2013 Wisconsin Safety Counsel
Workplace Violence/Emergency Planning/Active Shooter
Response
Presented by Dave Droster & Debbie Berning
Seminar Overview
Mindset of Awareness
✦
Workplace Violence





✦
✦
Definition
Stats
OSHA Guidelines
Forming a Multidisciplinary Team
Myths
Workplace Violence Spectrum
Behaviors of Concern
Commitment to Action
✦
✦
✦
✦
✦
Formula
Flash Point
Action Point
Common Inhibitors to Reporting
Available Reporting Options
Workplace Violence Defined
A spectrum of behaviors – including overt acts of
violence, threats, and other conduct that generates a
reasonable concern for safety from violence, where a
nexus exists between the behavior and the physical
safety of employees and others (such as customers,
clients, and business associates) on-site, or off-site
when related to the organization.
2012 Bureau of Labor and Statistics Data
• Nearly 2 million Americans
report they’ve been victims
of violence at work.
• 1 in 9 workplace fatalities
were homicides.
• Homicide is the most
common cause of workplace
fatalities in women.
Video
The OSHA General Duty Clause
29 USC § 654 - Duties of Employers and
Employees
(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 chapter.
(b) Each employee shall comply with occupational safety and
health standards and all rules, regulations, and orders issued
pursuant to this chapter which are applicable to his own actions
and conduct.
Workplace Violence Prevention Program
Requirements
There are currently no specific standards for workplace violence,
however:
• The courts have interpreted OSHA 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.
Considerations for Program Development
What is a Workplace Violence Prevention and
Intervention Program:
A coordinated collection of policies, procedures, and
practices adopted by an organization to help prevent
workplace violence and to assist the organization in
effectively responding to reports of problematic
behavior made under the organization’s workplace
violence prevention policy.
Establishing Multidisciplinary Involvement
An organization should begin by considering
who within the organization will hold
responsibility for:
• Developing and implementing the Workplace Violence
Prevention and Intervention Program
• Conducting ongoing Threat Management
• Periodically assessing the effectiveness of the
Program.
Top-Management Commitment
An organization should obtain the participation
of executive or top-level management in:
• Establishing the program as an organizational
priority
• Reviewing and approving a prevention policy.
• Appointing appropriate personnel to develop,
implement, and monitor the Program.
• Providing sufficient resources and authorizations to
maintain the Program
• Providing sufficient resources and authorizations as
required during Incident Management
Other Key Stakeholders and Participants
Human Resources
• Assumes a leadership role in:
– Developing the overall program, and relevant
policies, procedures, and practices
– Organizing and conducting training
– Participating in incident management
– Enforcing workplace violence policies through
appropriate corrective action.
Stakeholders and Participants
Security
• Can contribute practical expertise related both to
prevention and intervention such as:
– on-site physical security
– Initial incident assessment
– Investigations
– employee background screening
– incident management techniques
– Law Enforcement liaison
Stakeholders and Participants
Legal
• Can ensure the organization has met legal
requirements related to violence prevention
• Can provide legal guidance during the investigation
• Can ensure that it properly navigates the numerous
legal issues that arise during incident management
Stakeholders and Participants
Safety and Health Personnel
• Workplace violence prevention, intervention, and response is an
integral part of an organization’s occupational injury and illness
prevention program.
– Safety and health personnel should keep employers and
employees aware of developments in OSHA requirements or
recommended guidelines bearing on violence prevention,
and assist the organization with compliance.
– Safety personnel will assist the organization in executing
OSHA record-keeping and reporting requirements.
Stakeholders and Participants
Employee Assistance Programs (EAP)
• EAP personnel may become involved in prevention
and intervention efforts in several ways:
– As part of efforts to resolve an incident
– Engaged to provide psychological counseling to
employees or workgroups affected by a threat or
violent incident.
– EAP personnel involved in counseling may receive
information that triggers an obligation to warn
Stakeholders and Participants
Crisis Management Personnel
• Can play a role in ensuring that the organization’s
workplace violence prevention and intervention
program includes means to address and recover from
emergency situations caused by a violent incident or
threat.
• Can contribute in developing a crisis management
process that includes a consideration of possible
violent incidents
Stakeholders and Participants
Risk Management Personnel
• Can ensure that workers’ compensation and other
liability insurance policies are maintained so that the
organization is adequately insured against any losses
from a violent workplace incident.
• Can also support efforts by the organization to
implement a workplace violence prevention and
intervention program as part of the organization’s
overall risk management practices.
Stakeholders and Participants
Public Relations/Corporate Communications
• Can help the organization manage the media and
other outside parties
• Can play an instrumental role in helping to develop
internal communications
Please Enjoy A 10 Minute Break
What Should A WPV Policy Look Like
• Place all employees on notice
• Establishes zero tolerance
• Requirement to report behaviors of
concern
• Supported by top management
• Specific discipline defined
• Continuously reviewed and improved
Workplace Violence
Behaviors that can cause:
✦
Personal injury
✦
Damage property
✦
Impede the normal course of work
✦
Cause workers/managers/
customers to fear for their safety
Workplace Violence
Include:
✦
Assaults
✦
Threats
✦
Stalking
✦
Harassment
✦
Domestic Violence
✦
Workplace Homicides
✦
✦
Intimidation
Bullying
 Merely
represent
the
“tip of the iceberg”
The Categories of Workplace Violence
Four broad categories:


