Active Shooter Tabletop
Exercise
Dean Correia, Emeritus Faculty
Security Executive Council
National Food Service Security
Council Annual Conference
August 7, 2013
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Outline
• Introduction: Crisis Management
• Tabletop Exercise: General Overview and Instructions
• Tabletop Exercise: Joe’s Burger Shack
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–
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Segment One: Incident and Initial Response
Segment Two: Continued Response
Segment Three: Recovery 48 Hours Later
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Introduction: Crisis
Management
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Critical Incidents…
• Unplanned, any time, anywhere
• Crisis Management Team – some may be away
• May not be caused by your company
• Require swift, decisive action involving multiple
public sector components
• May include rescue operations, special police
response, and highly trained firefighters
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Examples of a Critical Incident
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External crime
Fires
Extortion
Supply chain disruption
Workplace violence
Severe weather
Foodborne illness
Product contamination
Loss of propriety information
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Crisis Management Objectives
• Protect Life
• Protection Of The Environment
• Protection Of Assets
• Promote Effective Response
• Promote Recovery To “Better Than
Before” Operations
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Decision Making Under Stress
Johnson & Johnson Tylenol Incident
• Early 1980s in Chicago – 7 people died from taking Tylenol
capsules that were filled with cyanide
• Johnson & Johnson had no formal crisis mgt team
• Formed team of senior managers who determined that
product was not compromised during manufacture or
shipping
• Nation wide product recall performed
• Spent considerable amount of money on development of
tamper proof packages
• Launched media campaign to regain consumer confidence
• Emerged as a leader in tamper proof packaging and a
forerunner in critical incident management
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Organization: Structured
to Provide the Following
• Defined responsibilities
• Speed of decision making
• Effective communication system
• An ability to continue business
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Typical Crisis Management Team
Team
Leader
Info
Systems
Facilities
Human
Resources
Crisis
Mgt
Team
Security
& Risk
Mgmt
Finance
Media
Legal
Operations
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CMT Interfacing
IRT
Public
Team
Sector
Rep
Team
Leader
Human
Resources
Emergency
Operations
Center
Info
Systems
Facilities
Crisis
Mgt
Team
Security
Safety
Executive
Decision
Making
Authority
Finance
Media
Legal
Operations
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Tabletop Exercise:
General Overview and Instructions
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Training Objectives
• Identify roles & clarify responsibilities
• Enhance skills
• Measure resources
• Build teamwork & Improve coordination
• Validate emergency response plan
• Provide feedback
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Exercise Format
Enhanced Tabletop Exercise:
• Generic site scenario
• Public sector response is simulated
• Presented in PowerPoint
• Role cards at table??????
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Exercise Scope
• Each segment contains time for individual assessment and
group discussion
• The Crisis Management Team participants will develop
response priorities as the scenario unfolds
• The Crisis Management Team will simulate coordination
with emergency response personnel in a unified manner
• In a real emergency, the local officials would have to
assess the impact on community. May “take over”
• Think – does my company have a resource to handle this
response/recovery plan element?
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General Instructions
USE ONLY THE FACTS INTRODUCED IN THE SCENARIO
There are 4 segments
• Segment 1 and 2: response
segments
• Segment 3: recovery segment
• Segment 4: follow up points
Segment 1 – 2 (20 minutes)
• Review the scenario
• Take a few minutes to individually
write down what initial actions
should be taken
• The Team Leader will direct a
group discussion in the analysis
portion of each segment
• Priorities will be listed for the CMT
Segment 3 (20 minutes)
• Scenario will forward in time 48
hours from the conclusion of the
response segments
• The private sector participants
will group together for a
discussion of the actions to be
taken and to identify the
responsibilities
Segment 4 (20 minutes)
• Follow up points for discussion by
the exercise participants
• Document what actions should be
taken to improve the crisis
management plan
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Tabletop Exercise:
Joe’s Burger Shack
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Scenario: Joe’s Burger Shack
• Headquarters facility, with access control system,
located on 400 acre campus in the City of Midsville.
