • Call Out • Hide Out • Keep Out • Help Out • Take Out • (Run, Hide, Fight)

21. The 7 Outs - #1 • Figure Out • How do we know it’s happening? • Don’t be rigid in your response • Trust your intuition • Denial & Confusion • Remain calm • How do we notify • Fire & panic alarms • Time is of the essence

22. The 7 Outs - #2 • Get Out • Get out fast • Don’t be where the bad guy is • Standard Response Protocol (SRP) (Evacuate / Lockdown / Lockout) • Have to be able to think on your feet

23. The 7 Outs - #3 • Call Out • Call 911 – Texting? • Don’t assume others will call • Pass detailed & accurate information • Give #’s, location, types of injuries • Say what you know, not what you think • Be patient, phone lines may be down • If you can’t talk, leave the line open to allow dispatch to listen

24. The 7 Outs - #4 • Hide Out • Stay hidden • Have protection • Avoid being trapped • Turn off your lights • Turn off your phone • Turn off any source of noise • Remain quiet • Hard Corner

25. The 7 Outs - #5 • Keep Out • Keep the killer out • Have a secure location • Lock & Barricade the door • Spread out within room • Hide behind large items

26. The 7 Outs - #6 • Help Out • Remain Calm • Warn Others • Physically Help • Mentally Help • Medically Help

27. The 7 Outs - #7 • Take Out • Used only as a last resort • Your life is in imminent danger • Survival mindset takes over • Have a plan and act as team • Spread out • Act aggressively and yell • Throw items, Improvise weapons • Commit to your actions

28. Statistics of Intervention • Incidents average 6-8 minutes • 4 - 6 minutes to dispatch police • 2+ minutes to arrive, locate & stop the threat • 64% of all killers commit suicide – most before police arrive • 97% of all killers act individually

29. Statistics of Intervention (cont.) • Who initially stops the killer? • 32% stopped by responding police, 3/4th of that 32% are by a single officer • 68% stopped by citizens, 3/4th of that 68% are by a single citizen • 65% of citizen stops are by unarmed citizens

30. Law Enforcement Response • Primary purpose is to locate and stop the killer • Will go to where last shots are heard • Ideally arrive in teams of 4 • Mixture of SWAT, UPB, CIB, outside agency officers • Armed with rifles, shotguns, pistols

31. What to Expect as a Civilian • LE will be shouting commands • Be prepared to have weapons pointed at you • LE will put ALL people down • LE will handcuff if necessary

32. What to Expect as a Civilian (cont.) • LE will ask questions with possible searches • LE will bypass injured to get to killer • Rescue Teams will follow to remove injured and able bodied, not the dead

33. Interacting with LE – Don’ts • DO NOT point at officers or the killer • DO NOT have things in your hands • DO NOT make quick movements • DO NOT run toward officers • DO NOT hug officers • DO NOT scream or yell at officers • DO NOT leave your location until instructed to

34. Interacting with LE – Do’s • DO raise your arms • DO spread your fingers • DO show hands as you drop to floor • DO spread arms and legs • DO be prepared to remain in the area as a witness • DO follow all directions

35. Create an Emergency Plan • Take input from HR, Training Dept., Security, owners, operators, management, law enforcement, emergency responders, maintenance • Include relevant information that addresses individuals with special needs and/or disabilities • Determine appropriate reporting measures • Evacuation / Escape plan, policy and routes • Contact information for, and responsibilities of, individuals contacted under the Emergency Plan • Emergency notification system to alert parties (on & off premises, LE, hospitals)

36. Training Your Staff • Training Exercises are most effective way to train staff / Mental Drills • Recognize sounds of gunfire • React quickly when shots are heard or violence is witnessed • Calling 911 • Reacting to LE upon their arrival • Adopting a survival mindset • All of the above are practice of the “7 Outs” • Focus all “Outs” during “Keep Out” • “7 Outs” are not linear!

37. Training Your Staff (cont) Trained • Startle, fear • Feel anxious • Recall what they have learned • Prepare to act as rehearsed • Commit to action VS Untrained • Startle, fear • Panic • Fall into disbelief • Lost in denial • Descend into helplessness & become Victims

38. Management Responsibilities • Employees and customers will follow the lead of management • Be familiar with the Emergency Plan • Be prepared to take immediate action • Remain calm, lock / barricade doors • Evacuate staff / customers via preplanned evacuation routes to accountability areas (to include special needs) • 7 Outs

39. HR Responsibilities • Conduct effective employee screening & background checks • Train staff to recognize behaviors • Create a system to report signs of suspicious or potentially violent behaviors for both employees & customers • IF YOU SEE SOMETHING, SAY SOMETHING

40. HR Responsibilities (cont.) • Develop intervention capabilities • Make counseling services available to employees (EAP) • Develop an Emergency Plan which includes policies and procedures for dealing with Active Killer situations • OSHA General Duty Clause – Sect 5(a)(1) Includes planning for the “Active Shooter” which is recognized as a hazard in the work place • Occupiers’ Liability Act – an occupier must take reasonable steps to make sure that persons are safe while on the premises. This duty of care applies whether a danger is caused by the condition of the premises or by an activity on the premises

41. Building/Facility Responsibilities • Layered Security plan • Institute access controls – create multiple perimeters • Access points – control ingress / egress • Electronic Access Systems • Manual Access Systems • Cameras (surveillance vs. evidence collection) • Security Guards (armed vs. unarmed, uniformed vs. non-uniformed, duties & responsibilities)

42. Bldg/Fac Responsibilities (cont.) • “Bad Day” Boxes – multiple copies of floor plans, keys/access cards, rosters w/ phone #’s, portable radios, iPads, grease pencils / markers, vests (redundancy in equip and # of boxes) • Multiple people responsible to bring out each box (redundancy in personnel and from each cardinal direction) • Assemble “crisis kits” – transistor radios, 1st aid kits, flashlights, batteries, water, door wedges • Activate the emergency notification system when an emergency occurs – pushed to lowest level • Update boxes and floor plans & test systems monthy/quarterly • Ensure plans meet with Fire Marshal inspections

43. Managing the Aftermath • Management and HR should engage in post-event activities and coordinate with police with the following: • Accounting for all individuals at designated assembly points - Who’s missing? Who’s Injured? • Determine a method to notify families of individuals affected or of casualties • Reunification Plan and location • Identify and fill any critical personnel or operational gaps left in organization • Institute CIT for victims and families

44. Managing the Aftermath (cont.) • COST TO THE ORGANIZATION? • Lost Productivity • Damaged Property • Lost Sales & Services • Medical Costs • Legal Fees • Physical Security Measures • Counseling • Reputation of Organization • Business Relationships • People & Experience • Business Location This is a long-term process for the investigation!

45. Summation of Best Practices • Be aware of your environment and possible dangers • Take note of the nearest exits • If in an office and can’t get out, stay there and secure the door • If in a hallway and can’t get out, go into a room and secure the door • As a last resort, attempt to take suspect down • Remember the Do’s and Don’ts • Remember the “7 Outs”

46. QUESTIONS?

47. Contact Informationemail – robert.wondra@cityofomaha.orgwork cell phone # - (402)510-1583