TYPE 1: Violent acts by criminals
who have no other connection
with the work-place, but enter to
commit robbery or another crime
TYPE 2: Violence directed at
employees by customers, clients,
patients, students, or others to
whom services is provided

TYPE 3: Violence against
coworkers, supervisors, or
managers by a present or
former employee

TYPE 4: Violence committed
in the workplace by someone
who doesn’t work there, but
has a personal relationship
with an employee—an abusive
spouse or domestic partner
Some Myths on WPV
“Out of the blue...”
“Just snapped...”
“If left alone, events will
resolve themselves...”
“Employees can’t do anything
to stop it...”
It couldn’t happen here...”
Workplace Violence
Spectrum
✦
✦
✦
✦
May not be a linear progression
To the right are acts of overt violence causing physical injury and/or
death
Moving to the left are psychological and emotional violence
To the far left are Behaviors of Concern

No profile of a workplace violence offender
Some Behaviors of Concern
There are behaviors that suggest
the potential for future violence
✦
If there’s a behavior that makes you
uncomfortable, it’s best to listen to
what may be an intuitive warning



If you see something or sense
something, say something
May be an innocent explanation for
behavior
if left unaddressed, could escalate
and contribute to a toxic work
environment
Behaviors of Concern
The following may alert supervisors to potential problems
✦
Threats, frequent aggressive outbursts, or excessive displays of
temper
✦
History of threats/violent acts
✦
Ominous fascination with weapons and/or references to weapons,
violent media content, or violent events
Behaviors of Concern
✦
Verbal abuse of co-workers and customers, or harassment through
phone calls or emails
✦
Bizarre comments or behavior, including violent content
✦
Holding grudges, inability to handle criticism, making excuses, and
blaming others
✦
Chronic, hypersensitive complaints about persecution
✦
Making jokes or offensive comments about violent acts
Behaviors of Concern
- Sadness Some Behaviors of Concern, such as
sadness, might not look like they could
lead to a Flash Point
What begins as sadness may evolve into
a serious depression and the potential
for suicide
✦
Suicide is aggression turned inward;
wherein homicide is aggression turned
outward
Behaviors of Concern
Do not focus on “snapshots”
✦
No one behavior suggests a greater
level of threat; significant changes in
patterns of behavior are far more
telling.
Employee is sending out a personal
“SOS” distress signal
Learn to recognize the signals that
could point in the direction of violence
and then learn to respond to them
Behaviors of Concern
Minor non-violent conflicts
that went unresolved built up
until they were no longer
manageable
✦
intervening early in a conflict
may result in a resolution
before the problem gets out
of control
When people go into a crisis
state, it affects the way they
think, feel, and behave
Frequency, duration, and
intensity are critical criteria
when evaluating Behaviors of
Concern
A Triggering Event
A reprimand, termination, or
layoff
Financial troubles, a
separation, a divorce, or a
death
A loss, whether real or
perceived, in someone’s
personal or professional life
“Injustice collectors”
✦
Will not forget or forgive
those wrongs or the people
he believes are responsible
Facts About Workplace Violence
Very few organizations will ever experience disturbed employees
engaging in shooting sprees that wound and kill multiple victims
A far greater number will face other forms of workplace violence
✦
✦
Threatening behavior and violent events that are less spectacular
and less deadly
Nonetheless, significantly damage the well-being of an organization
and place employees in harm’s way
A Commitment to Action
Workplace Violence Formula
Awareness + Action = Prevention
✦
You can do something about many situations
✦
Action has to be appropriate: Follow the B&S WPV Reporting
Process
✦
Without awareness and willingness to act, you truly become
vulnerable
What is the Briggs & Stratton Action Plan?
✦
An Obligation To Report
• Every employee who witnesses, hears, overhears, or
learns of a threat or incident under this policy is
required to report it promptly to any supervisor,
manager, or the Human Resources Department
Good Faith vs. False Reports
• No retaliation against employee who
makes a good faith report
– even if report could not be confirmed
• Knowingly making a false report will
subject employee to
discipline/corrective action
– including the possibility of immediate
discharge
The Flash Point
The point on the Workplace Violence Spectrum where actual
violence occurs
✦
Exact location can vary from one situation and individual to another
Different actions in the work environment can trigger or cause a
Flash Point
✦
May be the result of non-work related situations