• Two level facility - 510,000 square feet and
1,400 employees
• All Key Departments
 IT (Main Data Center)
 C-Level Executives
 Human Resources
 Security
 Operations
 Legal
 Marketing/Global Communications
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 Facilities
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City of Midsville
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Upscale suburb of a major upper mid-west
city
Population approximately 75,000
Has a number of large office buildings and
shopping malls
Local police supported by the county sheriff
and the state police
Fire department has mutual aid agreement
with nearby communities
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Segment One
Incident and Initial Response
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Segment One Response
Call to 911 About Shots Fired
• It is business as usual at
Joe’s Burger Shack HQ
when a 911 operator
receives a whispered call
from an employee in the
facility, who states that a
gunman is randomly firing
at any employee in sight.
• The caller states that the
shooting is taking place in
the HR offices area on the
upper level.
• Security is notified and the
police are dispatched
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Segment One Response
More 911 Calls
• Another caller reports to 911 that a man with a handgun
was seen near the Data Center, on the main level
• The police are updated on this latest report
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Segment One Response
Police Arrive
• Midsville Police Department
response units are
arriving at the scene
• The officers call for
additional support as
they realize the scope
of the developing
situation
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Segment One Response
Injuries
• There are reports that
several employees have
been shot and some
appear to be fatally injured
• All EMS units have
responded
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Segment One Response
Joe’s Burger Shack Emergency Response
• In view of the situation, the
Joe’s Burger Shack Crisis
Management Team is
mobilizing in a secure
conference room at HQ
• Operations are being set up
in the command center, but
not all CMT members have
responded
• Details are just beginning to
come in regarding the
situation
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Segment One Response
Command Center Activity
• The city’s Emergency
Response Command
Center is activated
• Information is pouring in
from all public sector
responders as well as
from Joe’s Burger Shack
employees
• Officers at the scene report
that there is no current
information on the location
of the gunman
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Segment One
Analysis & Discussion
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Segment One
Public Safety Response
• Police and EMS services set up a unified command
center, with the police taking the initial lead
• Joe’s Burger Shack CMT have requested and been
granted a representative at the command center
• Police Special Response Team is mobilizing, but this will
take time
• Police and EMS support from mutual aid communities
have been requested. Area hospitals are notified.
• Traffic control points are being set up to clear access for
emergency vehicles and expedite the evacuation
process
• FBI notified due to possible terrorist involvement
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Segment One Response
Discussion Starters
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How can the injured persons be located and
evacuated for proper medical care?
What notifications should be made and how will they
be made?
Should any additional security measures be taken?
How can the situation be stabilized?
How quickly can liaison be established with the public
agency incident commander?
What are the priorities?
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Segment Two
Continued Response
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Segment Two Response
Local Media Arrive
• The local television media
is at the scene attempting
to interview Joe’s Burger
Shack employees
• Reporters indicate they
have information that
there is a gunman on the
loose in the facility
• Officials are pressed for
comments
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Segment Two Response
Missing Employees
• Due to the confusion surrounding the events, and panic
during the evacuation, many employees are unaccounted
for. It is unknown if there are still people in the facility.
• A number of visitors are also missing
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Segment Two Response
Hostage Situation
• 911 receives a call - a
gunman is holding a
hostage in a conference
room in the Accounting
Dept. on the main level.
This happened during the
evacuation process, but
the caller had problems
getting a cell line.
• The gunman was yelling
that “Joe’s Burger Shack is
paying the price for its
ruthless actions”
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Segment Two Response
Hostage Negotiations
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•
The police have isolated the
conference room and
determined that the
gunman is holding at least
one hostage
Negotiators have opened a
dialogue with the gunman
by phone. He demands a
live TV interview, which he
can monitor, “So all will
know that this is the fault of
Joe’s Burger Shack .”
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Segment Two Response
Rescue Operations Underway
• With the gunman isolated by police on the main level,
limited recovery operations are now underway to
search for victims and survivors from the shootings
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Segment Two Response
More From The Media
• Reporters persistently
request statements from
public safety agencies
and want details about
the shooting spree
• They are also pressing for
statements from Joe’s
Burger Shack officials
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Segment Two Response
Emergency Operators Flooded With Calls
• Information about the shootings and hostage situation
has been broadcast on radio and TV. The local 911
operators have been overwhelmed with calls from family
members of employees and others with loved ones in the
area.
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Segment Two Response
Pressure From The Media
• National cable news channels have picked up the story
• Public officials from the local, county, and state levels
are being questioned about the incident
• Experts are appearing on the news discussing
workplace violence and any possible terrorist aspects
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Segment Two Response
Suspect Sighting
•
A report is just now received that the shooter
has been identified by witnesses as an
employee of Joe’s Burger Shack
•
Based on initial information, he was just placed
on sick leave
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Segment Two
Analysis & Discussion
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Segment Two
Public Safety Response
• Police investigators request all information possible on
the suspect employee
• Mutual aid support has been arriving and deployed to
the scene
• Private ambulances have been requested to augment
overburdened EMS units
• Helicopters are needed to rush the critically injured to
adequately staffed and equipped trauma centers
• A joint news briefing is being set up to include public
safety representatives and ranking officials from Joe’s
Burger Shack and a representative of the Crisis
Management Team
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Segment Two
Discussion Starters
• How can the Crisis Management Team be more effective
in locating missing employees and visitors?
• What can be done to assist law enforcement investigative
personnel regarding information about the suspect?
• What can be done to better function in the severe
weather?
• How can the media best be accommodated?
• Can the media be helpful in notifying family members of
the ongoing situation?
• How should Joe’s Burger Shack authorities be responding to
and reporting on the incidents ?
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Segment Three
Recovery 48 Hours Later
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Segment Three Recovery
Situation Concluded with Suicide
• After a three hour standoff, a single
gunshot was heard
• The police entered the area and found
that the gunman had shot himself
• He was conveyed to the hospital and
pronounced dead on arrival
• The hostage was unharmed
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Segment Three Recovery
Casualties
The death toll on the day of the attack was as follows:
• Four employees died from gunshot wounds
• Two visitors suffered fatal heart attacks
• A total of six other employees suffered non-fatal gunshot
wounds. Two of these shooting victims are in critical
condition.
• Over 20 other people suffered from, cuts, broken bones,
and abrasions due to the initial panic that ensued
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Segment Three Recovery
Investigative Findings
•
The gunman was found to be armed with a Glock, 9 mm
handgun plus an extra magazine of ammunition
•
He was identified as an employee of Joe’s Burger Shack , who
was recently placed on leave, but his access card had yet to
be disabled
•
Some of his co-workers stated that he had been brooding
because he had been passed over for promotion
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Segment Three Recovery
Aftermath of the Attack
• Joe’s Burger Shack employees are being scheduled
to receive post traumatic stress counseling
• Additional professional assistance will be needed
to handle the volume of workers
• Many others have called their employer with
concerns about returning to the workplace
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Segment Three Recovery
Continuing Coverage
• The media continues to give coverage to this
incident as funerals are being planned for the
victims
• Experts offer opinions on how to recognize and
deal with potential violence in the workplace
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Segment Three
Analysis & Discussion
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Segment Four
Discussion Items
• What can be done to prevent such an incident from
occurring in the future?
• How did the members of the Crisis Management Team
interact during the exercise?
• Were there any difficulties in reaching team priorities?
• What issues/gaps were uncovered during the scenario
with your own company’s response plans that need to
be addressed in a follow up manner?
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Key Learnings
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•
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Proactively mitigate risks
Have a CMT and a local IMT
Build relationships outside of crisis
– NFSSC, local responders, etc.
Have 2 designated meeting places
Crisis management is not cookie
cutter. They are leadership
opportunities.
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