Domestic Violence
Other Personal Issues
The Action Point
Recognition that violence may be an outcome; respond with an
appropriate action
Important to exercise caution when setting an early Action Point
✦
Important not to delay reporting a threat


✦
Better chance of containing a potentially violent event
Minimize harmful consequences and prevent a recurrence
Stress tolerance and coping skills are highly subjective: Everyone is
different and will react differently to a situation.
Common Inhibitors
Lack of awareness
✦
Not trained to recognize Behaviors
of Concern
Psychological barriers
✦
Busybody or snitch
Fear of retaliation
Believe it is someone else’s
responsibility
✦
If a flash point is triggered, it will
affect you
Reporting Process
•
•
•
•
•
•
Person observing behavior
Next level supervision
Human Resources
Security Department
Legal
Safety
Summary
Work from a mindset of awareness
✦ Don’t ignore Behaviors of Concern
 They will not go away and can escalate
✦ Learn how to recognize and how to report
potentially violent situations
✦ Alert supervisors to concerns
✦ Report all incidents to Human Resources and the
Security Department.
Please Enjoy a 10 Minute
Break
Intimate Partner Violence and Stalking
The Impact on the workplace
“He may not know where
she lives,
but he does know where
she works...”
According to the U.S. Bureau of Justice
statistics, 85% of all victims of intimate
partner violence are women. While intimate
partner violence is not exclusively a male
against female issue, it is clearly the
predominant pattern.
In this training program, the language and
graphics used reflect this reality.
Overview
•
•
•
•
•
Scope
Intimate Partner Violence
Behaviors of Concern
Cycle of Violence
Action Options
Intimate Partner Violence Is Pervasive
• Epidemic
 1 woman out of 4 will
be a victim in her lifetime
• Toll on workplace
 3-4 billion dollars per year in lost
wages, productivity, and time away
from work
 Catastrophic event could be an
outcome
Intimate Partner Violence
Myth vs. Reality
Myth
• Doesn’t effect
smart, successful
individuals
• Not a workplace
issue
Reality
• Transcends all
socioeconomic lines
• Spillover effects are
often subtle
• Ripple effect
Intimate Partner Violence
Myth vs. Reality
Myth
• Only blatantly
violent or lifethreatening
scenarios can
impact the
workplace
Reality
• Most insidious
effects can be
silent—even
invisible
Intimate Partner Violence Definition
A pattern of coercive behavior used by one
person in an intimate relationship to gain
power and control over another. Includes
physical, sexual, emotional, psychological,
and financial abuse.
Physical Abuse
• Not only battering
 May include pushing, hitting
with a fist, slapping, shoving,
kicking, choking, threatening
with weapons...
Emotional Abuse
• Use of words to break a
person’s spirit or destroy
their self-esteem
• Includes degradation,
isolation, and control of
actions/ behaviors
through intimidation or
manipulation
• Effective strategy to
destroy sense of self
Behaviors of Concern
Recognizing Abusive Relationships
• Isolates from friends
and family
• Uses the children
• Uses economic abuse
• Uses emotional abuse
• Uses stalking tactics
Stalking
• Pattern of harassing
behaviors intended to
frighten, intimidate,
terrorize, or injure
another person
 Primary motives
include power, control,
and possession
 Strong connection
between stalking and
intimate partner
violence
Behaviors of Concern
• Abuser believes he has the
right to control his partner
 Tells her what to do
and expects obedience
 May use force to
maintain power
 Feels partner has no
right to challenge him
 Feels justified making
her comply
 Blames abuse on his
partner
Early Relationship Indicators
• Form attachments very quickly
• Foundation of power and
control may be built through
flattery and adulation
• Begins isolating victim from
friends and family
• May cohabitate; learns personal
information and begins to
control finances
Power and Control Wheel
Cycle of Violence
• Tension-building phase
• Abusive incident
• Honeymoon phase
Not all abusive relationships follow a
recurring pattern or cycle
Tension-Building Phase
• Abuser believes his ability
to control the victim is
diminishing
• Abuser becomes more
temperamental and critical
of victim
• Victim minimizes
problems; may try to
placate abuser to prevent
abuse
• Victim may feel she is
walking on eggshells
Abusive Incident
• Incident of violence or threat
occurs
 More intense than during
tension-building phase
 May increase in intensity
with each act
• Victim traumatized
• Abuser blames victim
Honeymoon Phase
• Abuser is apologetic and loving
 Victim has mixed feelings
• Abuser is manipulative
 Victim feels guilty and
responsible
• Abuser promises change
Danger Zone
• When victim terminates the
relationship
 Breaking the cycle of
violence
• Victim moving out of home
may result in workplace
stalking
 Abuser control is no
longer possible at home
Danger Zone
• Abuser may apply abusive tactics
to the workplace
 Harassing phone calls
 Threatening to show up at the
workplace
 Actually shows up at the
workplace
 Danger zone not just
limited to victim
Restraining Order / Order of
Protection
• In US, 3 women per
week are killed by their
partners
• Not uncommon for
workplace to be listed
as part of an Order of
Protection
 Workplace may
never be informed
 Wouldn’t you
want to know?
Action Options
• Recognize (Behaviors of Concern)
 Injuries such as bruises, black eyes,
broken bones
 Inappropriate clothing for the
season
 Uncharacteristic absenteeism
 Change in job performance
 Emotional distress
 Unusual number of phone calls
Action Options
• Respond
 Show concern; be supportive
 Explain that intimate partner
violence is a crime
 Listen in a non-judgmental
way
 Provide company and
community resources
 Contact HR specialist or
Global Security Department
Action Options
• Refer
 Help victim connect with
outside agencies

EAP
 Battered women
shelters
 National Center for
Victims of Crime
 National Network to
End Domestic Violence
 Corporate Alliance to
End Partner Violence
Summary
•
•
•
•
•
See Something, Say Something
Know The Behaviors of Concern
Understand Your Responsibility to Report
Understand the Cycle of Violence
Remember there a resources
available/EAP….
10 MINUTE BREAK
WHEN LIGHTNING STRIKES
HOW TO RESPOND TO AN ACTIVE SHOOTER
IN THE WORKPLACE
Survival Mindset
and
Courses of Action
Survival Mindset and Courses of
Action
Overview
✦
✦
✦
✦
✦
✦
✦
✦
Describe the “protective
shield”
Describe “figure out”
Describe “get out”
Describe “call out”
Describe “hide out”
Describe “keep out”
Describe “spread out”
Describe “take out”
Survival Mindset
Odds of one’s involvement in a workplace violence
shooting
There is a Better Chance of Being Struck By Lightning, However……….
✦
✦
✦
Consequences are potentially catastrophic
Proper mindset and tools to react with purpose
Incidents over quickly (10-15 minutes)

First line of defense

2003 Study by Illinois State Police Academy on Active Shooters

Action taken by personnel on-site most effective way to stop
the killing
Survival Mindset
Odds of one’s involvement in workplace violence
✦
Workplace shootings can occur anytime, anywhere, to
anyone

✦
✦
Unlike any situation ever experienced
Bottom Line: You need to take direct responsibility for your
personal safety and security
Survival Mindset is a protective shield

Comprised of three components:
Awareness, Preparation, and Rehearsal
Survival Mindset
Components
✦
Awareness

Gain a basic understanding of situation

Become attuned to work environment

Predetermined mindset will help you take rapid, effective actions
Survival Mindset
Components
✦
Preparation

Looking at your work
environment through the
lens of survival

“What if” questions are
critical in developing
effective response
strategies

Survivors prepare
themselves both mentally
and
emotionally to do whatever it
takes to survive
✦
Rehearsal

✦
Mentally or physically practicing
your plan
Will reduce response time and
build confidence

A survival inoculation
KEEP IN MIND
Life-Threatening Risk
✦
Any action taken, or not taken, during an active-shooter
incident may involve life-threatening risk
Survival Mindset
✦
Will provide a strong foundation upon
which to base decisions and actions
Courses of Action
Figure Out
✦
How are you going to survive?
✦
Will you get out?

✦
Will you hide out?

✦
Is there a path of escape?
Is there a chance to get to where the shooter may not find you?
Is your only option to take out the shooter?
Courses of Action
Trained versus
Untrained
✦
✦
First response is the
same for both groups
Reactions begin to differ
markedly from there
Trained
Untrained
Startle and Fear
Startle and Fear
Feel Anxious
Panic
Recall what they
have learned
Fall into disbelief
Prepare to react
as rehearsed
Lost in Denial
Commit to
action
Descend into
helplessness
Courses of Action
Survival Mindset
✦
✦
Enables you to act quickly and effectively
Mindful, not fearful


Airline safety briefing
Better able to make that first, critical decision
Continuous assessment process
✦
✦
✦
Allows you to take appropriate survival action
Use all senses
Trust you intuition—that “gut” feeling

Knowing without knowing why
Courses of Action
Get Out
✦
✦
✦
Move quickly; don’t wait
for others to validate your
decision
Leave belongings behind
Survival chances
increase if not where
shooter is or to go where
he can’t see you
Call Out
✦
✦
Inform authorities
Call 9-1-1 and tell them
name of shooter (if
known), shooter
description, location,
number and type of
weapons
Courses of Action
Hide Out
✦
May not be able to get out


✦
Shooter between you and the only exit
Would have to enter area where shooter is positioned
Hiding place


Well hidden and well protected
Avoid places that might trap you or restrict movement
Courses of Action
Keep Out
✦
Find a room that can be
locked with objects to
hide behind
✦
Blockade door with heavy
furniture
✦
Turn out lights; become
totally silent
✦
Turn off noise-producing
devices
✦
Call 9-1-1
(If you can do so without
alerting the shooter)
Courses of Action
Spread Out
✦
If two or more of you, DO NOT huddle together

Gives you options and makes it harder for the shooter
✦
Quietly develop a plan of action in the event the shooter
enters
✦
Remain calm


Can have a contagious effect on others
Keeps others focused on survival
Courses of Action
Take Out
✦
Assume shooter’s intentions are lethal
✦
Shooter will succeed in killing all those with whom he comes
in contact, UNLESS you stop him
✦
Develop a survival mindset that you have “what it takes” to
survive when your life is on the line
Courses of Action
Take Out
✦
You must be prepared to do whatever it takes to neutralize
the threat

Throw things, yell, use improvised weapons

If two or more of you, make a plan to overcome the shooter

Do the best that you can—choose to survive
Courses of Action
As events unfold, you
must continue to Figure
Out using your personal
assessment process
✦
✦
Adjust your actions
accordingly
No two active shooter
incidents are the same
September 11th
conventional wisdom
✦
✦
Until that tragic day,
guidance called for those
involved to be calm,
non-threatening
United Flight 93 changed
that guidance;
passengers quickly
figured out what was
occurring and took action

Prevented further loss of
life
Summary
✦
“Figure out”
✦
“Spread out”
✦
“Get out”
✦
“Take out”
✦
“Call out”
✦
“Hide out”
✦
“Keep out”
Arm Yourself with a Survival
Mindset
Distinctions Between an
Active Shooter and a Hostage
Situation
Active Shooter vs. Hostage Situation
Overview
✦
Distinctions between an Active Shooter and a Hostage
Situation
✦
How to assist Law Enforcement responders
✦
Key information needed by Law Enforcement responders
Active Shooter vs. Hostage Situation
Require different behavioral responses
Active Shooter
✦
✦
An armed individual who has used deadly force and
continues to do so with unrestricted access
Can involve




✦
Single shooters, multiple shooters
Close encounters, distant encounters
Targeted students, random victims
Single-room confrontations, mobile confrontations
No two situations are alike
Active Shooter vs. Hostage Situation
Hostage Situation
✦
Involves an armed and dangerous individual who may or may
not have already used deadly force
✦
In most cases, his access will be restricted; significant
difference is the containment of the offender and victim
✦
Motive can vary between substantive or expressive
Active Shooter vs. Hostage Situation
✦
Substantive motives include those things the
hostage-taker cannot obtain for himself (money,
escape, etc.)

Holds hostages to force fulfillment of demands upon a
third party

Makes direct or implied threats to harm hostages if
demands are not met

Primary goal is to achieve demands; not to
harm hostages
Active Shooter vs. Hostage Situation
✦
Expressive motives
include
compensating for a
loss

No substantive or
escape demands OR
totally unrealistic
demands

Act in an emotional,
senseless, and selfdestructive way


No clear goals; exhibit
purposeless/selfdefeating behavior
Believe they have
been wronged;
strong emotions
disrupt their ability
to reason
Active Shooter vs. Hostage Situation
Hostage-Takers
✦
Express their behavior or vent their frustration

✦
Undertake actions that bring them into contact with Law
Enforcement
Realize that ONLY by keeping their hostages alive can they
hope to achieve their goals

Understand failure to do so will:


change the incident dynamics
increase likelihood authorities
will use force to resolve the incident
Active Shooter vs. Hostage
Situation
Hostage survival can be
enhanced if you:
✦
✦
✦
✦
Remain calm
Follow directions
Avoid sudden movements
Maintain eye contact (but
don’t stare)
✦ Find the middle position
(not too assertive/passive)
✦
✦
✦
✦
Personalize yourself
Don’t argue
Don’t be a nuisance
Don’t turn your back
Active Shooter vs. Hostage
Situation
Law Enforcement Negotiation Efforts
✦ Will take time; be mentally prepared for a protracted situation
✦ Law Enforcement negotiators will use active listening skills to:
• Communicate with hostage-taker
• Defuse emotions
• Build rapport
• Work towards a peaceful resolution
✦ Historically, most hostage situations have been resolved through
negotiations and ended peacefully
Law Enforcement Responders
Law Enforcement Responders
Interacting with Law Enforcement Responders
✦ Do NOT expect officers to assist you as you get out
• Primary job is to locate the shooter and neutralize the threat
• Medical assistance will follow once the threat is neutralized
✦ Law Enforcement must assume everyone is a threat to their safety
• Be prepared to:
– have weapons pointed in your direction
– be subject to search
– be handcuffed
Law Enforcement Responders
Interacting with Law Enforcement Responders
✦ When Law Enforcement officers enter the room, do not
present a threat to them
• Do NOT
– Point at them or the shooter
– Make quick movements
– Run towards them or attempt to hug them
– Scream or yell
Law Enforcement Responders
✦ Interacting with Law Enforcement Responders
• Do NOT
– Have anything in your hands; officers are taught that
“hands kill”
• DO
–
–
–
–
Raise your arms
Spread your fingers
Show hands as you drop to the floor
Spread arms and legs
Law Enforcement Responders
Key Information
✦ Be prepared to calmly,
quickly, and accurately
provide:
• Name of shooter
(if known)
• Number of shooters
• Description of shooter
• Location of shooter
• Number and types of
weapons carried
by shooter
Summary
✦Distinctions between an Active Shooter and
a Hostage Situation
✦How to assist Law Enforcement responders
✦Key information needed by Law
Enforcement responders
Work Shop Summary
•
•
•
•
If You See Something, Say Something
Know how to report what you see
Know what resources are available
If lighting strikes….. have a survival
mindset.
Questions or Comments